运筹学课件-运输问题

StrategiesforLeadingandManagingOrganizationsStrategiesforNegotiationandConflictResolution第一页，共三十四页。Today’sAgendaFinalExamandTeamProjects-QuestionsReviewofPowerandNetworksTechParkNegotiation–4thFloorBREAKKeyConceptsforEffectiveNegotiationNextWeek第二页，共三十四页。Power&Networks-reviewWhatareamanagersmajorsourcesofpower?

Whatarethemaindifferencesbetweencliques

andentrepreneurialnetworks?(Structure,managingthem,contributions)

LeadershipandNetworks(nextslide).第三页，共三十四页。TransformationalLeadership

*Idealizedinfluence(LeaderBehavior)

“Sheemphasizestheimportanceofourcollectivemission”

*Idealizedinfluence(LeaderAttributes)

“Heractionsbuildmyrespectforher”

*Inspirationalmotivation

“Shearticulatesacompellingviewofthefuture”

*Intellectualstimulation

“Sheseeksdifferentperspectiveswhensolvingproblems”

*Individualizedconsideration

“Shespendstimeteachingandcoaching”TransactionalLeadership

*Contingentrewards

“HeexpressessatisfactionwhenIdoagoodjob”

*Enforcingstandards(Activemanagementbyexception)

“Hedirectsmyattentiontowardfailuretomeetstandard”

*Crisishandling(PassiveManagementbyexception)

“Heinterveneswhenproblemsgetserious”LeadershipofChange(Nextweek)第四页，共三十四页。InfluenceTactics-week3(Osland,Kolb&Rubin)RationalpersuasionInspirationalappealsConsultationIngratiationPersonalappealsExchangeCoalitionformationLegitimatingtacticsPressure第五页，共三十四页。第六页，共三十四页。Whendomanagersnegotiate?第七页，共三十四页。PreparationisKeyAssessYourOwn:GoalsorAspirations

BATNA=BestAlternativetoaNegotiatedAgreement

ReservationPrice第八页，共三十四页。BATNA&ReservationPriceBATNAWhateachnegotiatorwilldoifnoagreementisreachedorwhatwillhappenifnegotiatorsfailtoreachanagreement.ReservationPrice

Themostanegotiatoriswillingtoofferortheleast

anegotiatoriswillingtotakeinordertoreachanagreement.第九页，共三十四页。Example-lookingforanewjobBATNA-Stayatyourcurrentjob($100,000salaryplusotherfactors)

ReservationPrice&TargetPrice

$110,000 $150,000 Reservation Target Price(salary) Salary

Howdowedeterminethese?第十页，共三十四页。PreparationisKey:PartIIAssesstheOtherParty’s:GoalsorAspirationsBATNA=BestAlternativetoaNegotiatedAgreementReservationPrice第十一页，共三十四页。BargainingZone

Thebargainingzoneisthespacebetweenthebuyer’sreservationpriceandtheseller’sreservationprice-thatis,thezoneofpossibleagreement.

$18,000$20,000$22,000$24,000Target

Reservation

Reservation

Target

Price Price Price Price

Buyer Seller Buyer SellerBARGAININGZONE第十二页，共三十四页。Don’tRevealYourReservationPrice“Oneofthecriticalpiecesofinformationinanegotiationisyourreservationpoint.Ifitbecomesknowntotheotherparty,theycanpushforaresolutionthatisonlymarginallyacceptableyou.”Whenmightyoumakeanexceptiontothisrule?第十三页，共三十四页。DistributiveNegotiationsInvolveOnlyOneIssueInvolveFixed-SumGamesOneperson’sgainisanotherperson’sloss.AlmostDirectlyConflictingInterestsEachpartyisattemptingtomaximizehis/hershareofthefixedsumpayoff.SimplyDividingthe“Pie”:GoalistoclaimvalueWin/LoseSituation第十四页，共三十四页。IntegrativeNegotiationsInvolveMultipleIssuesOpportunityforEnlargingthePie:GoalistocreatevalueCanIncreasetheBenefitsAvailabletoEachSideby“CapitalizingontheDifferencesintheParties’Preferences”OpportunityforaWin/WinSituation第十五页，共三十四页。Expandingthepie-Seekingtrade-offsDifferencesinPrioritiesDifferencesintheAssessmentsoftheProbabilityofFutureEventsDifferencesinRiskPreferencesDifferencesinTimePreferences第十六页，共三十四页。LimitingJudgements&BiasesFixedpieassumptionEscalationLossframes(riskseeking)AnchoringandadjustmentAvailabilitybiasOverconfidenceWinner’scurseetc第十七页，共三十四页。HowtogetInformationtoCreateIntegrativeAgreementsBuildTrustAskQuestions-ListentotheAnswersGiveAwaySomeInformationUseSilencetoYourAdvantageFocusoninterestsandnotpositionsMakeMultipleOffersSimultaneouslySearchforPost-SettlementSettlements第十八页，共三十四页。ImprovingMulti-PartyNegotiationsExpandthePietoIncludeSeveralNegotiableIssuesDiscussPrioritiesandPreferencesAmongIssuesSpendTimeandEffortProblemSolving-ConsiderUniqueand

InnovativeSolutions

Don’tReachFinalAgreementonIssuesSequentially–OnlyAgreetoaCompletePackage

BeUnwillingtoGiveInOnHighPriorityIssuesConsiderAllPossibleCoalitions

AudityourjudgementsOrganizeandPlanAhead!!!!!第十九页，共三十四页。CulturalFactorsandtheInternationalNegotiatingProcessSource:Acuff(1993)InfluenceCulturalFactors1.UseofTime2.Individualismvs.Collectivism3.RoleOrderlinessandConformity4.PatternsofCommunicationhighvs.lowcontextnonverbalvs.verbalInternationalNegotiatingProcessPaceNegotiatingStrategiesPersonalRelationshipsEmotionalAspectsDecisionMakingContractualandAdministrativeFactors第二十页，共三十四页。KeyTake-AwaysPreparationisKeyAlwaysKnowYourReservationPriceNeverRevealYourReservationPriceNeverNegotiateIssuebyIssueGatherInformation(MakeMultipleOffers,etc)Negotiatewhenmanagingyournetwork第二十一页，共三十四页。ForNextWeekSubmitTeamReports

-copyof“FeedbackonOrganizationalAudit”asacoversheet-seepage7ofSyllabusforformSubmitPeerEvaluationsforallTeamMembers

-seepage8ofSyllabusforforms

-includeaself-assessment

-Submitinsealedenvelopewithteamname/numberPrepareCharlotteBeerscase

Submitanyquestionsaboutthecourse(topics,readings,integration,etc)thoughemail第二十二页，共三十四页。

SelfstudynotesonEthicsThecaseofBobKerrywasraisedinclass.(seethereadinghandoutthatdescribesthecase)Thisraisesquestionsofethicsandhowyouasamanagershouldunderstandandrespondtoethicalissues.Thefollowingslidesaremyattemptataroadmapforyoutothinkaboutethics.AlthoughethicsarenotincludedintheMORS430syllabusIfeltthatthiswasanissuethatyoushouldthinkabout.MORS472isacourseonethicsWewillnothavetimetocovertheslidesinclassbutIwillansweranyquestions第二十三页，共三十四页。

EthicsandmoralityETHICS Theprinciplesandstandardsfordeciding whatisrightandwhatiswrong.MORALITY Actinginaccordancewithourethicalprinciples(moralconduct,ethicalbehavior,virtuous,etc)第二十四页，共三十四页。 “Themostcommoncauseofunethicalbehaviorisn’tgreedbutthoughtlessness”

SimonLongstaff

StJamesEthicsCenter

SMH,28/12/96

Onceagain:Theproblemofmindless,automatic, judgementsanddecisionmaking第二十五页，共三十四页。

3Framesforevaluatingmorality1.

Moralfailureasacharacterflaw

-locatesfullresponsibilitywiththeindividual(s).

-maybeaproductofFAE.

-correctiveresponsesfocusedonindividual2.Stagesofmoraldevelopment(nextslideforexample)

-canbeusedtolabelbehavior

-focusesonqualitiesofmoralreasoning

-identifiesneededdevelopmentinprinciples

-mayrefertoorg.cultureorindividual3.Dynamicprocessesofmoralreasoning(laterslides)

-analysesofdecisionprocessesinunethicalbehavior

-includespersonandsituationalfactors第二十六页，共三十四页。Kohlberg’sStagesofMoralReasoning1.Punishmentandobedienceorientation

-avoidspunishment,deferstosuperiorpower.2.Instrumentalorientation

-whatsatisfiesneeds3.Interpersonalconformityorientation

-livinguptowhatisexpectedbyothers(loyalty,trust,etc)4.Lawandorderorientation

-loyaltytoone’snation,roles,dutiesandlaw5.Socialcontractorientation

-consensus,dueprocessandfairnessdefinewhatisright6.Universalethicalprinciplesorientation(nextslide)

-allactionisevaluatedintermsofethicalprinciples第二十七页，共三十四页。ExamplesofethicalprinciplesUtilityofoutcomes(Mill) ThegreatestgoodforthegreatestnumberofpeopleorthegreatestincreaseinhumanwelfareDistributivejustice Treatallpeopleconsistently,fairlyandequitably,asopposedtoarbitrarilyRespectfortheindividual(Kant)

Respectforindividualrightssuchasfreeconsent,freespeech,privacy,self-determinationetc.Neveruseanindividual(includingoneself)asameansorinawaythatdoesnotrespecttheirrationality第二十八页，共三十四页。DynamicsofUnethicalBehavior:TheroleofrationalizationsandescalationStartingassumptionsManagersworkthroughotherpeopleandexertpowerandinfluenceoverthem.Ethicsareprimarilyabouttherightandwrongofactionsthatimpactonotherpeople(andourselvesinsomeframeworks).Managementactionscangeneratemajorcostsforotherpeople(e.g.externalitiessuchaspollution,lossoflivelihood,lowself-esteem,etc)and,thereforeoftenhaveanethicaldimension.Studiesshowthatmanagers’judgementsofrightandwrongareoftenguidedbyemotionalreactionstobehaviorandoutcomes(i.e.howwefeelaboutthings)andnotbyconsciousapplicationsofethicalprinciplesorotherrulesordeliberateconsiderationsofthelaw.第二十九页，共三十四页。TheRoleofRationalizationsWhenpeoples’judgementsaboutrightandwrongarebasedonfeelings,thennegativeemotionssuchguiltorremorseareanimportantpartofmoralregulation

However,peoplefrequentlyuserationalizationsandothertechniquestoavoidnegativeemotionssuchasguiltandtomaintainasenseofself-worthandbeliefinthemselvesasamoralpersonwhentheycommitactsthattheyandothersmightconsiderunethical

Overtime,rationalizationsbecomepartofthelanguageandareappliedautomatically

Thisprocessmightalsoinvolveescalationasrationalizationsgetappliedtoawiderrangeandmoreextremebehaviors第三十页，共三十四页。Rationalizations-ExamplesMoraljustification

-AutomakerDeLorean,caughtsellingcocainetoFBIagents, claimed‘...Iwasdoingittosavemyemployees’jobs’

-Warsarefoughtin‘thenameofGodorAllah’,