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MN317 Negotiation And Dispute Resolution Assignment Example Maynooth University Ireland

The competitive business world is a constantly changing environment with many stakeholders that can influence the success or failure of an organization. Managing staff, customers and other external parties are just some factors in keeping things running smoothly at your company. However, interactions between those parties may sometimes lead to problems like disputes where negotiation becomes necessary for resolving significant issues before they get out of hand. Negotiation is one of the most important skills for any manager to have. Managers can use negotiation in a variety of settings, including negotiating their own contracts or employment terms with business partners and colleagues; negotiating deals on behalf of both themselves and others (like investors); handling conflicts between managers at different levels within an organization, and more.

This module offers a solid foundation in Negotiation, Mediation, Conciliation, Facilitation, and Arbitration methods for resolving workplace conflicts. The focus will be on alternative dispute resolution techniques with an emphasis on commercial environments but also includes lectures about how to better use these approaches as part of your interpersonal skillset!

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Assignment Solution of Negotiation And Dispute Resolution (MN317)

In this course, there are many types of assignments given to students like
an individual assignment, group-based assignment, report, case study, final year project, skills demonstration, learner record, and other solutions are given by us.

On successful completion of the module, students should be able to:

Assignment Task 1: Understand the dynamics of conflict in the workplace and commercial contexts

Conflict in the workplace usually stems from differing perspectives and priorities. Conflict at work is inevitable and can help us grow and learn to communicate with others, but it’s important not to let conflict damage relationships or morale for everyone involved.

Contrary to popular belief, conflict in an office setting will most likely arise because of differences, not sameness. Different opinions on how things should be handled lead to disagreements that can become heated when people feel threatened. Oftentimes these disputes linger unresolved until they’re addressed by a manager or supervisor; often the confrontation has far-reaching implications.

Assignment Task 2: Demonstrate knowledge of negotiation theory and practice in commercial and employment relations contexts

Negotiation theory is a set of practical guidelines that can help you when negotiating. It’s important to pay attention to details when you’re looking at any particular negotiation situation because your approach should be tailored to suit what is unique about the current interaction. Some negotiation theories are as follows:

  • BATNA: Best Alternative to a Negotiated Agreement – This is what you’ll do if you can’t reach an agreement with the other party.
  • ZOPA: Zone of Possible Agreement – This is the range of options both parties feel comfortable with that meet as many of their individual needs as possible.
  • WATNA: Worst Alternative to a Negotiated Agreement – This is what the other party will do if you can’t reach an agreement.
  • RFM: Relationship, Face, and Money – This theory deals with how to preserve relationships, maintain dignity, and get the best results possible when money is tight.

Assignment Task 3: Display knowledge of the differences between competitive, collaborative, and principled negotiation, and of the different conflict styles

  • Competitive negotiation is an adversarial process where each party is trying to get the best deal for themselves. This type of negotiation often results in a “win-lose” situation, where one party comes out on top and the other feels like they’ve lost.
  • Collaborative negotiation is a more cooperative approach where both sides work together to find a solution that meets the needs of both parties. This type of negotiation often results in a “win-win” situation, where both parties feel like they’ve benefited from the negotiation.
  • Principled negotiation is a more principled approach that focuses on solving the problem at hand, not just on getting the best deal for oneself. This type of negotiation often results in a “win-win-win” situation, where everyone involved feels like they’ve benefited.

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Assignment Task 4: Demonstrate knowledge of skills in analyzing, preparing for, and conducting negotiations

When preparing for a negotiation, it’s important to do your homework and come to the table with as much information as possible. You should also have a clear idea of what you want from the negotiation, and what you’re willing to give up.

During the negotiation, it’s important to stay calm and stay focused on the task at hand. You should also be prepared to compromise and be willing to listen to the other party’s perspective.

After the negotiation is over, it’s important to take a step back and evaluate how it went. Did you get what you wanted? Did the other party get what they wanted? What could you have done better? These are all important questions to ask yourself to help you improve your negotiating skills.

Assignment Task 5: Develop insights into the role of communications and personal styles in negotiation and dispute resolution

Communications are key in any negotiation. It’s important to be clear and concise when communicating with the other party and to listen carefully to what they have to say.

Personal styles also play a role in negotiation. Some people are more aggressive and confrontational, while others are more cooperative and compromising. It’s important to understand your strengths and weaknesses as a negotiator and be prepared to adjust your behavior accordingly.

Assignment Task 6: Understand the components of an effective organizational dispute resolution system

An effective organizational dispute resolution system should have several key components, including:

  • A clear and concise policy that outlines the organization’s dispute resolution process.
  • An effective complaint handling process that investigates complaints and takes action to resolve them.
  • A mediation process that helps parties resolve disputes without going to court.
  • A fair and objective appeal process that allows parties to challenge decisions if necessary.

Organizational dispute resolution (ODR) is a system that organizations use to resolve disputes internally. It typically involves a team of people who are trained in mediation, arbitration, and other forms of conflict resolution.

The first step in ODR is the intake procedure, where both sides meet with an impartial third party who collects information and determines whether or not there’s a case to be heard.

The next stage of ODR is mediation, where the two parties discuss their problem in detail and work together to find a solution that works for everyone involved.

The final stage of ODR is arbitration, where the two parties meet with another impartial third party to come up with a solution. This solution isn’t binding, but it does usually end up being the most enforceable outcome since both parties agreed to it.

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