DeVry HRM 595 Full Course Latest

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DeVry HRM 595 Full Course Latest

DeVry HRM 595 Full Course (Discussion Assignment) Except Final Exam latest


DeVry HRM 595 week 1 Discussion 1 & 2 latest

dq 1

Case Study: Noisy Neighbors (graded)

Linda and Larry are angry because their new neighbors in the apartment complex, Dale and Donna, seem to hold late-night parties every Thursday. Linda and Larry both have long work days that require them to rise early and remain alert all day. Linda and Larry have asked Dale and Donna to keep the noise down on Thursday nights and conclude their parties by midnight. Dale and Donna have ignored their requests. Linda and Larry have reached their boiling points and have decided to call the police this Thursday if the party goes on beyond midnight.

Given this scenario, how have Linda and Larry handled the conflict thus far? What should they do now?

Additional questions to consider:

  1. 1.Some negotiating is “interest-based”, and some is “rights based”.What determines which approach is better and which approach is least costly?
  2. 2.When is “active avoidance” appropriate?

dq 2

Sick Leave (graded)

Read Case 8, “Sick Leave”, in the back section of your e-text.

After reading the case, identify and explain the conflict that occurred, how it occurred, how it could have been avoided, and what Kelly and the other ALTs should do now. Consider the Chapter 16 concepts on international and cross-cultural negotiation in your answer. Also, consider the questions and answers from the Personal Bargaining Inventory assignment. Given your own scoring on the Personal Bargaining Inventory, how well would you have likely handled the situation if you were Kelly?

DeVry HRM 595 week 2 Discussion 1 & 2 latest

dq 1

What Is the Relationship Between Goal Setting, Strategy Development, and Planning in a Nego (graded)
  • To what extent does goal setting drive strategy development in a negotiation?
  • What is the difference between strategy and tactics in a negotiation?
  • Why are there ten steps in the negotiation planning process? Are all ten steps necessary?

dq 2

What Is Framing and Why Should I Do It? (graded)
  • To what extent does the way you frame a problem influence the outcome of negotiation?
  • Can you change your frame once negotiations begin? Can you have more than one frame?
  • What do you do if the other side frames the problem differently than you do?
  • Provide examples from your own experience in answering these questions.

DeVry HRM 595 week 3 Discussion 1 & 2 latest

dq 1

Seeing Things My Way (graded)
  • In a distributive bargaining scenario, how do I get the other party to go along? How do I “win”?
  • Does bad faith exist in a distributive bargaining scenario? For instance, when selective presentation is used, does it ever become an exercise in bad faith?
  • Provide examples from your own experience.

dq 2

Winning at Win-Lose (graded)
  • Should I open “high”, and should I concede anything? How firm should my final offer be? If I commit to a position, can I walk away from it? What do I do if the other party plays hardball?
  • Provides examples from your own experience.

DeVry HRM 595 week 4 Discussion 1 & 2 latest

dq 1

Why Integrative Bargaining? (graded)
  • What makes integrative bargaining different from distributive bargaining?
  • What are the different kinds of interests that need to be identified by each of the negotiators?
  • What are the factors in integrative negotiation that make it difficult to achieve an agreement?
  • Provide examples from your own experience.

dq 2

Finding Alternative Solutions (graded)
  • How do I generate alternative solutions based on the issues being negotiated?
  • How do I evaluate, select, and prioritize from among them?
  • Provide examples from your own experience.

DeVry HRM 595 week 5 Discussion 1 & 2 latest

dq 1

You Just Don’t Understand (graded)
  • What are the major perceptual errors? Why do they occur?
  • What are some cognitive biases, and what can we do to manage them in the negotiation process?
  • What steps can we take to improve communication between the parties in negotiation, and what are some fatal mistakes to avoid?
  • Provide examples from your own experience.

dq 2

Impasse—What Happened? (graded)
  • We’re at an impasse. What led us to this point?
  • If I get angry, can I get even?
  • If I don’t get angry, how can I just walk away from the negotiation?
  • If I don’t walk away, how do we break the impasse? Should I issue an ultimatum?
  • Why are some people so difficult? Should I try to bring a difficult person to his or her senses, or to his or her knees?
  • Use examples from personal or business experience or from outside reading.

DeVry HRM 595 week 6 Discussion 1 & 2 latest

dq 1

Negotiating With Relationships (graded)
  • What are the major social factors in negotiation?
  • What is more important when negotiating within relationships: trust or justice? Are some forms of trust better? How can one increase trust?
  • Provide examples from your experiences and incorporate your answers from The Trust Scale questionnaire whenever applicable.

dq 2

Forming and Managing Multiparty Coalitions (graded)
  • How do coalitions get started and how do they grow?
  • What tactics can you implement to strengthen a multiparty coalition?
  • What are the differences between a bedfellow and a fence sitter in terms of forming and storming coalitions?
  • Are Internet coalitions “sticky”?

DeVry HRM 595 week 7 Discussion 1 & 2 latest

dq 1

Power in Negotiations (graded)
  • What is power? How does one acquire power and what is the best kind of power to have?
  • How do I preserve the power that I have?
  • How do I influence someone with power and make sure that my message gets through?
  • Use examples from personal or business experience.

dq 2

Your Lying and Cheating Ways (graded)
  • Isn’t this “ethics” business all about not lying and cheating?
  • If other people do it, shouldn’t I be doing it to them?
  • Who is more unethical: men or women? Younger folks or older folks? Experienced negotiators or inexperienced ones? The highly educated or the not-so-educated? Sociology majors or business majors? Are some nationalities/cultural groups/personality types more likely to lie and cheat in negotiations?
  • After taking an ethics course, will I be a more ethical negotiator? If not, how can I deal with the other party’s deceptions?
  • In answering these questions, incorporate your answers from the SINS II Scale questionnaire and personal or business experience.

DeVry HRM 595 Week 1 Personal Bargaining Inventory Assignment latest 

Complete Questionnaire 1: The Personal Bargaining Inventory, which is located in the back section of your e-text.

Part 1 of the assignment: Record your responses to questions 1–50 using the Personal Bargaining Inventory Answer Sheet found in Doc Sharing.

Part 2 of the assignment: After listing your responses to questions 1–50, explain what you learned about your perceptions of yourself in conjunction with negotiations and how this questionnaire has helped you in clarifying your perceptions. [Note: There is no scoring scale for this assignment. Your reflection is based solely on how you reacted to and interpreted your responses to the survey questions.]

Submit your assignment (Note: You may add your reflection on the personal bargaining inventory answer sheet) to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructions or watch this Dropbox Tutorial.

See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

DeVry HRM 595 Week 2 Field Analysis Assignment latest

FIELD ANALYSIS

UNDERSTANDING THE KEY PARTIES AND THEIR ROLE IN A NEGOTIATION

General information and instructions:

  1. 1.Review text pages 137–139 in Chapter 4.These pages cover step 9 in the planning process, assessing the social context of negotiation.
  2. 2.The field analysis tool is helpful when negotiators have to consider multiple parties—on their own side and on the other side—who can affect a negotiation outcome, and whose needs and interests must be considered.
  3. 3.Take note that the soccer field (see diagram below) is a metaphor for a two-party multi-stakeholder contract negotiation.

Specific information and instructions:

  1. 1.Assume that you are the negotiator who is tasked with a salary (on call time, step increases, overtime for captains and majors) and benefits (insurance while employed, insurance after retirement, accrual of leave time, retirement multipliers) dispute between a large municipal county with a strong mayor and the sheriff’s department for the county.
  2. 2.You are negotiating the contract on behalf of the sheriff’s office.The purpose of this activity is to give you an opportunity to construct a field analysis on your relationship with a specific other negotiator. This tool should be helpful when negotiators have to consider multiple parties—on their own side and on the other side—who can affect a negotiation outcome, and whose needs and interests must be considered.
  3. 3.The field has the following stakeholders.
  4. a.On the fieldwould be members of your team and members of the other team (A, B).
  5. b.On the sidelinesare backup players, coaches, trainers, and other team personnel (C).
  6. c.In the standsare fans who are watching the negotiation, members of the media, and other direct observers (D).
  7. d.The elements outside the stadium—the location of the stadium, the weather, and other “context factors” which can shape how the game evolves and is played (E)
  8. 4.Questions are presented in identical pairs (1,2; 3,4; 5,6; and 7,8) but answers will not necessarily be the same.
  9. 5.Questions 7 and 8 have four sub-parts, which require answers in each sub-part.
  10. 6.Place your answers in the boxes provided in this form.Boxes will expand as needed.
YOU/YOUR TEAM OTHER/OTHER’S TEAM
1. Who is on my team on the field? (A) 2. Who is on their team on the field? (B)
3. Who is on my sidelines who can affect the play of the game? (C) 4. Who is on their sidelines who can affect the play of the game? (C)
5. Who is in my stands that are involved and interested, either directly or indirectly? (D) 6. Who is in their stands that are involved and interested, either directly or indirectly? (D)
7. What elements outside the stadium have an interest in the game, or can affect our game in positive or negative ways (E)?

a. Affect the rules?

b. Change the climate?

c. Other competitors?

d. Industry shifts and changes?

8. What elements outside the stadium have an interest in the game, or can affect their game in positive or negative ways (E)?

a. Affect the rules?

b. Change the climate?

c. Other competitors?

d. Industry shifts and changes?

DeVry HRM 595 Week 3 Topic Proposal Assignment latest

Course Project

By the end of the week, submit a topic proposal for your Negotiation Analysis Paper. The proposal (one page) should describe the focus of the paper and your method. The negotiation can be one in which you were a participant or one in which you have been an active observer. Some examples of applicable negotiations include

a workplace negotiation, such as a complex contract, new position or new salary (preferred);

a complex business transaction, such as a merger or acquisition;

a complex real estate purchase;

a union-management contract (including professional sports leagues);

a neighborhood group negotiating zoning concerns with a city government;

a negotiation between divorcing spouses who have complex settlement issues; and

a negotiation between a vendor and business over products and services.

The above are representative examples of possible topics. The important thing to keep in mind in your topic selection is that the negotiation should be complex enough that you can preform a thoughtful and critical analysis in your paper using concepts learned in this course.

Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructions.

DeVry HRM 595 Week 4 Tutorial Assignment latest

Prepare responses to the questions below after viewing the Negotiation Strategy and Tactics Tutorial in this week’s lecture. In drafting your answers to the questions, make sure that you apply course concepts in your answers.

Part A: What are the objectives of both parties in the exchanges? How would you describe the general “tone” of the exchanges?

Part B: Were Marilyn’s objectives achieved in the first exchange? Were Len’s objectives achieved in the first exchange? What do you project the outcome of the first exchange to be?

Part C: Were Marilyn’s objectives achieved in the second exchange? Were Len’s objectives achieved in the second exchange? What do you project the outcome of the second exchange to be?

Part D: Identify two points of transition in each exchange and analyze the impact of the transitions on the negotiation.

Grading rubric: Each part = 15 grade points

Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructions.

See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

DeVry HRM 595 Week 5 Case Study Assignment latest

Read Case Study 1: Capital Mortgage Insurance Corporation in your e-text.

Prepare a 3–4 page paper (include a cover page) identifying the following items as they pertain to a negotiation in the case study between Randall and Dolan. Be sure to incorporate course concepts in your answers.

Identify guidelines that you should follow during the negotiation. Be specific!

Identify and describe the steps of the negotiation process.

Identify and apply guidelines that will enable you to facilitate effective communication during the negotiation.

Identify and justify the types of questions that you should ask during the negotiation.

Identify the characteristics of the negotiation styles present.

Identify and apply the guidelines that you should follow when this negotiation becomes challenging.

Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructions.

See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

DeVry HRM 595 Week 6 You Decide Assignment latest

Questions

  1. 1.What is the appropriate negotiation strategy that would be most advantageous for Sharon and Jim in this scenario, distributive or integrative bargaining? List and describe the factors that should be considered in making this determination?
  2. 2.What are HR’s interests in this scenario, and what would be the potential negotiation strategy between the Accounting Manager and HR assuming that there is a decision that the published salary range for attracting Jim will have to be exceeded in order to hire him?

DeVry HRM 595 Week 7 Final Paper Assignment latest

HRM595Final Exam Study Guide

  1. 1.The Final Exam is open book, open notes.The maximum time you can spend in the exam is 3 hours, 30 minutes. If you have not clicked the Submit for Grading button by then, you will be automatically exited from the exam. In the Final Exam environment, the Windows clipboard is disabled, so you will not be able to copy exam questions or answers to or from other applications.
  2. 2.See the Syllabus section “Due Dates for Assignments & Exams,” for due date information.
  3. 3.Reminders
  • You will only be able to enter your online Final Exam one time.
  • Click the Save Answers button often.
  • If you lose your Internet connection during your Final Exam, logon again and try to access your Final Exam.If you are unable to enter the Final Exam, first contact the Help Desk and then your instructor.
  • You will always be able to see the time remaining in the Final Exam at the top right of the page.
  1. 4.Assessments With Multiple Pages
  • Make sure you click the Save Answers button before advancing to the next page (we also suggest clicking on Save Answers while you are working).
  • Complete all of the pages before submitting your Final Exam for instructor review.
  • Do not use your browser’s Back and Forward buttons during the Final Exam.
  • Please use the provided links for navigation.
  1. 5.Submitting Your Final Exam
  • When you are finished with the Final Exam, click on the Submit for Grading button.
  • Please note: Once you click the Submit for Grading button, you will NOT be able to edit or change any of your answers. 
  1. 6.Exam Questions
  • There are 8 randomly selected essay questions.Four of these are worth 25 points each, 2 are worth 35 points each and two are worth 40 points each for a total of 250 points.
  • The Final Exam covers all course TCOs and Weeks 1–7.
  • The Final Exam containstwo pages, which can be completed in any order.You may go back and forth between the pages.
  • The Final Exam questions are pooled.This means that not everyone will have the same questions.Even if you do have some of the same questions, they may not be in the same order.
  • On essay questions, your answers should be succinct, should fully address each part of the question, and should demonstrate your knowledge and understanding in a concise but complete answer.Most essay questions require answers that are a couple of paragraphs (not a couple of sentences) that directly speak to each part of the question.
  • Remember to always use proper citation when quoting other sources.This means that ANY borrowed material (even a short phrase) should be placed in quotation marks with the source (URL, author/date/page #) immediately following the end of the passage (the end quote). Changing a few words in a passage does NOT constitute putting it in your own words and proper citation is still required. Borrowed material should NOT dominate a student’s work, but should only be used sparingly to support your own thoughts, ideas, and examples. Heavy usage of borrowed material (even if properly cited) can jeopardize the points for that question. Un-cited material can jeopardize a passing grade on the exam. As a part of our commitment to academic integrity, your work may be submitted to turnitin.com, an online plagiarism checking service. Please be VERY mindful of proper citation.
  1. 7.Some of the key study areas are below.While these are key areas, remember that the exam is comprehensive for all of the assigned course content and that this study guide may not be all-inclusive.

TCO A:

  • Be able to outline the classic bargaining situation.
  • Know what tangible and intangible factors in negotiation are.
  • Know what the culture in context approach to using culture to understand global

negotiation is.

TCO B:

  • Describe how avoidance can be used as a strategy in negotiations.
  • Evaluate the process ofnaming, blaming, and claiming, describing a scenario where this is occurring.
  • Describe what strategic negotiation purposes can be served by avoidance.

TCO C:

  • Identify the elements necessary to characterize an integrative negotiation.
  • Discuss the strategies for responding to hardball tactics used in negotiation.
  • Explain the primary reason negotiators fail to pursue integrative agreements.

TCOs D and H:

  • Discuss the relationships that exist in negotiations with constituencies.
  • Describe how mediation can assist the parties in negotiations.
  • In relationship negotiation, describe what effects the resolution of simple distributive issues can have on future decisions.
  • Discuss what the strength in weakness argument is.

TCO E:

  • Describe why having a BATNA changes things in negotiations.
  • Evaluate the level of trust that exists in a negotiation.

TCOs F and G:

  • Describe the standards for evaluating strategies and tactics in business and negotiation.
  • Describe how a negotiator can reduce the influence of false information in negotiations.
  • Discuss what a social contract explains.

TCO I:

  • Describe why having an international perspective in negotiations is important today.
  • Evaluate strategies and tactics for success in an international negotiation scenario.
  1. 8.Reviewing the TCOs,which I have listed below for your convenience, will also be a great preparation for the Final Exam.
A Given examples of conflict at both the individual and organizational levels, define the key common social and behavioral aspects required for conflict resolution.
B Given desired goals and outcomes for a negotiation process, describe a planning framework to achieve stated objectives and apply to a specific negotiation scenario.
C Given the concepts and components of distributive (win-lose) and integrative (win-win) bargaining strategies, examine the preconditions and stages, appraise the strategies, and apply to specific bargaining situations.
D Given an understanding of the social context factors affecting negotiations (e.g., number of parties and multiparty negotiations), evaluate and apply various strategies and techniques to ensure effective negotiations.
E Given the role of communication in negotiation and a basic model of communication, evaluate and apply the various communication and persuasion techniques designed to improve negotiating effectiveness.
F Given the nature of leverage in negotiations, demonstrate and discuss how one can gain and use various sources of power in order to achieve the negotiation goals.
G Given a framework of ethical decision making, analyze the ethical issues of a specific negotiation situation.
H Given the role of an interactive participant in a negotiation simulation, develop effective assessment, planning, and bargaining skills to effectively manage a negotiation situation.
I Given an international negotiation scenario, develop an effective set of strategies and tactics that reflect an understanding of the cross-cultural influences that will impact the outcome of the negotiation.
  1. 9.Areas that were discussed in the threads will be prime targets.
  2. 10.Assignments will also be prime targets for revisiting.

Finally, if you have any questions for me, please post them to our Q&A Forum or e-mail me. Good luck on the exam!

 

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DeVry HRM 595 Full Course Latest

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DeVry HRM 595 Full Course Latest

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