Prof David Marsden NAB 4.22

This course is available on the CEMS Exchange, Global MSc in Management, Global MSc in Management (CEMS MiM), Global MSc in Management (MBA Exchange), MBA Exchange, MRes/PhD in Management (Employment Relations and Human Resources), MSc in Human Resources and Organisations (Human Resource Management/CIPD), MSc in Human Resources and Organisations (International Employment Relations and Human Resource Management), MSc in Human Resources and Organisations (Organisational Behaviour), MSc in Management (1 Year Programme), MSc in Management and Strategy and MSc in Social Innovation and Entrepreneurship. This course is available with permission as an outside option to students on other programmes where regulations permit.

This course highlights the importance of power, tactics, strategy, information and trust in shaping the structure and outcomes of negotiations.  It covers basic negotiation concepts such as distributive and integrative bargaining, sometimes called pie-slicing and pie-expanding approaches, two-party and multi-party negotiation, as well as more advanced issues such as the impact of culture and the psychology of judgement and decision-making. Students will engage in weekly negotiation simulation exercises to help them understand the concepts and develop their negotiating skills.

30 hours of seminars in the LT.

Students on this course will have a reading week in Week 6, in line with departmental policy.

Students will compile a weekly learning log reflecting on their experience in the negotiation exercises and linking that to the concepts and theories in the literature. Formative feedback is provided on class participation. Students will also complete a formative essay.

The main text, covering most of the material in the course is: Leigh Thompson, The Mind and Heart of the Negotiator, 6th edn, Pearson, Harlow, 2014. The following are also useful: Roger Fisher and William Ury, Getting to Yes: Negotiating Agreement Without Giving In, Penguin Books, New York, 2012; Ken Binmore, Game theory: A Very Short Introduction, Oxford University Press, Oxford, 2007; and Andrew M. Colman, Game Theory and its Application to the Social and Biological Sciences. Routledge, Hove, 1999; Roy Lewicki et al 2020 Negotiation. Students will be expected to read widely in appropriate journals, and a list of references will be provided at the start of the course.

Essay (75%, 2000 words) in the ST.
Learning log (25%) in the LT.

Essay (75%, 2000 words) and Learning Log (25%) in the LT.

This course utilises continuous assessment. Students are required to complete a Learning Log for each weekly lecture / negotiation session. In Weeks 1 and 2 the logs are formative and will not count towards students’ overall grade. Those for Weeks 3-11 are a required part of the course and count towards the final assessment.

Students will receive an overall mark for the learning logs based on their four highest scores. Those who submit less than four logs will receive a mark of 0 for each missed assessment. Those who fail to submit any learning logs will be deemed not to have completed the course and cannot be awarded the degree until they submit the work at resit. All marks for the Learning Logs will be scaled proportionately.

Deadlines are strictly enforced and late submissions will not be accepted.

Department: Management

Total students 2019/20: 159

Average class size 2019/20: 55

Controlled access 2019/20: Yes

Value: Half Unit