FACULTY OF BUSINESS
Department of Business Administration
BA 319 | Course Introduction and Application Information
| Course Name |
Negotiation and Decision Making Process
|
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
|
BA 319
|
Fall/Spring
|
3
|
0
|
3
|
6
|
| Prerequisites |
None
|
|||||
| Course Language |
English
|
|||||
| Course Type |
Elective
|
|||||
| Course Level |
First Cycle
|
|||||
| Mode of Delivery | face to face | |||||
| Teaching Methods and Techniques of the Course | DiscussionGroup WorkLecture / Presentation | |||||
| Course Coordinator | ||||||
| Course Lecturer(s) | ||||||
| Assistant(s) | ||||||
| Course Objectives | The purpose of this course is to equip students with an academic framework of negotiation in decision making and conflict resolution, and help them acquire hands-on experience through case studies, discussions, and ultimately, a structured final practice session during which students will be able to put to use all that they have learned through the course, as well as their creativity, teamwork and interpersonal skills. This process basically involves using the four elements: time, information, power and skill to achieve the objectives they set out with. They will employ these elements through a system involving strategy, tactics, body language, and give-and-take for the purpose of attaining a preset goal. This goal could be settling a dispute, working out the details of a deal, finalizing the terms and conditions of a sale, applying for and justifying the attainment of a position, etc. |
| Learning Outcomes |
The students who succeeded in this course;
|
| Course Description | Lectures, Discussions, Assignments, Practical work, Conflict resolution, Creative solution generation |
|
|
Core Courses | |
| Major Area Courses | ||
| Supportive Courses | ||
| Media and Management Skills Courses |
X
|
|
| Transferable Skill Courses |
WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES
| Week | Subjects | Related Preparation |
| 1 | Introduction, sharing expectations about the course | |
| 2 | The fundamental concepts of negotiation and decision making | Read Chapter 1, Lewicki |
| 3 | Preparation for the negotiation process | Read Chapter 1 Case, Lewicki |
| 4 | Communication skills and active listening | Read Chapter 2 Case, Lewicki |
| 5 | Chapter 2: Strategy and Tactics of Distributive Bargaining | Read Chapter 2, Lewicki |
| 6 | Chapter 3: Strategy and Tactics of Intergrative Negotiation | Read Chapter 3 Case, Lewicki |
| 7 | Chapter 4: Negotiation Strategy and Planning | Read Chapter 4 Case, Lewicki |
| 8 | Midterm | |
| 9 | Chapter 5: Perception, Cognition and Emotion | Read Chapter 5 Case, Lewicki |
| 10 | Chapter 6: Communication | Read Chapter 6 Case, Lewicki |
| 11 | Chapter 7: Finding and Using Negotiation Power | Read Chapter 7 Case, Lewicki |
| 12 | Chapter 8: Influence | Read Chapter 8 Case, Lewicki |
| 13 | Chapter 12: Coalitions and Chapter 13: Multi-Parties and Teams | Read Chapter 12 Case, Lewicki Read Chapter 13 Case, Lewicki |
| 14 | Presentation of group works | |
| 15 | Practice Session | |
| 16 | Review |
| Course Notes/Textbooks | Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind |
| Suggested Readings/Materials | Kessler, E. H. (Ed.). (2013). Encyclopedia of management theory. Sage Publications. Arkes, H. R., Bar-Hillel, M., Beach, L. R., Brehmer, B., Brett, J. B., Castellan Jr, N. J., & Edwards, W. (1991). Organizational behavior and human decision processes. Kraus, S. (2001). Automated negotiation and decision making in multiagent environments. In ECCAI advanced course on artificial intelligence (pp. 150-172). Berlin, Heidelberg: Springer Berlin Heidelberg.Gates, S. (2022). The negotiation book: Your definitive guide to successful negotiating. John Wiley & Sons. Putnam, L. L., & Roloff, M. E. (Eds.). (1992). Communication and negotiation (Vol. 20). Sage. Raiffa, H. (2007). Negotiation analysis: The science and art of collaborative decision making. Harvard University Press. Gelfand, M. J., & Brett, J. M. (2004). The handbook of negotiation and culture. Stanford University Press. Starkey, B., Boyer, M. A., & Wilkenfeld, J. (2005). Negotiating a complex world: An introduction to international negotiation. Rowman & Littlefield Publishers.Hynes, Geraldine E., Managerial Communication - Strategies and Applications, McGraw-Hill, 2008
|
EVALUATION SYSTEM
| Semester Activities | Number | Weigthing |
| Participation |
1
|
10
|
| Laboratory / Application | ||
| Field Work | ||
| Quizzes / Studio Critiques | ||
| Portfolio | ||
| Homework / Assignments |
1
|
20
|
| Presentation / Jury |
1
|
20
|
| Project |
1
|
10
|
| Seminar / Workshop | ||
| Oral Exams | ||
| Midterm |
1
|
20
|
| Final Exam |
1
|
20
|
| Total |
| Weighting of Semester Activities on the Final Grade |
7
|
80
|
| Weighting of End-of-Semester Activities on the Final Grade |
1
|
20
|
| Total |
ECTS / WORKLOAD TABLE
| Semester Activities | Number | Duration (Hours) | Workload |
|---|---|---|---|
| Theoretical Course Hours (Including exam week: 16 x total hours) |
16
|
3
|
48
|
| Laboratory / Application Hours (Including exam week: '.16.' x total hours) |
16
|
0
|
|
| Study Hours Out of Class |
16
|
2
|
32
|
| Field Work |
0
|
||
| Quizzes / Studio Critiques |
0
|
||
| Portfolio |
0
|
||
| Homework / Assignments |
2
|
10
|
20
|
| Presentation / Jury |
1
|
14
|
14
|
| Project |
1
|
16
|
16
|
| Seminar / Workshop |
0
|
||
| Oral Exam |
0
|
||
| Midterms |
1
|
20
|
20
|
| Final Exam |
1
|
22
|
22
|
| Total |
172
|
COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP
|
#
|
Program Competencies/Outcomes |
* Contribution Level
|
||||
|
1
|
2
|
3
|
4
|
5
|
||
| 1 | To be able to solve problems with an analytical and holistic viewpoint in the field of business administration. |
|||||
| 2 | To be able to present the findings and solutions to the business problems in written and oral formats. |
|||||
| 3 | To be able to interpret the application of business and economic concepts, and philosophies at the national and international levels. |
|||||
| 4 | To be able to use innovative and creative approach for real-life business situations. |
X | ||||
| 5 | To be able to demonstrate leadership skills in different business situations. |
|||||
| 6 | To be able to interpret the reflections of new technologies and softwares to business dynamics. |
|||||
| 7 | To be able to integrate knowledge gained in the five areas of business administration (marketing, production, management, accounting, and finance) through a strategic perspective. |
X | ||||
| 8 | To be able to act in accordance with the scientific and ethical values in studies related to business administration. |
X | ||||
| 9 | To be able to work efficiently and effectively as a team member. |
|||||
| 10 | To be able to have an ethical perspective and social responsiveness when making and evaluating business decisions. |
|||||
| 11 | To be able to collect data in the area of business administration and communicate with colleagues in a foreign language ("European Language Portfolio Global Scale", Level B1). |
|||||
| 12 | To be able to speak a second foreign at a medium level of fluency efficiently. |
|||||
| 13 | To be able to relate the knowledge accumulated throughout the human history to their field of expertise. |
|||||
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
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