Document Type : مقالات
Authors
faculty member
Abstract
1- INTRODUCTION
Today’s widespread use of organizational negotiations led many managers to exert obsessive-compulsive reactions such as fear of negotiation. According to previous research, managers may perceive a single phenomenon differently. Therefore, one of the main concerns of scholars is to know the managers' perception of the negotiation phenomenon. In this regard, an important issue is that individuals’ perception of organizational situations is not necessarily consistent with reality; interpretation of reality may be different from reality itself. Therefore, the main purpose of this study is to know how managers perceive the organizational negotiation phenomenon. To do so, it is to identify and categorize their negotiating experiences to reach a deeper understanding of this phenomenon.
2- THEORETICAL FRAMEWORK
There are various definitions of negotiation, all of which convey the same concept in a different way. According to a common definition, negotiation refers to a dialog-based process that is accomplished to solve a problem or achieve an agreement on common interests in such a way that satisfies all parties. As defined in the Merriam Webster dictionary, negotiation is the act or process of negotiating with the other party to reach an agreement on the issue at hand. Thompson considers negotiation as a decision-making process among individuals which is sometimes necessary to reach the organizational goals. Bazerman and Moore suggest that negotiation may occur when two or more parties need to do common actions but have different priorities and preferences (Buettner, 2006).
3- METHODOLOGY
This present study utilized the phenomenography method. The statistical population was comprised of expert marketing managers at Toos Industrial Town of Mashhad and sample members were selected by conducting a non-probabilistic purposeful sampling. To identify descriptive categories from interviews, they were written down and processed through theoretical coding. Obtained data were analyzed repeatedly to ensure that extracted categories are most consistent with interviews' content. Finally, descriptive categories incorporated in a wider framework called result space. In each step, first, descriptive categories were designed, and then, their inclusiveness and exclusiveness were examined with respect to the fields and codes resulted from analyzed interviews.
4- RESULTS & DISCUSSION
Different perceptions of the under-study phenomenon were identified and presented in 6 separate descriptive categories and 3 levels of perceptual complexity. At the first level of perceptual complexity i.e. the individual level, there is a descriptive category referred to as self-promotion. In this category, the phenomenon of negotiation was determined to have a direct effect on the relationships, so that increases the emotional weight of individual communications. In addition to increasing the quantity and quality of interpersonal communications within the organization, increasing trust in personal relationships has been experienced. The focus of this category is on “fruitful relationships” and “trusted relationships.” The second level of perceptual complexity i.e. the organizational level encompasses 4 descriptive categories entitled unethical tricks, social networks, positive networking, and reinforcing the human role. At the third level of perceptual complexity i.e. the social level, there is one descriptive category. This level represents the negotiation-averse behaviors and negotiation occurs in the context of social culture. This culture does not have the capacity to solve problems through negotiation and the vast majority of behaviors are dominated by boredom and impatience.
5- CONCLUSION & SUGGESTIONS
Based on the obtained results discussed above, practical and research implications are presented as follows:
(A) Based on the descriptive category of negotiation-averse culture, it is necessary for supervisors to examine this undesirable perceived image of organizational negotiation, and given the organization’s social responsibility, make needed changes in all the organizational levels and even in the employees’ families.
(B) It is recommended that managers pay attention to the collective consciousness of the organization members about the importance of negotiation in line with adopting new technologies. Hence, managers can better plan both training and using the negotiation.
(C) In the interpretive researches on the organization most of which are based on observation and interview for data gathering, individuals do not usually express their lived experience without distortion. Therefore, it is suggested that other researchers do the same research using another qualitative method and compare the results.
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