ADMS 2320 Chapter Notes - Chapter 3: Organizational Culture
30 Apr 2018
School
Department
Course
Professor
ADMS 2320 Chapter 3 Notes – Summary
Introduction
• As a literature reie oluded, oe are ore relutat to iitiate
negotiations, and when they do initiate negotiations, they ask for less, are more willing
to accept [the] offer, and make more generous offers to their negotiation partners than
me do.
• A 2012 study of MBA students at Carnegie-Mellon University found that male MBA
students took the step of negotiating their first offer 57 percent of the time, compared
with 4 percent for female MBA students.
• The net result?
• A $4000 difference in starting salaries.
• However, the disparity goes even further than that.
• Because of the way women approach negotiation, other negotiators seek to exploit
female negotiators by, for example, making lower salary offers.
• As a result, feale egotiators otain poorer individual outcomes than male
negotiators do, and two women negotiating together build less total value than do two
ale egotiators.
• This is ot a fi the oa prole for to reasos.
• First, as is the case with any stereotype that has some validity, we always find individual
variations.
• There are average differences between men and women in negotiation, but this hardly
eas that eer a’s ehaiour is ore assertie tha eer oa’s i egotiatio.
• Second, some men hold a gender double standard—when women behave
stereotypically, men are more likely to take advantage of the cooperative behaviour
• When women behave assertively, their assertive behaviour is viewed more negatively
than if the same behaviour were demonstrated by men.
• So what can be done to change this troublesome state of affairs?
• First, organizational culture plays a role here.
find more resources at oneclass.com
find more resources at oneclass.com
