運籌學(xué)課件-運輸問題

StrategiesforLeadingandManagingOrganizationsStrategiesforNegotiationandConflictResolution第一頁，共三十四頁。Today’sAgendaFinalExamandTeamProjects-QuestionsReviewofPowerandNetworksTechParkNegotiation–4thFloorBREAKKeyConceptsforEffectiveNegotiationNextWeek第二頁，共三十四頁。Power&Networks-reviewWhatareamanagersmajorsourcesofpower?

Whatarethemaindifferencesbetweencliques

andentrepreneurialnetworks?(Structure,managingthem,contributions)

LeadershipandNetworks(nextslide).第三頁，共三十四頁。TransformationalLeadership

*Idealizedinfluence(LeaderBehavior)

“Sheemphasizestheimportanceofourcollectivemission”

*Idealizedinfluence(LeaderAttributes)

“Heractionsbuildmyrespectforher”

*Inspirationalmotivation

“Shearticulatesacompellingviewofthefuture”

*Intellectualstimulation

“Sheseeksdifferentperspectiveswhensolvingproblems”

*Individualizedconsideration

“Shespendstimeteachingandcoaching”TransactionalLeadership

*Contingentrewards

“HeexpressessatisfactionwhenIdoagoodjob”

*Enforcingstandards(Activemanagementbyexception)

“Hedirectsmyattentiontowardfailuretomeetstandard”

*Crisishandling(PassiveManagementbyexception)

“Heinterveneswhenproblemsgetserious”LeadershipofChange(Nextweek)第四頁，共三十四頁。InfluenceTactics-week3(Osland,Kolb&Rubin)RationalpersuasionInspirationalappealsConsultationIngratiationPersonalappealsExchangeCoalitionformationLegitimatingtacticsPressure第五頁，共三十四頁。第六頁，共三十四頁。Whendomanagersnegotiate?第七頁，共三十四頁。PreparationisKeyAssessYourOwn:GoalsorAspirations

BATNA=BestAlternativetoaNegotiatedAgreement

ReservationPrice第八頁，共三十四頁。BATNA&ReservationPriceBATNAWhateachnegotiatorwilldoifnoagreementisreachedorwhatwillhappenifnegotiatorsfailtoreachanagreement.ReservationPrice

Themostanegotiatoriswillingtoofferortheleast

anegotiatoriswillingtotakeinordertoreachanagreement.第九頁，共三十四頁。Example-lookingforanewjobBATNA-Stayatyourcurrentjob($100,000salaryplusotherfactors)

ReservationPrice&TargetPrice

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

Howdowedeterminethese?第十頁，共三十四頁。PreparationisKey:PartIIAssesstheOtherParty’s:GoalsorAspirationsBATNA=BestAlternativetoaNegotiatedAgreementReservationPrice第十一頁，共三十四頁。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第十二頁，共三十四頁。Don’tRevealYourReservationPrice“Oneofthecriticalpiecesofinformationinanegotiationisyourreservationpoint.Ifitbecomesknowntotheotherparty,theycanpushforaresolutionthatisonlymarginallyacceptableyou.”Whenmightyoumakeanexceptiontothisrule?第十三頁，共三十四頁。DistributiveNegotiationsInvolveOnlyOneIssueInvolveFixed-SumGamesOneperson’sgainisanotherperson’sloss.AlmostDirectlyConflictingInterestsEachpartyisattemptingtomaximizehis/hershareofthefixedsumpayoff.SimplyDividingthe“Pie”:GoalistoclaimvalueWin/LoseSituation第十四頁，共三十四頁。IntegrativeNegotiationsInvolveMultipleIssuesOpportunityforEnlargingthePie:GoalistocreatevalueCanIncreasetheBenefitsAvailabletoEachSideby“CapitalizingontheDifferencesintheParties’Preferences”O(jiān)pportunityforaWin/WinSituation第十五頁，共三十四頁。Expandingthepie-Seekingtrade-offsDifferencesinPrioritiesDifferencesintheAssessmentsoftheProbabilityofFutureEventsDifferencesinRiskPreferencesDifferencesinTimePreferences第十六頁，共三十四頁。LimitingJudgements&BiasesFixedpieassumptionEscalationLossframes(riskseeking)AnchoringandadjustmentAvailabilitybiasOverconfidenceWinner’scurseetc第十七頁，共三十四頁。HowtogetInformationtoCreateIntegrativeAgreementsBuildTrustAskQuestions-ListentotheAnswersGiveAwaySomeInformationUseSilencetoYourAdvantageFocusoninterestsandnotpositionsMakeMultipleOffersSimultaneouslySearchforPost-SettlementSettlements第十八頁，共三十四頁。ImprovingMulti-PartyNegotiationsExpandthePietoIncludeSeveralNegotiableIssuesDiscussPrioritiesandPreferencesAmongIssuesSpendTimeandEffortProblemSolving-ConsiderUniqueand

InnovativeSolutions

Don’tReachFinalAgreementonIssuesSequentially–OnlyAgreetoaCompletePackage

BeUnwillingtoGiveInOnHighPriorityIssuesConsiderAllPossibleCoalitions

AudityourjudgementsOrganizeandPlanAhead!!!!!第十九頁，共三十四頁。CulturalFactorsandtheInternationalNegotiatingProcessSource:Acuff(1993)InfluenceCulturalFactors1.UseofTime2.Individualismvs.Collectivism3.RoleOrderlinessandConformity4.PatternsofCommunicationhighvs.lowcontextnonverbalvs.verbalInternationalNegotiatingProcessPaceNegotiatingStrategiesPersonalRelationshipsEmotionalAspectsDecisionMakingContractualandAdministrativeFactors第二十頁，共三十四頁。KeyTake-AwaysPreparationisKeyAlwaysKnowYourReservationPriceNeverRevealYourReservationPriceNeverNegotiateIssuebyIssueGatherInformation(MakeMultipleOffers,etc)Negotiatewhenmanagingyournetwork第二十一頁，共三十四頁。ForNextWeekSubmitTeamReports

-copyof“FeedbackonOrganizationalAudit”asacoversheet-seepage7ofSyllabusforformSubmitPeerEvaluationsforallTeamMembers

-seepage8ofSyllabusforforms

-includeaself-assessment

-Submitinsealedenvelopewithteamname/numberPrepareCharlotteBeerscase

Submitanyquestionsaboutthecourse(topics,readings,integration,etc)thoughemail第二十二頁，共三十四頁。

SelfstudynotesonEthicsThecaseofBobKerrywasraisedinclass.(seethereadinghandoutthatdescribesthecase)Thisraisesquestionsofethicsandhowyouasamanagershouldunderstandandrespondtoethicalissues.Thefollowingslidesaremyattemptataroadmapforyoutothinkaboutethics.AlthoughethicsarenotincludedintheMORS430syllabusIfeltthatthiswasanissuethatyoushouldthinkabout.MORS472isacourseonethicsWewillnothavetimetocovertheslidesinclassbutIwillansweranyquestions第二十三頁，共三十四頁。

EthicsandmoralityETHICS Theprinciplesandstandardsfordeciding whatisrightandwhatiswrong.MORALITY Actinginaccordancewithourethicalprinciples(moralconduct,ethicalbehavior,virtuous,etc)第二十四頁，共三十四頁。 “Themostcommoncauseofunethicalbehaviorisn’tgreedbutthoughtlessness”

SimonLongstaff

StJamesEthicsCenter

SMH,28/12/96

Onceagain:Theproblemofmindless,automatic, judgementsanddecisionmaking第二十五頁，共三十四頁。

3Framesforevaluatingmorality1.

Moralfailureasacharacterflaw

-locatesfullresponsibilitywiththeindividual(s).

-maybeaproductofFAE.

-correctiveresponsesfocusedonindividual2.Stagesofmoraldevelopment(nextslideforexample)

-canbeusedtolabelbehavior

-focusesonqualitiesofmoralreasoning

-identifiesneededdevelopmentinprinciples

-mayrefertoorg.cultureorindividual3.Dynamicprocessesofmoralreasoning(laterslides)

-analysesofdecisionprocessesinunethicalbehavior

-includespersonandsituationalfactors第二十六頁，共三十四頁。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第二十七頁，共三十四頁。ExamplesofethicalprinciplesUtilityofoutcomes(Mill) ThegreatestgoodforthegreatestnumberofpeopleorthegreatestincreaseinhumanwelfareDistributivejustice Treatallpeopleconsistently,fairlyandequitably,asopposedtoarbitrarilyRespectfortheindividual(Kant)

Respectforindividualrightssuchasfreeconsent,freespeech,privacy,self-determinationetc.Neveruseanindividual(includingoneself)asameansorinawaythatdoesnotrespecttheirrationality第二十八頁，共三十四頁。DynamicsofUnethicalBehavior:TheroleofrationalizationsandescalationStartingassumptionsManagersworkthroughotherpeopleandexertpowerandinfluenceoverthem.Ethicsareprimarilyabouttherightandwrongofactionsthatimpactonotherpeople(andourselvesinsomeframeworks).Managementactionscangeneratemajorcostsforotherpeople(e.g.externalitiessuchaspollution,lossoflivelihood,lowself-esteem,etc)and,thereforeoftenhaveanethicaldimension.Studiesshowthatmanagers’judgementsofrightandwrongareoftenguidedbyemotionalreactionstobehaviorandoutcomes(i.e.howwefeelaboutthings)andnotbyconsciousapplicationsofethicalprinciplesorotherrulesordeliberateconsiderationsofthelaw.第二十九頁，共三十四頁。TheRoleofRationalizationsWhenpeoples’judgementsaboutrightandwrongarebasedonfeelings,thennegativeemotionssuchguiltorremorseareanimportantpartofmoralregulation

However,peoplefrequentlyuserationalizationsandothertechniquestoavoidnegativeemotionssuchasguiltandtomaintainasenseofself-worthandbeliefinthemselvesasamoralpersonwhentheycommitactsthattheyandothersmightconsiderunethical

Overtime,rationalizationsbecomepartofthelanguageandareappliedautomatically

Thisprocessmightalsoinvolveescalationasrationalizationsgetappliedtoawiderrangeandmoreextremebehaviors第三十頁，共三十四頁。Rationalizations-ExamplesMoraljustification

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

-Warsarefoughtin‘thenameofGodorAllah’,