Negotiation skills are something that no executive's toolbox is complete without. This course is a skill-building experience in negotiation. While exploring the major role that negotiation dynamics play in their personal and professional lives, participants will improve their own negotiation skills, allowing them to act consciously and skillfully in tough situations. Participants will also learn to recognize negotiation situations in everyday life and to use them as training-grounds to continue to improve their skills. The learning format includes interactive lectures and role-playing exercises, both in class and online, in which participants will experience negotiations - not as onlookers, but as active parties.
Negotiation Skills (MGMT 521)
2021 Spring
Sabancı Business School
Management(MGMT)
1.50
3
Mahmut Bayazıt mbayazit@sabanciuniv.edu,
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English
Doctoral, Master
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| Programs\Type | Required | Core Elective | Area Elective |
| Leaders for Industry Industrial Engineering - Non Thesis | * | ||
| MBA - Non Thesis | * | ||
| MBA - Non Thesis | * |
CONTENT
LEARNING OUTCOMES
PROGRAMME OUTCOMES
1. Develop the ability to use critical, analytical, and reflective thinking and reasoning 5
2. Reflect on social and ethical responsibilities in his/her professional life. 5
3. Gain experience and confidence in the dissemination of project/research outputs 1
4. Work responsibly and creatively as an individual or as a member or leader of a team and in multidisciplinary environments. 2
5. Communicate effectively by oral, written, graphical and technological means and have competency in English. 4
6. Independently reach and acquire information, and develop appreciation of the need for continuously learning and updating. 2
1. Develop, interpret and use statistical analyses in decision making. 1
1. Demonstrate an understanding of main functional areas of management. 3
2. Develop the ability to integrate and apply business knowledge in novel situations. 4
3. Understand the global and local business context and incorporate cultural context and complexities into their managerial practice. 4