Mini-Case—Problems with Property Management, management homework help

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Discussion: Mini-Case—Problems with Property Management

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Different factors can negatively affect negotiations. Among these, frustration and a sense of entitlement are among the most devastating. For a negotiation to be successful, both sides must be willing to listen to one another and to understand that both have to contribute something.

Consider the following scenario:

  • You are a sales representative for a company that provides water-treatment services for commercial buildings downtown. A building that you have provided services for the last 13 years has just hired C Corp as its new property-management company.
  • Due to the harsh economic conditions at the time, C Corp won the contract as the low bidder. The previous company had managed the building for the past 25 years. C Corp hired George as the new property manager. His position consolidated two previous positions, the property manager and the assistant manager.
  • Early today, George left you a voice mail requesting that you to arrange a meeting with him. In his voice mail he requested that you bring your service contract and the last six months of service reports. His manner on the phone was very abrupt, and his confrontational manner immediately established an adversarial tone.
  • You spoke with Frank, the building engineer, who divulges that the new property manager is cleaning house when it comes to vendors. It seems to be his way of making an immediate impact and demonstrating his value to the company.
  • When you meet George for your appointment, he immediately informed you that he will be reevaluating business with all of his vendors. As you tour the facility with him to review your work and to assess the building equipment, he was quick to counter anything you said in your defense. Many of the points that he made were not relevant to the services that your company provides. For instance, he is critical of algae growth on the outside of the cooling tower on the roof of the building. Your treatment program only affects the water on the inside of the tower. Cleaning of the outside is a preventative maintenance issue that his people are responsible for and has no effect on the equipment performance.

1) Based on the information given and using the information in Table 6.1 in your Essentials of Negotiation text, develop three manageable questions and three unmanageable questions that you could potentially use in your discussion with George. Describe how would these potentially affect the outcome of your negotiations.

2) Now, using the information in Table 6.2 in your Essentials of Negotiation text, develop two questions to help guide the conversation in constructive ways. Explain your rationale and why you think these questions will be effective.

3) Research how language can be used to turn a negotiation into a conflict or vice versa. What can you do as a manager to learn how to more effectively use communication? Be specific and provide an example from your experience where you saw the effects of language in either resolving or making a situation worse. Be sure to cite your references in correct APA formatting.

Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw-Hill.

Chapter 1, “The Nature of Negotiation”The resources this week introduce the topic of negotiation. Chapter 1 focuses on when negotiation is an appropriate course of action and how it can be used in both conflict situations and business transactions

Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw-Hill.

  • Chapter 4, “Negotiation: Strategy and Planning”The resources this week introduce the topic of negotiation. Chapter 4 evaluates the importance of advanced planning to ensure successful negotiations.
  • Chapter 6, “Communication”Chapter 6 highlights the key role of communication in the negotiation process. You will explore what people communicate and how they do it.
  • How to deal when the going gets tough. (2009, March). Negotiation 12(3), 4−6.
    This article was originally published in Negotiation, a monthly newsletter published by the Program on Negotiation at Harvard Law School ( Reprinted with permission. Copyright © 2007�2011 Harvard University.This article provides negotiating tips for doing business during difficult economic times.
  • Negotiator toolbox. (2008, April). Negotiation 11(4), 4.This article supports setting deadlines in negotiations to ensure that parties are moving forward and achieving quality results. It also gives some precautions about setting deadlines.

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