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8/6/2019 Neogociacin tecnologica
1/12
McDonaldization andConstructive Conflict:
Negotiation Amidst Systemic andTechnological Advancements
Gaylen D. Paulson
Management Department
McCombs School of Business
University of Texas at Austin
2006, Gaylen D. Paulson & Trexler Proffitt
Trexler Proffitt
Business, Organizations and Society
Franklin & Marshall College
mailto:[email protected]:[email protected]:[email protected]:[email protected]8/6/2019 Neogociacin tecnologica
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Technology and Negotiation
KEY QUESTION WE EXPLORE:
How does (and has) technology change ourapproach to the negotiation process??
NOT about GDSS or Reverse Auctions Rather, how does technology affect
negotiability??
What does this mean for our opportunity toseek tailored products, services, andpricing??
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation
Working Assumptions:
Business is about Building Shareholder Value Shareholder Value is enhanced by increasing
profitability, raising revenues, decreasing costs (the
latter yielding a greater impact on ROI) Pursuing efficiencies becomes foundational
Organizations will attempt to rationalize
efficiencies extending, systematizing BUT allowances must be made for deviations from
the system
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
Some History
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
Some History
John Wanamaker department store ownerreportedly invented the price tag
Early consumer transactions originally based upon haggling
BUT, Wanamaker sees the One Price method as more just, fair
Haggling = Procedural Justice One Price = Distributive Justice
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
Organizational Dilemma Distributive Justice Optimized outcomes
Procedural Justice Freedom and Voice
Systematizing an efficient process (e.g., One
Price) limits freedom and voice, removes abilityto negotiate
Who cares?? May make a huge difference incertain contexts, or with certain kinds of productsor services
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
Organizational Dilemma Organizational Questions
When will people demand the ability to negotiate??
Can we affect these demands??
Customer Questions
When can I negotiate?? Can I affect the organization, make them willing to negotiate with
me??
Significance: Misperceptions here yields economic andsocial problems dissatisfaction, perceived injustice,lost customers, unnecessary expenditures
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
McDonaldization Attempting to understanding individuals
perceptions of negotiability (demands forfair and customized process)
Sociologists have examinedbureaucracies, and developments there
Max Weber & Rationalization
George Ritzer & McDonaldization
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
McDonaldization Principles of McDonaldization:
Efficiency drive toward minimum cost and effort,
maximum effectiveness
Calculability quantification and measurement of allaspects of a process
Predictability eliminating uncertainties and variability
Control via Non-Human Technology systemization,maximizing capture of system, removing unpredictablehuman element
Not ABOUT McDonalds per se, but EPITOMIZED in theirprocesses
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
Implications for NegotiatorsTechnology Principle of Involving Decision Makers
Efficiency Principle of Uniqueness
Calculability Principle of Tangible Costs & Benefits
Predictability Principle of Offering Certainty
All offer the negotiator OPPORTUNITY
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
Implications for Organizations Efficiencies via Regular System
Refinements Extending Capture Anticipating Conflict, Adapting in Advance
Turning Unique Cases into SystematizedNegotiations Efficient handling of unique options
Negotiation as an Organizational Competency
2006, Gaylen D. Paulson & Trexler Proffitt
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Technology and Negotiation:
Conclusions Initial, theory-based exploration of the opportunity to
negotiate
Decision to negotiate not simply personality-based, butmay be an organizational question, with bases in
technological improvements
Understanding the factors that drive bureaucracies can
help us to maximize our outcomes, either from anorganizational or an individual perspective
2006, Gaylen D. Paulson & Trexler Proffitt