What are the pros and cons of following your advice?

Read the scenario and provide your own response to the question “What should I do?” asked at the end of the paragraph. Better responses will be specific (i.e., providing detail beyond “Tell” or “Don’t Tell”), and will include the reasoning behind the advice. I have an opportunity to buy the property of my dreams. The problem is that the elderly couple who have lived there for more than 40 years love the house and assume that I will maintain it. I intend to tear it down and build a more modern house on this beautiful property. If I reveal my plan, they may refuse to sell me the house and the land. What should I do? Describe the implications of your response. What are the pros and cons of following your advice? Is your recommended course of action likely to be seen as ethical or unethical by others? Using the material we discussed in class (i.e., the SINS scale), discuss how your own ethical perspective may shape your recommendation, and whether others generally will or will not share your view. Tyler has received a job offer and is negotiation his salary with the recruiter. This is a great job! Even though Tyler doesn’t have any other offers right now, he decides to cancel several upcoming interviews. Before the negotiation, Tyler conducts a lot of research about the company and the industry and feels confident that he know the market and the pay scale for the position. The recruiter opens the negotiation =by offering Tyler a very low salary (compared to market average) of $40,000 a year. Other than focusing on how bad of an offer it is, Tyler immediately makes a counter offer of $60,000. The recruiter tries to add more issues to the table, such as starting date and location, but Tyler decides to only discuss salary for right now because he doesn’t want to make things too complicated. Tyler asks the recruiter why the salary offer is so low, and the recruiter response that they’ve been burned in the past by individuals who enter the firm with lucrative contracts, but how performance doesn’t meet expectations. Tyler is convinced that he will be a very effective employee and a good fit for this position. It is clear that the two negotiations have different expectations about Tyler’s performance. Instead of continuing to negotiate about it, Tyler proposes a solution. He will enter at a lower salary, but will have a performance review in three months (rather than the usual 6 months). If he is performing as promised, he will receive a significant raise. However, if he isn’t performing quite as well as he expects, his (low) salary will remain the same. The recruiter agrees, and Tyler signs the contract. Using course concepts, list at least three good moves made by Tyler: 1. Answer: 2. Answer: 3. Answer: Using course concepts, list two poor moves made by Tyler: 1. Answer: 2. Answer: Melanie is in talks with her employer for a pregnancy discrimination claim. Her employer has offered her $20,000 as a settlement. Melanie has assessed that her compensation would probably be between $30,000 and $35,000 if she went to court and won her case. Her case is reasonably strong. Her employer says she was dismissed because of poor performance at work but hasn’t provided any evidence of this and Melanie thinks it was about her pregnancy and not performance. She would rather not go to court because she would find it stressful, especially with a new baby and the cost of hiring an attorney without having a job right now. Even though she doesn’t want to go to court she is prepared to do so. She decides she would rather carry on with the case than accept the $20,000 but would be prepared to accept $25,000 if the employer offers that now to close the case This would go a long ways to buying the baby things she needs and to set her up for a year with the baby. Answer the following questions, what is Melanie’s; 1. BATNA 2. Reservation Price 3. Negotiation Zone 4. List 3 other things that Melanie should also negotiate on besides a settlement for money 5. If Melanie were to stay with this company, think about the employer’s side of things, is there anything she could use to persuade them to settle in your favor Jack is an older manager and has noticed over the past few years, employees who have joined his firm directly from undergraduate and graduate programs have seemed to him like creatures from a different world. In particular, they don’t expect to have to struggle to get ahead, and they don’t take criticism well. As compared with the baby boomers or the Generation Xers who followed, many members of the Millennial Generation—adults born after 1981 who have been entering the workforce since 2000—seem to approach work life with a sense of entitlement, a craving for praise, and an expectation that they will ascend the organizational ladder quickly. More seasoned supervisors are sometimes taken off-guard by these young upstarts. For example, efforts by law firms to slow the attrition rates of young associates by raising base pay and increasing bonuses have had little impact, Alex Williams of the New York Times reports. In response, some firms have unveiled new approaches to keeping Millennials satisfied. These range from “happiness committees” that offer candy apples and milkshakes to concerted efforts by partners to thank and commend associates for their hard work. Negotiating with Millennials can be challenging, but keep in mind that this generation of workers is a highly motivated, creative, and fast-thinking group. How can Jack negotiate with them in a way that will be effective, while keeping them happy and Jack sane? How does Jack create a Win-Win situation with the new hires?