MGMT 448 Blog Posts

The lesson that has had the most significant impact on me during this course is the significance of negotiation during the job application process. Before taking this class, I saw job offers as things you accept or decline. I understand that the offer stage is key to promoting oneself, aligning expectations, and building a foundation for long-term job satisfaction and success.

Negotiation is more than simply asking for more money. It’s a strategic discussion on the value and expected pay in this context, each value the candidate brings, and the price the hiring organization offers. This includes salary, benefits, flexibility, beginning date, responsibilities, and improvement opportunities. I found the most critical part of this class was learning to approach conversations effectively by preparing, understanding both sides’ interests, and framing requests to create mutual value.

One key takeaway became the distinction between distributive and integrative negotiation. Distributive negotiation is a win-lose state of affairs, such as splitting a fixed salary pool, whilst integrative negotiation seeks win-win outcomes by figuring out shared interests. In job applications, this means going past just asking for a higher income to exploring methods each facet can benefit. A hiring mistake on the employee’s side may significantly negatively impact their base salary (Smart & Street, 2008, p. 12). For instance, in preference to saying, ‘I need $10,000 more,’ a candidate may say, ‘Based on the market rates and the scope of the function, I consider a higher beginning revenue might reflect the value I bring to your organization. I’m excited about contributing to your goals, specifically in this area, and I would like to know how we can make this a successful mutual relationship.’

I also discovered the importance of anchoring in salary discussions. The first quote often defines the tone of the entire negotiation. For external recruiters, relying on general facts is better than being too specific to the organization (Smart & Street, 2008, p. 44). Through marketplace research, applicants can propose a competitive, well-thought-out salary estimate that displays enterprise standards, corporation size, and geographic location. Presenting these records confidently demonstrates professionalism and preparedness.

Equally critical is the ability to listen and adapt. Effective negotiators don’t just make demands; they ask questions, gauge the enterprise’s flexibility, and look for creative answers. Sometimes, an agency may not budge on income; however, it may provide additional holiday and remote work opportunities. Recognizing those trade-offs allows candidates to maximize what they provide holistically.

I value this lesson as it is bound to help me as I join the workforce. I used to fear negotiation, wondering if it might come off as ungrateful or volatile. Now, it is an essential part of expert existence, an opportunity to set up a truthful, efficient, and respectful courting with a business enterprise. It’s no longer about disagreement; it’s more about clarity and self-belief.

I’ll approach task negotiations as both an applicant and a professional participant in future engagements. That mindset shift is the key takeaway from this comprehensive and educational course.

Works Cited
Smart, G., & Street, R. (2008). Who: The A method for hiring. Ballantine Books.

• What am I good at?

I am effective at working with others and establishing solid team relationships. My patience enables me to listen well, hear people out, and facilitate groups in reaching agreed-upon goals. According to Chamorro-Premuzic, Recent research shows that about 76% of organizations with more than 100 employees rely on assessment tools such as aptitude and personality tests for external hiring (01). I also possess a strong sense of order and accountability, enabling me to handle tasks professionally and assist others in project management.

• What do I value?

I am a firm believer in teamwork and collaboration. We all bring our special abilities and can make a difference if we all work together in a supportive setting. I also believe in learning and personal development, particularly learning that improves my communication and leadership skills.

• How did I get here?

I got interested in project management when I understood how much I like coordinating tasks and assisting individuals in collaboration. After learning that Oregon State had a project management discipline and an MECOP internship program, I felt like it was the perfect fit. That decision allowed me to dig more into this area and gain experience.

• Where am I going?

Continuing my path, I envision myself developing further in project management following graduation. I want to enhance my skills in leadership further, gain practical experience, and seek out positions that allow me to support teams and deliver practical projects. I aim to establish a purposeful and sustainable professional path in which I am challenged and enriched.

Works Cited

Chamorro-Premuzic, Tomas. “Ace the Assessment.” Harvard Business Review, July 2015, hbr.org/2015/07/ace-the-assessment.

After completing the IPIP personality test, my answers provided a detailed summary of my stance on the five broad dimensions of personality. I scored high for Openness to Experience, an indicator that I am imaginative, interested, and open to new thinking and perspectives. I enjoy being innovative and open to change, and it best suits me for adaptive work conditions requiring innovation or adaptability. I scored exceptionally high for Conscientiousness, which shows that I am organized, dependable, and goal-focused. I am responsible for my duties and will likely meet deadlines, fulfil commitments, and work diligently under little supervision. I scored mid-range for Extraversion, which reflects that I enjoy being social and working together, but also enjoy alone moments and being effective independently. This makes me flexible enough to work in a team or on solo assignments. I scored high for Agreeableness, which reflects that I am cooperative, empathetic, and considerate. I prefer agreement, so I go beyond what one would expect to support colleagues or peers. I scored mid-range for Neuroticism, which reflects that I may be tense or concerned under pressure, but still manage overall emotional stability. Although the trait suggests that I may be sensitive and reactive to feedback at times, the same indicates I am aware of emotions and can learn to adapt. The tests helped reinforce my interpersonal abilities and document areas I can still develop based on a helpful insight into how I can work within different work environments.

An employer reviewing my personality test scores would likely notice many strengths and only a few areas for improvement. One major strength is my high score for Conscientiousness, which shows I am reliable, organized, and industrious. This is something employers would find beneficial, as it demonstrates strong attention to detail, the wise use of one’s own time, and steady pursuit of desired outcomes, skills required for work that involves independence and self-reliance.

Another strength is my high Openness to Experience, which confirms that I am creative, adaptable, and receptive to novel solutions. This serves me exceptionally well for work environments that are changing or innovative, as it indicates I can exercise my thinking and provide fresh solutions. A high Agreeableness would also be an attractive quality for employers, suggesting that I am cooperative, compassionate, and a team player. These social skills are essential for working on teams and team-building, conflict resolution, and boosting team morale.

Being at my middle level of Extraversion means I effectively work within teams and alone when working individually. I can work together with clients or colleagues when called for and still successfully work on activities requiring alone or intense focus. Having this flexibility is an asset for hybrid or flexible jobs.

However, my high Neuroticism can be seen as a weakness. Employers can see that I am too likely to be stressed or doubt myself under pressure. While it makes me sensitive to my feelings, it could be seen as an indicator of needing more support or training for coping with pressure and resilience. Alternatively, it may be something I can work on and be proactive when under pressure. The results indicate that I am a dependable, creative, and teamwork-oriented worker with high potential, mainly when supported to be exceptional under high-stress conditions.

The gap between average and peak performance is significant in employee hiring decisions. I would hire Jaime if I owned the company in the scenario described. In isolated circumstances, there is the possibility that Avery will outperform Jaime, but predictable performance is a much more stable and desirable result in most work environments. Having Jaime perform proficiently daily offers enhanced planning, less disruption, and a more stable team environment.

Of course, there are certainly some jobs where it is more beneficial to hire someone like Avery. For example, breakthroughs matter over and above day-to-day performance in jobs requiring creativity and innovation, such as product designer, advertising creative director, and startup strategy. Jobs requiring creativity may require the human resource team to look beyond academic qualifications. In those roles, breakthrough thinking and high-impact outcomes can be the ticket to their rewards that don’t always come with great regularity. In those cultures, Avery’s occasional greatness can result in huge wins that far outstrip the cost of unimpressive day-to-day performance.

Jaime is best suited to routine and accuracy-based jobs, such as data entry clerks, assembly-line technicians, and payroll administrators. Such tasks require a steady hand and absolute accuracy. They also need accuracy and consistency coupled with good academic qualifications. Mistakes cost money, and having a good producer ensures smooth operations. In those jobs, Jaime’s consistency is not just preferred; it’s paramount.

Maximal vs. typical performance lets you put the right individual to the right job. While Jaime has promising talent, Avery’s consistency is the more favorable fit for most business uses. It’s not a matter of bringing in talent; it’s a matter of predictable performance in context. This makes the selection between the two candidates based on different factors across the board.

a) Summarize what is your brand as a potential employee.
My future professional persona as an employee is defined by my value proposition of blending professional judgment with analytical insights and communication. I will approach barriers with compassion and a stakeholder-focused mindset, making sure answers are human-centered and operational. My proficiency at building and dissecting Excel-based optimization models and applying financial-reporting best practices equips me for dealing with real-world, fact-based challenges. Additionally, my background in conducting qualitative research and distilling input from several sources has made my problem articulation and facilitating collaborative results more polished. While I become meticulous to a double-check level when high stakes are involved, this trait demonstrates my commitment to accuracy and continued learning. My interdisciplinary background, healthcare, business systems, and information research, allows me to deliver implementable strategies with backing provided by organizational goals and stimulating innovation.

b) Describe how you would present yourself in a novel and creative situation wanted ad if necessary.
To translate this brand into a novel ‘situation wanted’ ad, I would title my pitch ‘Seeking Role: Interdisciplinary Connector & Analytical Problem-Solver.’ The ad would open with an average organizational problem description, e.g., inefficiencies in cross-functional team operations, and introduce myself as its solution. I would then give a strategic analysis illustrative example: development of an Excel optimization model for a recycling facility to recommend low-cost growth with maximum balance among capacity and public health impact considerations. I would give an illustrative example for stakeholder engagement, outlining how I managed library-instruction research focus groups and condensed feedback into a pedagogical framework that the institution adopted. I would then give an illustrative example of negotiation success, outlining how I applied integrative negotiating techniques to resolve conflicts over resources, negotiating mutually rewarding outcomes with stakeholders.

I would post this ad as an in-depth LinkedIn article referencing relevant industry and professional groups, e.g., Healthcare Analytics and Operations Research Network. I would then develop a concise variation for specialist Slack communities, e.g., HealthTechHQ, DataOps Collective, and develop a 60-second animated video pitch highlighting my three key services. Leveraging narrative storytelling, real-world examples, and cutting-edge formats on various websites, this approach would distinctively speak to my values and resonate with forward-thinking employers.

I would also employ targeted email outreach to send personalized pitches to hiring managers at suitable companies in my area of expertise. I will collaborate with specialty podcasters and webinar panellists to speak on actual situations, building my business, and showcasing my expertise.

My Application for the Project Delivery Coordinator position at Jacobs was greatly influenced by the job description. The job announcement clearly outlined responsibilities and needs for the job, making me assess whether my project coordinator background would be appropriate. Key elements such as supporting project teams, managing communications, overseeing administrative activities, and coordinating with clients, as well as sub-consultants, aligned with my previous work in project coordination; thus, I considered applying.

Once I began working, I realized that many of the responsibilities indicated in the list matched with the reality of the work. The necessity to help project/program managers create reports and contribute to budget tracking was an integral part of my day-to-day tasks. I also appreciated how being independent was in the job description since most of my activities involved working independently with different things to be done, something that I used to struggle with, but ultimately enjoyed.

Differences also existed. The job description involved such tools as Oracle reports, Excel, and MS Project. Greater emphasis was placed upon project life cycle proficiency and client relationship development than I had anticipated from the beginning. I had experience in some processes of project life cycles, but needed to learn more processes and more technical tools of fiscal management. This was more detailed than I had originally thought from the job description. The job description represented overall responsibilities accurately, but day-to-day aspects of the position evolved as I learned through hands-on experience. The job description provided me with an understanding of expectations, but the fine lines in day-to-day operations did not become apparent until I adapted to the job.

This week’s scenario caused me to think seriously about what matters to me in the organizations that I support and wish to work for. If I encountered a news article that my preferred company was engaging in a public lawsuit for systematic discrimination of individuals based on racial or faith affiliation that I identify with, it would definitely change how I perceive the company. This would significantly reduce my interest in the company.

It would result in a feeling of personal betrayal. As a person who holds dear the principles of fairness, inclusion, and respect, it would cause me doubt as to whether or not their public image was ever true. Fairness and inclusion are key defining features for a productive employment environment (Smart and Street 18). I would suspend my support, financial and social, until I knew how the company handled it. Was it dismissed or denied? Or did it accept responsibility and bring actual change?

From a hiring perspective, it would significantly affect my choice of whether or not to apply for a position there. A discriminatory workplace environment is contrary to my own ethical beliefs and would also affect my feelings of safety, belonging, and professional development. A discriminatory workplace significantly affects employees’ productivity (Smart and Street 14). I would need to find visible, quantifiable steps towards change before considering them as a potential employer. These changes ought to incorporate diversity training, leadership turnover, and open hiring practices.

This situation highlights how critical organizational accountability is. Discrimination is not to be dealt with as a public relations issue; it is a people issue. We, as future managers and workers, are charged with aligning our behavior with ethical decision-making and inclusive leadership. Organizations that refuse to abide by these expectations risk eroding trust, talent, and lasting success.

Works Cited
Smart, Geoff, and Randy Street. Who: Solve Your #1 Problem. Ballantine Books, 2008.

Even though recruitment and selection are paramount when it comes to establishing a robust team, more finances are typically allocated towards product development and marketing programs. This is often the case in organizations. The reason for this lies in the fact that these actions yield immediate financial dividends. This is in terms of generating revenues as well as competitor positioning. Without a sound product or brand, even highly efficient employees may not be able to bring success in the company.

For example, startups and small businesses are keen to introduce the brand in an interesting way while marketing in an attempt to become popular and attract clients. New-product design investments may also make a company a market leader as well as become durable over a long period of time. With optimum recruitment, though, poor product assortment and poor marketing placement can be controlled.

Although this deprioritization of selection and recruitment has its disadvantages, it has its advantages. One of them involves accelerating short-term growth by focusing on new market expansion, technological development, or customer experience. It also allows organizations to become agile and easily react to innovation in the industry without having to wait through long recruitment processes.

The negative aspect, however, of not placing emphasis on recruitment and selection is volatility on a long-term basis. The wrong personnel can lead to reduced productivity and low worker satisfaction. Organizations with low-quality staffing plans risk having skill shortages, hence compromising their ability to deliver effectively on overall business objectives.

Recruitment and selection are important but also require appropriate balancing with other business goals. Businesses must take a strategic recruitment approach where recruitment decisions are taken with forethought regarding overall corporate objectives as well as keeping requirements of innovation, financial viability, and business rivalry in the marketplace into consideration.

My most recent application was for a Project Coordinator position. It started with an application over the Internet, where I was requested to submit my resume, cover letter, and supporting documents. I was impressed by just how accessible the application site was and how well it was organized, so it was an easy thing to post my details. A week later, I was invited for an interview. It gave me a very favorable first impression about how well-run the organization was.

The interview was highly structured and professional in nature. The interviewers asked thoughtful questions about my background in project management, my experience working with projects. A well-articulated process enhances hiring process (Smart and Street 11). This is evident, as it was clear that they valued both qualifications and character greatly. The interviewers also candidly explained job responsibilities and remuneration. This returned to me the assurance that they had a well-articulated selection process.

This was a significant factor in forming my impression of the company and my willingness to apply. The company’s performance in achieving this with respect to communicating promptly and following a systematic process illustrated to me that it respected applicants’ time. I further demonstrated that the company valued systematic and proactive staff in its hiring and management process.

The method of hiring adopted by the company brings out the critical nature of hiring in companies. According to Smart and Street (10), a confusing or amateurish recruitment process can ward off quality candidates as while a proper strategy draws them in to apply. My own experience highlighted the need to provide transparency, speed, and clarity in during the selection process. This determined my interest in working in this job post. The whole process increased my morale and motivation to work in the organization.

Works Cited
Smart, Geoff, and Randy Street. Who : The a Method for Hiring. Ballantine Books, 2008, pp. 9–12.