Power Play for HowardEssay Preview: Power Play for HowardReport this essayCase Study Analysis Part A: Power Play for HowardMyra HolmesMGT/445 Organizational NegotiationsDecember 3, 2012Don PriceCase Study Analysis Part A: Power Play for HowardThe success or failure negotiating for a $100 million dollar Bullet takes bargaining with a little Heat. In essence, the best way to flourish in the negotiation process is to first identify and specify the goals and objectives (Lewicki, Saunders, & Barry, 2006). In doing so, the negotiating parties can remain focus on aligning priorities and alternatives in an anticipation for success.
In this case study analysis, team T-JAM will summarize the case and include evaluations on tangible and intangible benefits; the costs, and the risks in connection with negotiating the free agent contract from the perspective of the basketball player, Juwan Howard, Washington Bullets general manager, Wes Unseld, and the Miami Heats general manager, Pat Riley (University of Phoenix, 2012).
Case SummaryThe $100 million dollar pro basketball player, Juwan Howard lands a lucrative deal with the Washington Bullets, but not without going through a lengthy painstaking negotiation saga.
After his rookie season in 1996, Juwan Howard was caught in the middle of a bidding war between the Miami Heat and the Bullets (Lewicki, Saunders, & Barry, 2006). The negotiating parties include the Washington Bullets general manager, Wes Unseld, the Miami Heats general manager, Pat Riley, and Juwan Howard. Near the end of the negotiation process, the Miami Heat was winning, but the National Basketball Association decides to void the contract because the deal with Howard exceeds the leagues salary cap rules (Lewicki, Saunders, & Barry, 2006). The process negotiating the free agent contract not only reveals the tangible and intangible benefits, but also exposes the costs and risks for each negotiating participant.
BenefitsCostsNegotiation preparation should delineate the cost and resistance point for individuals engaged. “The resistance point is recognized by the value expected from a particular result, which in turn is the product of the value and expenditures of an effect,” (Lewicki, Saunders, & Barry, 2006, P. 39). Recognizing the concerns, costs, and resistance point of individuals involved will present insight into potential resolutions and support in creating a successful negotiation arrangement.
Costs of Positional Bargaining“Often damages relationshipsStops options examination (preventing tailor-made resolutions)Endorses inflexible adherence to positionsCreates ambiguous focus on interests by offering impulsive promises to resolutionsGenerates compromise when enhanced solutions may be obtainable,” (Negotiation, 2012, p, 1).Cost of Interest-Based Bargaining“Involves some trustEntails negotiators to release information and interestsPossibly will uncover opposing values or interests,” (Negotiation, 2012, p, 1).According to Business of Sports, “a team general manager can calculate approximately the resistance point the team would compensate a player,” (Rosner, Shropshire, 2010, p. 339). The salary estimation computed by evaluating
” (Rosner, Shropshire, 2010, p. 911).The salary analysis has been discussed herein in more detail in an informal but authoritative way(Rosner, Shropshire, 2010, p1). This article will focus on a proposal to improve the management system (Bureau of Supply Management) by increasing and improving performance for those workers who have difficulty doing work efficiently. Based on the work done by Dr. A. S. M. Moll and Professors M. A. Stadler, G. R. Healy and E. S. Thaler in a similar paper(Rosner, Shropshire, 2010, p1).The new method will bring a greater amount of flexibility to workers as well as enable them to take on additional duties, both for the money which they will lose by not getting paid for their work, and the other services which will also be improved(Rosner, Shropshire, 2010, p1).As it might be argued, it is a method for the management of workers with a tendency toward a lack of consistency that can lead to management difficulties and can be applied to other sectors. As it is, the results of this exercise will be based on an examination methodology, the most advanced method developed since the 1980’s. This method will allow for much more flexibility in hiring and for management. Moreover, under a change in circumstances, the employee should be able to choose between better working conditions and a reduction in their overtime, so that he or she loses out as a result of their lack of consistency in achieving their job goals but can benefit as a result of the improvement in working conditions.The following is a discussion of the issue. The key points are taken from and were carefully considered by the authors, and as such it falls under the discussion of the methods discussed in this study. This is not intended to suggest a change to the methodology in general, but will be used to provide an initial assessment on the usefulness of the method to all participants to be included in future research studies (as in this particular discussion in this paper).The analysis of an employee’s work conditions as well as the quality of the work done will most likely be the most important factor impacting on the performance and future work-life balance if they do not receive adequate training in the required disciplines in order to meet the needs of their workplace. The most important aspect is how well the employee manages their work. It also gives a good measure of how effective the employee works as a leader and the worker learns to manage his or her responsibilities as a manager. The most important aspect is on the ability of the worker to use his or her skills in productive ways as a manager, and how to achieve this, to be more productive. It allows for greater flexibility to the employee and it also allows for greater flexibility to employees when working in the absence of a skilled or experienced leader in an employer.The issue also must be considered how different the way to