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Negotiation Theory and Practice for Project Management.
Assessment 3
Trimester 3, 2022
Duration This assessment is due 04:30pm Saturday 12th November 2022.
Please submit a Word doc via the Turnitin link on Moodle
Directions to students This assessment task contains 2 sections. Both parts must be completed. This assessment is marked out of 100.
Section A (60%):
Section B (40%):
(Instructions: Use 12 point Times New Roman Font, 1.5 line spacing and 2.54cm margins. Each answer has a one half page maximum limit.
Length : 5 Questions Exactly full 2 pages in total.(References in 3rd
pages)
(If examples are asked for make sure to include them with an explanation – don’ t just list the
example)
November 2022 OPS 938 Negotiation & Theory for Project Management T3 Page 1 of 3
Optional/example guidance notes: If you use references they should only be from academic journals, industry publications and other relevant secondary sources. Also, remember to define key terms and use examples where appropriate. You may use illustrations to help support your answer. Do not use the same examples. DO NOT copy and paste.
Clearly number each answer in Parts A and B.
You must write your answer with your own words and submit a separate sheet with your student number and full name on the cover page via Moodle / Turnitin.
the answers should be provided in only 2 pages overall (i.e. the equivalent of one double- sided page). Therefore, to mee t this requirement, you must write your reflection concisely, with only relevant content to each question.
Do not use bullet points – the responses are to articulate your analysis
Section A: 3 Questions (Worth 60 marks)
ALL questions to be answered. Each question is worth 20 marks
Question 1.
What does it mean to take an ‘other-directed’ approach when negotiating? List some examples of one sided and other-directed thinking and behaviour. How can we be ‘other-directed’ without this involving agreeing with the other party?
Use an example from your experience or case study covered in class to substantiate your response.
Question 2.
Negotiators face challenges at the start of a negotiation including “separation”? What are the challenges and how might these challenges be met? Use an example from your personal experience or case study and explain the consequences of “separation”.
Question 3.
Metaphors are often used to aid in explaining how to navigate the Negotiation process, describe one of these metaphors and explain how this assists in being able to ‘Grasp the big picture’ when preparing for a negotiation. How is this beneficial?
Page 2 of 3
Section B: 2 Questions (Worth 40 marks)
ALL questions to be answered. Each question is worth 20 marks
Question 1.
You are negotiating on behalf of the board of directors of a company that would share the benefits of a merger through economies of scale and lower costs through rationalising duplicated operations. Each company established teams of negotiators to develop a strategy and brief you on the terms of the merger. The negotiation would need to reach agreement on financial and operational issues as well as governance issues (how the merged company would be managed).
What challenges do you think the negotiators might face in managing these negotiations? (To answer this question, use an example form your own experience or think of two well-known similar companies – two retail chains, transport companies, car dealers or telcos.)
Give original examples. Support your answer using theory and evidence from knowledge covered in this course. Do not use the same examples previously used.
Question 2.
Two companies, parties to a contractual dispute, are due to attend mediation. However, they have agreed to attend only because their contract contains a disputes clause that requires them to go to mediation before they can initiate legal proceedings against the other (which they both want to do). You are the mediator. What actions might you take to improve the mediation? Give original examples. Support your answer using theory and evidences from knowledge covered in this course.
Page 3 of 3
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