MGMT3721 Course Outlines - Semester 1 2018 | Negotiation Skills

Subject Code

MGMT3721

Study Level

Undergraduate

Commencing Term

Semester 1

Total Units of Credit (UOC)

Delivery Mode

On Campus

School

Management

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1. Course Details

Summary of Course

This course provides a set of generic concepts and skills for negotiating: resolving interpersonal and inter-group conflicts as well as developing new, joint initiatives. Students gain the opportunity to work with theory, skills and processes of negotiation relevant to a wide range of contexts: commercial; organisational; community; political and public policy; legal; and industrial relations. This course will provide an analytical understanding of negotiations, including negotiation planning, strategy and tactics, as well as the development of the practical skills necessary for implementation of this knowledge. Students will gain these practical skills through participation in negotiation workshops (tutorials). The workshop program is made up of negotiation role play exercises which develop in complexity as the course progresses.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

The Business School expects that you are familiar with the contents of this course outline and the UNSW and Business School learning expectations, rules, policies and support services as listed below:

Program Learning Goals and Outcomes
Academic Integrity and Plagiarism
Student Responsibilities and Conduct
Special Consideration
Protocol for Viewing Final Exam Scripts
Student Learning Support Services

View course Policies and Support

Course Aims and Relationship to Other Courses

Our aims for the course are that it will:

transmit fundamental negotiation concepts through relevant research-based theory;
foster development of negotiation skills through learning-by-doing and critical reflection;
give students extensive experience in diagnosing, planning and preparing negotiations;
give students guided negotiation experience in role playing different scenarios;
foster understanding of and facility with individual, group and constituency negotiations
encourage increased awareness of the psychological components of negotiation;
improve students’ research, critical thinking, writing and speaking skills;
encourage greater self-reflection regarding conflict and its management;
foster students’ development of planning and teamwork skills; and
foster creative and lateral thinking.

Relationship of this Course to Other Course Offerings

This course is an elective course with no pre- or co-requisites but is of great relevance to all areas taught within the Business School and in other faculties.

Student Learning Outcomes

The Course Learning Outcomes are what you should be able to DO by the end of this course if you participate fully in learning activities and successfully complete the assessment items.

The Learning Outcomes in this course also help you to achieve some of the overall Program Learning Goals and Outcomes for all undergraduate and postgraduate coursework students in the Business School. Program Learning Goals are what we want you to BE or HAVE by the time you successfully complete your degree (e.g. ‘be an effective team player’). You demonstrate this by achieving specific Program Learning Outcomes - what you are able to DO by the end of your degree (e.g. ‘participate collaboratively and responsibly in teams’).

For more information on Program Learning Goals and Outcomes, refer to the course Policies and Support.

The following table shows how your Course Learning Outcomes relate to the overall Program Learning Goals and Outcomes, and indicates where these are assessed (they may also be developed in tutorials and other activities):

Program Learning Goals and Outcomes	Course Learning Outcomes	Course Assessment Item
This course helps you to achieve the following learning goals for all Business undergraduate/postgraduate coursework students:	On successful completion of the course, you should be able to: discuss and use negotiation theory relevant to planning and carrying out negotiations; diagnose a negotiation scenario in terms of the parties’ underlying interests; explain choices among negotiation strategies and when it is most appropriate to use each; develop negotiation plans appropriate to different negotiation scenarios; carry out a simple distributive negotiation; undertake an integrative negotiation individually; analyse the role of power in negotiation processes; explain how psychological factors can condition negotiation processes; work with the implications of being involved in constituency-based negotiations; display improved skills in research, critical analysis, self-reflection and problem-solving; show evidence of improved verbal and written communication skills, including persuasion; display improved skills in team-work, and undertake a negotiation as part of a team.	This learning outcome will be assessed in the following items:
1 - Knowledge	Refer to student learning outcomes 1., 2., 3., 4., 5., 6., 7., 8., 9., 10.	Online Concepts Tests (four of); Weekly mini-plans; Formal Plans 1, 2, and 3; Take-home exam.
2 - Critical thinking and problem solving	Refer to student learning outcomes 1., 2., 3., 4., 5., 6., 7., 8., 9., 10., 12.	Plans 1, 2 and 3; Take-home exam; Active informed participation.
3a - Written communication	Refer to student learning outcomes 1., 3., 4., 5., 6..7., 8., 9., 11., 12.	Weekly mini-plans; formal Plans (1, 2 and 3); Take-home exam.
3b - Oral communication	Refer to student learning outcomes 1., 2., 3., 5., 6., 8., 9., 10., 11., 12.	Active informed participation.
4 - Teamwork	Refer to student learning outcomes 7., 8., 9., 11., 12.	Plan 3; Take-home exam; Active informed participation.
5a - Ethical, social and environmental responsibility	Refer to student learning outcomes 2., 7., 9., 10.	Plan 3; Take-home exam. Active informed participation.
5b - Social and cultural awareness	Refer to student learning outcomes 2., 4., 6., 7., 9., 10.	Plan 3; Take-home exam. Active informed participation.

2. Staff Contact Details

Position	Title	Name	Location	Phone	Consultation Times
Lecturer-in- charge	Mr	Julian Ehrlich	Level 5 West, Business School building – Ref E12	0404 877 460	To be advised
Tutor	Mr	Matt Dallas	Level 5, West Business School building – Ref E12	0448 117 803	To be advised
Tutor	Mr	Christian Criado-Perez	Level 5 West, Business School building – Ref E12	0403 707 748	To be advised
Tutor	Mr	Bradley Hastings	Level 5 West, Business School building – Ref E12	0476 555 801	To be advised
Tutor	Ms	Kelsey Burton	Level 5 West, Business School building – Ref E12	–	To be advised

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

In MGMT3721, we take an active, adult-learning approach that stresses interactive teaching and learning. We foster this approach through a range of strategies including our intensive use of negotiation simulations (or role play exercises) in workshops. Our lectures are interactive; we look for active student contributions through discussion and questioning that reflects your reading and experience in relation to research-based theory. We have heavily weighted the workshops (tutorials) in favour of experiential learning that encourages you to explore and experiment with theoretical concepts in real-life cases. At the same time, the simulations encourage you to improve your planning, decision-making and communication skills.Our design of assessment tasks reinforces crucial knowledge and skills areas.

All this provides a mix of learning experiences and hands-on engagement. Our design of the course encourages learning-by-doing and for you to actively reflect on your negotiations.

Learning Activities and Teaching Strategies

The Role of Lectures: Where you learn about developing your negotiation skills

The lectures build from the relevant core readings (in the textbook) to set out the main ideas, theories and conceptual frameworks for the course. Lectures include interactive learning processes and will synthesise materials from a range of sources, including your own prior knowledge and experiences.We expect you to come to and be prepared for each lecture.This means you should have read and considered the relevant chapter.

From a time management perspective, this means you will need to allocate approximately three hours per week for basic reading.If you need any assistance in managing your time you will find the UNSW Business Schools Education Development Unit (EDU) a useful resource.

The Role of Workshops: Where you learn to develop your negotiation skills

The weekly workshops provide you with an interactive environment in which to enhance your learning and your enjoyment of the course. Each week’s workshop involves a negotiation exercise. Over the session, you will engage in a variety of different scenarios that build in complexity and that call for different combinations of knowledge and skills. Therefore, when you read for your lectures, you are also doing fundamental reading for maximising your learning and enjoyment from workshops.

By actively engaging in the workshops, you will increase your confidence and competence as a negotiator. The more conscientiously you participate, the more you will enjoy and learn from workshops. Participation provides you with opportunities to develop your repertoire of negotiation skills and practices as well as giving you a safe and supportive environment in which to explore different ways of negotiating. Finally, the workshops provide you with opportunities to improve more generic interpersonal skills through interacting with others, working together in diverse groups, forging learning networks, learning about other cultures and learning to understand values and opinions different from your own.

There are two forms of preparation: reading and preparation for the role-plays.

The suggested reading combines clear exposition of theory with detailed examples and applications to help ‘set the stage’ for subsequent activities. Negotiation is a field where theory provides powerful tools for action. You are responsible for completing relevant reading.

Preparation for the role-plays will vary depending on the nature and complexity of each exercise. For some negotiation role-plays, students will organise all or part of their preparations in class time.For others, you will be required to complete tasks between class periods. Preparations may involve reading the briefing information provided, planning for a role-play, attending group strategy meetings and performing any required research. Most of the roles are handed out ahead of time.

If you miss a workshop, we expect to contact your tutor to find out if roles have been distributed, and to organise receipt of your role. You are NOT to "borrow" anyone else's role information. If you know you will not be able to attend a particular workshop session, please advise your tutor in advance, as absences have an impact on the tutor's planning for each session.

As some role-plays involve active teamwork, we expect you to meet your obligations to your team in and between classes.

We are not interested in ‘common sense’ views that bear little or no connection to what theory and research evidence suggest.

You should work continuously from theory bearing in mind that much theory is ‘situational’ or ‘contingent’ in orientation. That is, it prescribes no ‘one best way’ but provides a range of alternatives more or less useful in different situations.

4. Assessment

Formal Requirements

In order to pass this course, you must:

achieve a composite mark of at least 50 out of 100;
achieve a satisfactory result on any essential assessment components; and
meet any additional requirements described in the Assessment Summary section.

You are expected to attempt all assessment requirements in the course.

Assessment Structure

Assessment Task	Weighting	Length	Due Date
Concepts Tests x 4	Total 10%	Online 10 minutes each.	Due at midnight on Fridays of Weeks 2, 3, 4, and 5.
Negotiation Plans x 3 as below	Total 50%	–	–
Plan 1 - Basic elements of a negotiation plan	10%	Effort approximately equivalent to 450 – 500 words presented as FOUR "data forms"	One PAPER "data form" due in the Workshop of Weeks 3, 4, 5, and 6
Plan 2 ("Job Terms") - Interaction of basic elements of a negotiation plan	15%	800 - 1,000 words Minimum of TWO references	Upload to Turn-It-In via Moodle before Workshop in Week 7. CHECK WITH TUTOR whether your tutor requires a paper copy submitted in Workshop of Week 7.
Plan 3 ("Newtown") - Ensuring that the negotiation plan satisfies the planner's interests	25%	1,200 - 1,500 words Minimum of THREE references	Upload to Turn-It-In via Moodle before Workshop in Week 10. CHECK WITH TUTOR whether your tutor requires a paper copy submitted in Workshop of Week 10.
Take-home Examination	25%	1,600 - 2,000 words Minimum of SIX references	Details distributed in Lecture 12. Due by 5pm Friday 8 June ONLINE for ALL students and on PAPER for SOME tutors (check!) Online: Upload to Turn-it-in (via Moodle) Paper: Deliver to School submission box as advised in exam documentation provided in Week 12 lecture
Active and informed participation	15%	–	Ongoing in each weekly tutorial. Includes effective preparation for negotiations before class, active contribution to in-class debriefs of those negotiations, and personal evaluation of debrief issues.
Total	100%	–	–

Assessment Summary

You should complete the Working with Academic Integrity module before submitting any written assessment by the due date. Non-compliance with the UNSW Student Code may result in disciplinary action.

=== Concepts Tests (10 per cent in total) ======================================

There are FOUR tests of basic concepts together totalling 10 per cent. The questions will be drawn from the first four chapters of the text book: one test for each chapter. Each test consists of 10 multiple choice questions and should take approximately 10 minutes to complete. Students are allowed two attempts at each quiz with the system automatically recording the best attempt. Quizzes should be completed by midnight on the Friday of Weeks 2, 3, 4 and 5. Access to the quizzes is via Moodle. Each quiz can be completed in 10 minutes if you have mastered the reading before beginning the quiz. Note that the time limit is two hours to encourage students to review the text before answering so as to consolidate knowledge.

=== Plan 1 (10 per cent) addresses basic elements of a negotiation plan ==============

This planning process is undertaken for each of the four basic parts of a negotiation plan: Motivations, Core Structure, Execution, and Communication. Each of the basic parts is addressed twice – once when applied in class for a negotiation as a trial run, and then applied by the student in the following week’s negotiation including formal submission for marking. The four basic parts accumulate into the Plan 1. A student absent from any of the classes where a Plan 1 part is to be submitted can submit the missing Part in a later week without penalty by arrangement with the class tutor. All four basic parts must be submitted in class by Week 6.
At classes where a Plan 1 basic part is to be submitted students must bring TWO copies – one for use in that week’s negotiation and a second for submission.

=== Plan 2 (15 per cent) addresses interaction of the parts of a negotiation plan =========

This is a short, but complete formal plan. Students must demonstrate that the basic parts of a formal plan can be made to work together AND NOT CONTRADICT EACH OTHER. Use of references is required (using School’s Harvard in-text referencing) to demonstrate student’s awareness of the role of theory in successful design of a negotiation plan. Note that relying on supposed “common sense” or “conventional wisdom” IS INADEQUATE for a formal negotiation plan.

=== Plan 3 (25 per cent) addresses negotiation planning to satisfy planner’s interests ====

This is a long and detailed plan applied to a complex negotiation scenario with many potentially conflicting elements. Students must demonstrate that THE PARTS of the plan can WORK TOGETHER TO SATISFY THE INTERESTS OF THE PLANNER. Simple “technical proficiency” is inadequate. You must avoid internal contradictions in your plan and ensure a sustainable outcome for all parties.

Assignment Submission Procedure

Plans 2 and 3 and the Take Home Examination must be uploaded to Turn-It-In. Students will be advised in their classes as to whether their tutor also requires a printed copy to be submitted.

There are TWO forms of submission requirement:

Electronic:

Submit an electronic copy of Plans 2 and 3 and the Take Home Exam via the Turn-It-In link on the Course website on or prior to your due date. When submitting your assignment on the course website you are required to declare your work is original, and has not been submitted previously for assessment.

Printed:

Students must bring a printed copy of each plan to class for use in negotiation. Tutors will advise if a SECOND printed copy is required for submission.
In tutorials requiring printed submission students must complete and attach a copy of the School of Management cover sheet, including the word count
Plans 2 and 3 are submitted in class as directed by tutors,
Students must submit the Take Home Exam directly into School of Management assignment boxes located on Level 5,  West Wing or on the Ground Floor, on the northern entrance to the West Wing, Business School Building.

A penalty of 10 per cent per day of the marks available for that assignment will apply for any final take-home exam papers received after the due date.

Late Submission

For information on Special Consideration please refer to the course Policies and Support.

For information on Special Consideration please refer to the UNSW Special consideration procedure:

https://student.unsw.edu.au/special-consideration

And to Business School’s Course Outlines Policies webpage:

https://www.business.unsw.edu.au/degrees-courses/course-outlines/policies

Protocol for Viewing Final Exam Scripts

The UNSW Business School has set a protocol under which students may view their final exam script. Read more about the Business School's final exam script protocol.

Quality Assurance

The Business School is actively monitoring student learning and quality of the student experience in all its programs. A random selection of completed assessment tasks may be used for quality assurance, such as to determine the extent to which program learning goals are being achieved. The information is required for accreditation purposes, and aggregated findings will be used to inform changes aimed at improving the quality of Business School programs. All material used for such processes will be treated as confidential.

Assessment Feedback

Feedback on student performance from formative and summative assessment tasks will be provided to students in a timely manner. Assessment tasks completed within the teaching period of a course, other than a final assessment, will be assessed and students provided with feedback, with or without a provisional result, within 10 working days of submission, under normal circumstances. Feedback on continuous assessment tasks (e.g. laboratory and studio-based, workplace-based, weekly quizzes) will be provided prior to the midpoint of the course.

5. Course Resources

The course-specific textbook

Lewicki, Roy J., Saunders, David M. and Barry, Bruce (2015) Negotiation, 7th Edition, McGraw-Hill/Irwin, New York

NOTE: This contents of this textbook will be available online via Moodle at very considerable saving over the paper version. There will be three options:
.. "SmartBook" subscription which provides all the content of the paper textbook but also includes interactive resources to consolidate and verify the student's understanding
.. an "e-book" subscription which provides all the content of the paper textbook but without the interactive resources
.. free access to the "e-book" but with a limited number of simultaneous users (similar to there being a limited number of copies of the textbook in the Library)
Interesting readings are also to be found in:

Lewicki, Roy J., Barry, Bruce and Saunders, David M. (2015) Negotiation: Readings, exercise and cases, 7th Edition, McGraw-Hill/Irwin, New York.

The electronic versions will be available through Moodle.

There are paper copies of copies of the textbook and supplementary readings in the UNSW Library

Other recommended texts cover parts of the course and provide somewhat different approaches.These are listed below. Most of those out of print are on open reserve in the library. Subsequent listings of these texts appear in abbreviated form to save space.

Fells, R. (2012), Effective Negotiation: From research to results, 2nd edn, Cambridge University Press, Melbourne. (The first edition is also useful)
Fisher, R., Ury, W. and Patton, B. (1991), Getting to Yes: Negotiating an agreement without giving in, 2nd edn, Random House, London.
Kolb, D.M. and Williams, J. (2003), Everyday Negotiation: Navigating the Hidden Agendas in Bargaining, Jossey-Bass, San Francisco.
Lax, D.A. and Sebenius, J.K. (1986), The Manager as Negotiator: Bargaining for Co-operation, Free Press, New York.
Thompson, L. (2012), The Mind and Heart of the Negotiator, 5th edn, Pearson, Upper Saddle River NJ. (Earlier editions are also very useful)
Ury, W. (1991), Getting past No: Negotiating with difficult people, Business Books, London.
Walton, R. and McKersie, R. (1965), A Behavioral Theory of Labor Negotiations, McGraw-Hill, New York,

Academic journals

Academic journals that cover relevant issues extensively and are available in the UNSW library (many of them also electronically) include:

Group Decision and Negotiation; Harvard Business Review; Journal of Conflict Resolution; Negotiation Journal; Organizational Behavior and Human Decision Processes; Research in Organizational Behavior; (MIT) Sloan Management Review.

References in Library Open Reserve

To the extent possible under prevailing copyright law, copies of listed workshop readings have been placed in the Library Open Reserve. Some readings are also available electronically through the Reserve. These listings are selective rather than exhaustive. Students will be expected to demonstrate initiative in locating other reading material relevant to the topics that they have chosen to research.

Use of Library catalogue and the World Wide Web

To identify further research-based articles in refereed academic journals, use:

the references and bibliographies included with the textbook,
the course, author and keyword search facilities available in the main library catalogue,
the ejournal databases accessible via the Library Home Page.

The most useful database is 'ABI/INFORM' available via 'Proquest'. It provides abstracts and, in some cases, full texts of articles published in relevant journals, including some not available on campus. In many cases, it is possible to download articles in from databases.

For additional details on relevant information resources available on campus, see the following publication: Information Literacy Workbook for Organisation and Management, Business School, UNSW.

MoodleThis course uses ‘Moodle’ as its on-line environment. The following information will be available on the Course ‘Moodle’.

The Course Outline;
Links to the SmartBook and eBook;
Additional material linked to the course outline – such as UNSW and Business School policies and explanations of the course’s approaches to teaching and learning
All lecture slides (posted after each lecture is delivered);
Additional information for assessment items;
Other administrative information;
Updates and new information relevant to the course
Links to the four online quizzes
Links to upload written assessment submissions to Turn-it-in

Moodle eLearning support:

To access the Moodle online support site for students, follow the links externalteltsupport@unsw.edu.au.

Additional technical support:  Email: itservicecentre@unsw.edu.au; Ph: 9385 3331

Library information/subject guides etc., including a link.

The website for this course is on Moodle.

6. Course Evaluation & Development

Each semester, we seek feedback from students and other stakeholders about the courses we offer in the Business School. The MGMT3721 teaching team uses students’ course-level feedback, quantitative and qualitative, to guide our monitoring and development of the course. This happens at the end of each semester. It also occurs on a weekly basis as we gather to reflect on what we have witnessed in workshops. We use these experiences to modify our approaches, for example, by emphasising a particular point in lectures, modifying how we run workshops, or our focus in debriefings.

Each semester feedback is sought from students and other stakeholders about the courses offered in the School and continual improvements are made based on this feedback. UNSW's myExperience survey is one of the ways in which student evaluative feedback is gathered. In this course, we will seek your feedback through end of semester myExperience responses.

We also formally research on the effectiveness of the assessment design we have developed for this course. Please see:

Peter Sheldon, Julian Ehrlich and Janis Wardrop, (2012) ‘Enhancing Student Learning in Negotiation Skills: Using Authentic and In-Authentic Assessment Tasks’ Refereed Paper, European Business Research Conference Proceedings, Rome August 16, 2012. Available at SSRN

7. Course Schedule

Week 1: 26 Feb

Activity

Lecture

Topic

Introduction to the Course

Basics of Negotiations

Activity

Workshop

Topic

Assessment/Other

Plan 1 - Form C due (submitted in class)

Perception and cognition

Activity

Workshop

Topic

Simulation: Knight/Excalibur

Week 7: 16 Apr

Simulation: Town of Tamarack / Twin Lakes Mining

Assessment/Other

Return of Plan 2

Week 10: 07 May

Activity

Lecture

Topic

Individual differences

Activity

Workshop

Topic

Simulation: Newtown School Dispute 1

Assessment/Other

Plan 3 due

Newtown 1

teams formed for Board and Union sides
Board and Union teams matched together
Within each team, members create a single team plan

Debrief and examination preparation

8. Policies

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Goals and Outcomes

The Business School Program Learning Goals reflect what we want all students to BE or HAVE by the time they successfully complete their degree, regardless of their individual majors or specialisations. For example, we want all our graduates to HAVE a high level of business knowledge and a sound awareness of ethical, social, cultural and environmental implications of business. As well, we want all our graduates to BE effective problem-solvers, communicators and team participants.

You can demonstrate your achievement of these goals by the specific outcomes you achieve by the end of your degree (i.e. Program Learning Outcomes—henceforth PLOs). These PLOs articulate what you need to know and be able to do as a result of engaging in learning. They embody the knowledge, skills and capabilities that are identified, mapped, taught, practised and assessed within each Business School program.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as outlined in the UNSW Assessment Design Procedure. It is therefore important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the course components and assessments of the courses within your program of study.

Program Learning Outcomes

Undergraduate
Postgraduate Coursework

Knowledge	You should be able to identify and apply disciplinary knowledge to business situations in a local and global environment.
Critical thinking and problem solving	You should be able to identify and research issues in business situations, analyse the issues, and propose appropriate and well-justified solutions.
Written communication	You should be able to prepare written documents that are clear, concise and coherent, using appropriate style and presentation for the intended audience, purpose and context.
Oral communication	You should be able to prepare and deliver oral presentations that are clear, focussed, well-structured, and delivered in a professional manner.
Teamwork	You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility	You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice. You should be able to identify social and cultural implications of business.
Workplace skills (Co-op programs only)	You should be able to conduct yourself in a professional manner in the work environment, communicate effectively in diverse workplace situations and be able to apply discipline knowledge and understanding to real business problems with initiative and self-direction.
Related PLO Documents	View the Undergraduate Honours PLOs (pdf)

Knowledge	You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and professional practice to business in local and global environments.
Critical thinking and problem solving	You should be able to identify, research and analyse complex issues and problems in business and/or management, and propose appropriate and well-justified solutions.
Written communication	You should be able to produce written documents that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Oral communication	You should be able to produce oral presentations that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Teamwork	You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility	You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice. You should be able to identify social and cultural implications of business.
Related PLO Documents	View the Master of Philosophy PLOs (pdf) View the Doctor of Philosophy PLOs (pdf)

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate Capabilities	Business School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.	Critical thinking and problem solving Knowledge Oral communication Research capability Teamwork Workplace skills Written communication
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change	Critical thinking and problem solving Knowledge Oral communication Workplace skills Written communication
Professionals capable of ethical, self- directed practice and independent lifelong learning	Ethical, social and environmental responsibility Workplace skills
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.	Ethical, social and environmental responsibility Oral communication Written communication

The Business School strongly advises you to choose a range of courses that assist your development against these PLOs and graduate capabilities, and to keep a record of your achievements as part of your portfolio. You could use these records for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.

Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.

Plagiarism

UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
Paying another person to perform an academic task and passing it off as your own
Stealing or acquiring another person’s academic work and copying it
Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz: https://student.unsw.edu.au/plagiarism-quiz

Cheating

The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at: https://student.unsw.edu.au/aim.

For UNSW policies, penalties, and information to help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise. For information on student conduct see: https://student.unsw.edu.au/conduct.

For information on how to acknowledge your sources and reference correctly, see: https://student.unsw.edu.au/referencing. If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.

Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website

Workload

It is expected that you will spend at least nine to ten hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of eighteen to twenty hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload

Attendance

Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.

Special Consideration

You must submit all assignments and attend all examinations scheduled for your course. You can apply for special consideration when illness or other circumstances beyond your control, interfere with your performance in a specific assessment task or tasks. Special Consideration is primarily intended to provide you with an extra opportunity to demonstrate the level of performance of which you are capable.

General information on special consideration for undergraduate and postgraduate courses can be found in the Assessment Implementation Procedure and the Current Students page.

Please note the following:

Applications will not be accepted by teaching staff. The lecturer-in-charge will be automatically notified when you lodge an online application for special consideration
Decisions and recommendations are only made by lecturers-in-charge (or by the Faculty Panel in the case of final exam special considerations), not by tutors
Applying for special consideration does not automatically mean that you will be granted a supplementary exam or other concession
Special consideration requests do not allow lecturers-in-charge to award students additional marks

Business School Protocol on requests for Special Consideration

The lecturer-in-charge will need to be satisfied on each of the following before supporting a request for special consideration:

Does the medical certificate contain all relevant information? For a medical certificate to be accepted, the degree of illness and its impact on the student must be stated by the medical practitioner (severe, moderate, mild). A certificate without this will not be valid. Students should also note that only medical certificates issued after physically visiting a registered medical practitioner will be accepted. Medical certificates submitted for Special Consideration should always be requested from a registered medical practitioner that you have seen at a medical practice. Certificates obtained online or via social media may be fraudulent and if relied upon could result in a breach of the UNSW Student Code.
Has the student performed satisfactorily in the other assessment items? To understand what Satisfactory Performance means in this course, please refer to the 'Formal Requirements' section in Part A of your Course Outline

Special Consideration and the Final Exam in undergraduate and postgraduate courses

Applications for special consideration in relation to the final exam are considered by a Business School Faculty panel to which lecturers-in-charge provide their recommendations for each request. If the Faculty panel grants a special consideration request, this will entitle the student to sit a supplementary examination. No other form of consideration will be granted. The following procedures will apply:

Supplementary exams will be scheduled centrally and will be held approximately two weeks after the formal examination period.

Supplementary exams for Semester 1, 2018 will be held during the period 14 - 21 July, 2018. Students wishing to sit a supplementary exam will need to be available during this period.

The date for all Business School supplementary exams for Summer Term 2017/2018 is Wednesday, 21 February, 2018. If a student lodges a special consideration for the final exam, they are stating they will be available on this date. Supplementary exams will not be held at any other time.
Where a student is granted a supplementary examination as a result of a request for special consideration, the student’s original exam (if completed) will be ignored and only the mark achieved in the supplementary examination will count towards the final grade. Absence from a supplementary exam without prior notification does not entitle the student to have the original exam paper marked, and may result in a zero mark for the final exam.

The Supplementary Exam Protocol for Business School students is available at: http://www.business.unsw.edu.au/suppexamprotocol

For special consideration for assessments other than the final exam refer to the ‘Assessment Section’ in your course outline.

Protocol for Viewing Final Exam Scripts

The UNSW Business School has set a protocol under which students may view their final exam script. Please check the protocol here.

Given individual schools within the Faculty may set up a local process for viewing final exam scripts, it is important that you check with your School whether they have any additional information on this process. Please note that this information might also be included in your course outline.

Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations.
Level 1, Room 1035, Quadrangle Building.
BUS.EQS.Consultations@unsw.edu.au
02 9385 4508

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Educational Support Service
Educational Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
externalteltsupport@unsw.edu.au
02 9385 3331

UNSW IT
UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
itservicecentre@unsw.edu.au
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
disabilities@unsw.edu.au
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
counselling@unsw.edu.au
02 9385 5418

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Accreditation

MGMT3721 Negotiation Skills - 2018

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1. Course Details

Summary of Course

Teaching Times and Locations

Course Policies & Support

Course Aims and Relationship to Other Courses

Relationship of this Course to Other Course Offerings

Student Learning Outcomes

2. Staff Contact Details

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

Learning Activities and Teaching Strategies

The Role of Lectures: Where you learn about developing your negotiation skills

The Role of Workshops: Where you learn to develop your negotiation skills

There are two forms of preparation: reading and preparation for the role-plays.

4. Assessment

Formal Requirements

Assessment Structure

Assessment Summary

Assignment Submission Procedure

Late Submission

Protocol for Viewing Final Exam Scripts

Quality Assurance

5. Course Resources

The course-specific textbook

Academic journals

References in Library Open Reserve

Moodle eLearning support:

6. Course Evaluation & Development

7. Course Schedule

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