TAILIEUCHUNG - Lecture Judgment in managerial decision making (8e) - Chapter 11: Negotiator cognition

After studying this chapter, you should be able to: Explain how the management of human resource is both a role for the human resource management department and all managers, describe the key means by which companies find job candidates, explain how companies select job candidates,. | Judgment in Managerial Decision Making 8e Chapter 11 Negotiator Cognition Copyright 2013 John Wiley & Sons 1 Common Mistakes of Negotiators The fixed pie myth Framing of negotiator judgment Escalation of conflict Overestimating your value Self-serving biases Anchoring biases Now that we have a framework for making rational decisions in negotiations, we can start to consider the ways in which negotiators often deviate from the decision-analytic framework. Cognitive biases are often responsible for deviations from rational decision-making in negotiations. Some of the most common biases of negotiators include: The myth of there being a fixed pike of resources in a negotiation. Negotiator judgment being influenced by framing. Unnecessary conflict being escalated. Negotiators overestimating their value. Negotiators being influenced by self-serving biases. Negotiators anchoring to arbitrary offers and reference points. We will discuss these biases. 2 The Mythical Fixed Pie of Negotiation

• Quản trị kinh doanh
• Managerial decision making
• Judgment in managerial decision making
• Decision making
• Negotiator cognition
• Common mistakes of negotiators
• Escalation of conflict
• Ethics in decision making
• Fairness in decision making
• Improving decision making
• Strategies for better decisions
• Operations strategy
• Product design objectives
• Anatomy of decisions
• System 1 thinking
• System 2 thinking
• Making rational decisions
• Claiming value in negotiation
• Game theoretic approaches
• Emotional influences
• Decision mak
• Implicit attitudes
• Social responsibility
• Individual ethics
• Ethical decision making
• Lecture Management
• Managerial environment
• Decision making model
• Administrative model
• Forms of overconfidence
• Consequences of overestimation
• Common biases
• Batting averages
• Bounded awareness
• Role playing exercise
• The reversal of preferences
• Big positive gamble
• Perceptions of certainty
• Common investment mistakes
• Poor investment decisions
• Investment decisions