TR
11111

COURSE INTRODUCTION AND APPLICATION INFORMATION

dba.ieu.edu.tr

Course Name
Code
Semester
Theory
(hour/week)
Application/Lab
(hour/week)
Local Credits
ECTS
Fall/Spring
Prerequisites
None
Course Language
Course Type
Elective
Course Level
-
Mode of Delivery -
Teaching Methods and Techniques of the Course
Course Coordinator
Course Lecturer(s)
Assistant(s)
Course Objectives
Learning Outcomes The students who succeeded in this course;
  • Students will be able to utilize their knowledge and skills in negotiation
  • Students will be able to assess circumtances related to conflicts
  • Students will be able to establish and assess negotiation strategies and tactics towards achieving goals in a variety of negotiation situations
  • Students will be able to use negotiation as a tool in decision making processes
  • Students will be able to identify and develop, as necessary, distributive and integrative situations and possibly convert distibutive circumstances to integrative
  • Students will be able to Talk about different approaches to negotiation, different types of negotiators and the methods they may apply, and how to counter these and work towards a solution that will be beneficial to all parties involved
  • Students will be able to talk about different approaches to negotiation, different types of negotiators and the methods they may apply, and how to counter these and work towards a solution that will be beneficial to all parties involved
Course Description

 



Course Category

 Core Courses
Major Area Courses
Supportive Courses
Media and Managment Skills Courses
X
Transferable Skill Courses

 

WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES

Week Subjects Required Materials
1 Introduction, getting acquainted, laying down principles Instructor
2 Fundamentals of negotiation, communication Instructor
3 Chapter 1: Nature of Negotiation Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
4 Chapter 2: Strategy and Tactics of Distributive Bargaining Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
5 Chapter 2: Strategy and Tactics of Distributive Bargaining Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
6 Chapter 3: Strategy and Tactics of Intergrative Negotiation Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
7 Chapter 4: Negotiation Strategy and Planning Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
8 Chapter 5: Perception, Cognition and Emotion Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
9 Mid Term Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
10 Chapter 6: Communication Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
11 Chapter 7: Finding and Using Negotiation Power
12 Chapter 8: Influence Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
13 Chapter 9: Ethics in Negotiation Chapter 10: Relationships in Negotiation Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
14 Chapter 12: Coalitions Chapter 13: Multi-Parties and Teams Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
15 Midterm 2 and Practice Session Lewicki, Roy J., Saunders, David M., Barry, Bruce, Negotiation, McGraw-Hill, 6th Ed., 2010, Thompson, Leigh L., The Mind and Heart of the Negotiator, Pearson-Prentice Hall, 3rd Ed., 2005
16 Review of the Semester  
Course Notes/Textbooks The related chapters of the refrence books powerpoint presentations, individual evaluation criterias and sample cases. Journal of Organizational Behavior, Academy of Management Journal of Applied Psychology, Journal of Personality and Social Psychology ve Occupational and Organizational Psychology and other related academic journals.
Suggested Readings/Materials "GENERAL INFORMATION 1. Assignments are to be handed in at the beginning of the class session for which they are due. Late deliveries (1 week only!) will suffer a 50 percent discount. 2. You may have pop quizzes on material assigned for reading or covered in class any time during the class session; however, there will be no make-up for these. A make-up may be offered only for the midterms, stipulating presentation of a doctor’s report covering the date and time of absence, and authenticated by the health center of the university. Please be aware that the make-up exam to be offered will be no “walk in the park”. 3. Attendance is an official requirement. Unauthorized absence (i.e. no doctor’s report) in excess of 15 hours of class time will result in automatic failure in the course. Please bear in mind that we can help you learn only if you are there in class.4. No make-up can be offered for the Practice Session as it is a collective activity involving the WHOLE CLASS. 5. Remember, we are on the same team!"

 

EVALUATION SYSTEM

Semester Activities Number Weigthing
Participation
1
10
Laboratory / Application
Field Work
Quizzes / Studio Critiques
1
5
Portfolio
Homework / Assignments
2
20
Presentation / Jury
Project
Seminar / Workshop
Oral Exam
Midterm
2
40
Final Exam
Total

Weighting of Semester Activities on the Final Grade
Weighting of End-of-Semester Activities on the Final Grade
Total

ECTS / WORKLOAD TABLE

Semester Activities Number Duration (Hours) Workload
Course Hours
(Including exam week: 16 x total hours)
16
3
48
Laboratory / Application Hours
(Including exam week: 16 x total hours)
16
Study Hours Out of Class
15
3
Field Work
Quizzes / Studio Critiques
2
12
Portfolio
Homework / Assignments
2
10
Presentation / Jury
Project
Seminar / Workshop
Oral Exam
Midterms
2
12
Final Exams
    Total
161

 

COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP

#
 Program Competencies/Outcomes
* Contribution Level
1
2
3
4
5
1 To solve problems, to have analytical and holistic viewpoint and to develop strategic thinking as a principle in the field of business administration X
2 To evaluate It is aimed to graduate students whom are able to critique what they have already learn in the field of management, adopting life long learning and continuously developing themselves X
3 It is aimed to graduate students whom are able to transfer their academic knowledge to organizational level and capable of expressing themselves regarding organizational problems both oral and written X
4 The students are required to understand the concepts and ideas of business in both national and multinational settings and practice cross disciplinary and comparative analysis X
5 It is required to know and practice the quality and productivity principles of business life X
6 Act and think with an innovative motive and able to apply the academic knowledge gain during new and unconventional occasions X
7 Acquiring leadership qualifications and applying them successfully X
8 Working efficiently and effectively, learning how to be a team member, taking responsibilities, being open minded, constructive, vulnerable to criticism and having self confidence X
9 It is required to know the regional economic aspects and transfer the academic knowledge to real life with both national and international thinking X
10 To know and apply the realities of business ethics and act according to social, scientific and ethical values under any circumstances such as data collection, evaluation, announcing and practicing X
11 Able to use a foreign language as fluent as possible for both chasing the scientific publication and developing proper communication with colleagues from other countries, (“European Language Portfolio Global Scale”, Level B1) X
12 Intermediate in both written and spoken of a second foreign language X
13 Able to use computer programs and technology to an adequate level required by business practices. X

*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest

 

İzmir Ekonomi Üniversitesi | Sakarya Caddesi No:156, 35330 Balçova - İZMİR Tel: +90 232 279 25 25 | webmaster@ieu.edu.tr | YBS 2010