For Wizard Kim

1. What are the issues in the upcoming negotiation?

The issues in the upcoming negotiation include my promotion at work and having a better compensation package. Other concerns include stress at work due to additional duties.

2. Based on the review of all the issues, what is the “bargaining mix?” (Which issues do we have to cover? Which issues are connected to other issues?

My main concern is the compensation or pay rise and my job position at work. I really need a pay rise and a promotion due to increased workload, responsibilities and duties in the role of a manager. My promotion plays a vital role in the increase of my compensation to suit my managerial position.

3. What are my interests?

My interests are to get a promotion in my current organization and the position of a manager will be accompanied by a modest pay rise. I am interested in clinching the position of a manager where I will earn a compensation package of $54,000 per year and also get to enjoy an additional week of Paid Time Off. If we can agree with the management team for a promotion and a compensation of $54,000 per year and an additional week of Paid Time Off, then I can possibly remain in my current organization and work with them comfortably. On the other hand, I assume that the management team would like to retain me because of my experience but the manager has expressed that they cannot be able to get me a pay rise in the meantime (Cellich & Jain, 2011).

4. What is my resistance point-what is my walkway?

My resistance point is a modest pay rise or an increase in my compensation package. My current pay per year of $44,000 does not deserve the current position am holding and the increased duties in the position of a manager in the organization. However, I assume that if the organization cannot grant me a promotion or increase my salary to a minimum of $54,000 per year then my relationship with my employer will be damaged substantially because of underpayment. The organization must put their commitment to promote me and pay me the dues for a managerial position and accompanying benefits of an additional one week paid time off. Failure to do even increasing my salary, I will walk away to join another company (Laws, 2003).

5. What is my alternative?

My first alternative is a modest pay rise if the organization fails to grant me a promotion to a management position. The organization is not the only place where I can offer my services and my second alternative is to move out of the organization and then join the one promised by my friend.

6. Defining targets and asking prices-where will I start, what is my goal?

I will start at a minimum of $54,000 per year then I will start claiming additional pay rise later and promotion. My target salary is above $54,000 per year, promotion and includes a one week paid off time. Depending on the current organization’s compensation package for a manager, this will be my walk away. I must have a pay rise and the management team should guarantee me this. I must be able to do duties that the company pays me and any additional roles should be fully compensated. I am not just interested in money but the organization should balance managerial positions with equivalent pay and benefits. For tangible, I am trying to maximize my compensation and minimize risks to stress through ineffective allocation of roles without compensation. In intangible, am trying to establish a good working relationship with my organization for future promotions (DeLuca & DeLuca, 2007).

7. Who are my consultants and what do they want me to do?

I will tell the management team that the director is my consultant and I have other organizations willing to pay me for $54,000.

8. Who are the opposing negotiators and what do they want.

The manager is my opposing negotiator and I assume that the management team will oppose my demands for pay rise and promotion. My manager is trying to justify why the organization cannot fully compensate me as per my duties and promote me to a managerial position.

9. What overall strategy do I want to select.

The overall strategy for my organization will be to select to collaborate with me and develop trust and long-term working relationship as I continue working with them. I need to remain very competitive in my negotiation process with the management team because I want a compensation deal and promotion in order to attain a managerial position. I will apply the negotiation of both the analytical and extrovert.

Beginning gambits: I will propose a lower salary than I expect $43,000 and if the management team offers me a price first. I will refuse. I will flinch at their proposals and even if they are in my range in effort to reach their maximum. I will play the good cop bad cop explaining that my immediate manager will not accept it (DeLuca & DeLuca, 2007). Middle gambits: I will not offer to split any differences and I will the management team for a tradeoff. I will ask for a pay rise in exchange of promotion.

Ending gambits: I will try not to fall victim for salary increase.

Negotiating gambits: I will try to be the person who us in control of the salary and promotion talks. I will make the management team feel as if I do not want their job then concentrate on issues which are promotion and pay rise (Cellich, Jain, & Business Expert Press, 2012).

10. What protocols need to be followed in conducting this negotiation?

The issue is promotion and pay rise and time for negotiation will be during the meeting with the management team. I will present the issues in a way that I will not give up that I am currently employed by the organization and just need a promotion and pay rise. I will also take good notes during the negotiation so that I will be able to refer back to them (Laws, 2003).

References

Cellich, C., & Jain, S. (2011). Practical Solutions to Global Business Negotiations. doi:10.4128/9781606492505

Cellich, C., Jain, S. C., & Business Expert Press. (2012). Practical solutions to global business negotiations. New York, N.Y.] (222 East 46th Street: Business Expert Press.

DeLuca, M. J., & DeLuca, N. F. (2007). Perfect phrases for negotiating salary and job offers: Hundreds of ready-to-use phrases to help you get the best possible salary, perks, or promotion. New York: McGraw-Hill.

Laws, A. (2003). Negotiations. Oxford: Summertown.