Negotiation : Readings, Cases and Exercises
by LewickiEdition: 3rd
Format: Paperback
Pub. Date: 1999-05-03
Publisher(s): McGraw-Hill/Irwin
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Summary
Today, a manager cannot be effective without negotiation skills. This guide offers a practical psychological exploration of the major concepts and theories of bargaining and negotiation and the dynamics and negotiation and the dynamics of interpersonal and intergroup conflict and its resolution. Relevant to a wide range of managers--not only those involved in human resource or industrial relations management--this book is packed with approaches readers can begin to apply at work immediately.
Author Biography
Roy J. Lewicki is the Dean's Distinguished Teaching Professor at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited 22 books, as well as numerous research articles. Professor Lewicki received the first David Bradford Outstanding Educator award from the Organizational Behavior Teaching Society for his contributions to the field of teaching in negotiation and dispute resolution; he has won several teaching awards at The Ohio State University. David M. Saunders is associate dean--masters programs and director of the MBA Program at McGill University in Montreal, Canada, where he is also an associate professor--organization behavior and human resource management. Dr. Saunders has coauthored four books on negotiation and has published articles in many professional journals. He also codeveloped the McGill Negotiation Simulator, a computer-based interactive video simulation of negotiation. John W. Minton is the Jefferson-Pilot Professor of Management at Pfeiffer University in Misenheimer and Charlotte, North Carolina. He has been a visiting assistant professor at Duke University and an assistant and associate professor at Appalachian State University. Dr. Minton has served as a volunteer mediator and arbitrator, and is president of Havatar Associates, Inc., a management consultation, education, and coaching firm.
Table of Contents
NEGOTIATION FUNDAMENTALSChapter 1 The Nature of NegotiationChapter 2 Negotiation: Framing, Strategizing, and PlanningChapter 3 Strategy and Tactics of Distributive BargainingChapter 4 Strategy and Tactics of Integrative NegotiationsNEGOTIATION SUBPROCESSESChapter 5 Communication, Perception, and Cognitive BiasesChapter 6 Finding and Using Negotiation LeverageChapter 7 Ethics in NegotiationNEGOTIATION CONTEXTSChapter 8 The Social Context of NegotiationChapter 9 Multiparty Negotiations: Colaitions and GroupsChapter 10 Individual DifferencesChapter 11 Global NegotiationNEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
Chapter 2 Negotiation: Framing, Strategizing, and PlanningChapter 3 Strategy and Tactics of Distributive BargainingChapter 4 Strategy and Tactics of Integrative NegotiationsNEGOTIATION SUBPROCESSESChapter 5 Communication, Perception, and Cognitive BiasesChapter 6 Finding and Using Negotiation LeverageChapter 7 Ethics in NegotiationNEGOTIATION CONTEXTSChapter 8 The Social Context of NegotiationChapter 9 Multiparty Negotiations: Colaitions and GroupsChapter 10 Individual DifferencesChapter 11 Global NegotiationNEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
Chapter 4 Strategy and Tactics of Integrative NegotiationsNEGOTIATION SUBPROCESSESChapter 5 Communication, Perception, and Cognitive BiasesChapter 6 Finding and Using Negotiation LeverageChapter 7 Ethics in NegotiationNEGOTIATION CONTEXTSChapter 8 The Social Context of NegotiationChapter 9 Multiparty Negotiations: Colaitions and GroupsChapter 10 Individual DifferencesChapter 11 Global NegotiationNEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
Chapter 5 Communication, Perception, and Cognitive BiasesChapter 6 Finding and Using Negotiation LeverageChapter 7 Ethics in NegotiationNEGOTIATION CONTEXTSChapter 8 The Social Context of NegotiationChapter 9 Multiparty Negotiations: Colaitions and GroupsChapter 10 Individual DifferencesChapter 11 Global NegotiationNEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
Chapter 7 Ethics in NegotiationNEGOTIATION CONTEXTSChapter 8 The Social Context of NegotiationChapter 9 Multiparty Negotiations: Colaitions and GroupsChapter 10 Individual DifferencesChapter 11 Global NegotiationNEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
Chapter 8 The Social Context of NegotiationChapter 9 Multiparty Negotiations: Colaitions and GroupsChapter 10 Individual DifferencesChapter 11 Global NegotiationNEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
Chapter 10 Individual DifferencesChapter 11 Global NegotiationNEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
NEGOTIATION REMEDIESChapter 12 Managing Difficult Negotiations: Individual ApproachesChapter 13 Managing Difficult Negotiations: Third-Party Approaches
Chapter 13 Managing Difficult Negotiations: Third-Party Approaches
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