HRM 3501 | Negotiation Action Plan (NAP)
Each consultant team (3-4 participants) will prepare a partisan Negotiation Action Plan (NAP) for their real client. That means that teams will take the side of their client in preparing their NAP. This plan will be in the form of a "briefing book" to be used by the client in a real, upcoming negotiation.
Teams should form on the basis of both convenience and common interest in a particular client/negotiation situation. The professor will provide some class time each week for team assignments. The negotiation may involve forming joint ventures, bargaining within a distribution channel, with suppliers, or negotiating within an organization such as over budgets or capital investment. Labor negotiations and personal negotiations (involving team members) are excluded from this assignment. The situations must be real and involve actual negotiations.
Given the significance of this assignment for the final course grade, students need to spend significant time and effort interviewing clients, analyzing the opponent, and applying concepts and tools from course readings, notes and exercises to their situations. Teams should form as early in the semester as possible. Equitable assignments for sections of the NAP need to be made, and a timetable turned in by early semester specifying the following information:
1) Individuals assigned/personally overseeing each NAP section.
Remember that the NAP assignment is designed to reflect your level of understanding of important influence, negotiation and power issues and your ability to apply these concepts to an actual client in the "real world." This assignment also is an excellent opportunity to enhance your employment/resume portfolio.
Concepts/sections to be included in the NAP (Use these headings and subheadings in your NAP):
Here s the overview of our project: and please only work the items # 5. Issues. (Including an overview of negotiation situation). (Brief overview with identification of specific, major issues at stake. Use neutral language and note priority of issues for both sides. Also discuss relevant intangible issues.) [Note: You must also indicate the priority of each issue for both participants in some manner.
- The city plays chicken when getting bids
- Inspectors go out to inspect properties - if owner doesn t remedy the violation the city will fix it and then bill the owner of the property for the damages
- Specs requirements need to be met
- Rakes for outdoor cleanup - leaf rakes used my City of Phila crews
- City updates code models every two year
The link provided below is for research for the company
INTRODUCTION
- Overview of the NAP (Table of contents; introduction; the purpose/goal of the NAP and negotiation)
BACKGROUND
- Background of the client (Company history; profile of key figures for negotiation--characteristics, reputation, interpersonal style)
- Background of the counterpart�Counterpart analysis (Company history; profile of key figures for negotiation--characteristics, reputation, interpersonal style)
- History of client-counterpart relationship. (Nature of past relationship, what has brought them to this point, type of interdependence in this negotiation)
NEGOTIATION AGENDA
- (Including an overview of negotiation situation). (Brief overview with identification of specific, major issues at stake. Use neutral language and note priority of issues for both sides. Also discuss relevant intangible issues.) [Note: You must also indicate the priority of each issue for both participants in some manner.
- . (These correspond directly with the issues, so for each issue, note specific goals for client and counterpart. When applicable, you must include target and resistance points.) [Note: The issues and goals sections are �blended� for the NAP. Essentially, the best way to do these sections is to present the issue, then offer the respective goals of both client and counterpart as it pertains to this issue, and continue this format for each issue and corresponding goals.]
STRATEGIC ANALYSIS
- Power Assessment. (Bases of power and areas of weaknesses for both client and counterpart)
8. Consequences of reaching a negotiated settlement. (i.e., Potential benefits of reaching a negotiated settlement and potential problems if no settlement is reached; include consequences for both parties)
- BATNA. (What is their specific, known alternative; how can they improve this BATNA)
PROPOSED STRATEGIES
10. Recommended primary strategy and tactics. (Identify negotiation strategy, distributive, integrative, or mixed-motive, and specific tactics/actions you feel will be particularly useful for your client for this negotiation). Also include discussion of anticipated strategy by opponent and possible tactics they may use to gain advantage.
11. Alternate strategy options. (What client should attempt if initial overall strategy and tactics fail�what alternate negotiation strategy they should use.)
CONCLUSION
12. Summary. (Concluding statements, final recommendations.)