...NEGOTIATION ARTICLE ANALYSIS & CRITICAL REVIEW SIX HABITS OF MERELY EFFECTIVE NEGOTIATORS SUBMITTED ON 15 MAY 12 INTRODUCTION Negotiation happens whenever parties with different interests and perceptions depend on each other for results. Negotiation is often described more as an art than a science. Invariably, in any field of study, when comprehension gets too difficult for the student of the area of study, it is common to refer to the subject more as an art than science, as if in excuse for the failure to master an area that has too much in the realm of the abstract. Negotiation is definitely an art and a science, an art because it needs mastery and intuitive capability to utilize the right skills at the right time. But there is a science and logic behind every skill that has to be put into play, to succeed as a successful negotiator. The most obvious sign of mastery of the art and science of negotiation would be that in the end, all the parties in the negotiation walks away with a genuine sense of happiness that they got more than what they came for. Succinctly put, a good negotiation is one where, you get the other guy to choose what you want – for his own reason. In any negotiation, every side has two options, either to accept a deal or take its best no deal option. The job of a negotiator is to persuade the other side to accept a deal which is better than the no deal option of both the sides. The other side needs to choose in its own interest, which at the...
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...Managing Negotiation Introduction From reaching an agreement with a large client to bargaining for a higher starting salary, the ability to negotiate effectively is a critical component of success in business. One fundamental aspect of a negotiation is if it will be approached as distributive bargaining or as an integrative negotiation. Distributive bargaining is a competitive, zero-sum negotiation in which there are a limited amount of resources available, while integrative negotiation takes place when “the parties’ goals are not seen as mutually exclusive and in which the focus is on making it possible for both sides to achieve their objectives” (Nelson and Quick 2009). For example, a dispute over land would necessitate distributive bargaining, whereas a partnership between two firms to buy and sell a product could be made through integrative negotiation. The process of two or more parties reaching a joint decision is influenced by a variety of factors. In analyzing business negotiation, we will first give an overview of past scholarly research on the topic, and then explore more current mental models of negotiation. We will also examine the possible hurdles to reaching agreements posed by cross cultural differences, particularly between American and Chinese business people. Finally, we discuss the relative importance of BATNAs (Best Alternative to Negotiated Agreement) and contributions in the bargaining process. History of Negotiation Research In the 1960’s...
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...One: 1.B 2.D 3.A 4. 5. 6.B 7.B 8.D 9.A 10.D Part Two: 1. Define Communication. How can you classify Communication? Ans: Communication is the process where the one person is expressing his or her idea and the other one is listening to the idea being expressed by the one who is talking. That is how you define communication. When this results to have an understanding to both of them, therefore there is already a communication. In other words, when a person is talking, the other person should listen so that he will understand to what the other person is talking about. When a person talks and nobody listens, then there is no communication happening because there is no understanding. The people just heard what the person in front of them is talking but they do not listen to it well that is why they do not understand about the topic. I will give you further examples for you to understand what communication is. There is a seminar for teachers at the school gym. All of the teachers of the school attended the seminar. Knowledgeable personnel were invited to talk in front of the teachers to discuss to them the new method of writing an effective lesson plan. While the personnel are talking in front, his audiences were not listening to him carefully. The teachers are not listening well. So, no communication is happening to the people in the gym. How will the teachers know the new method of writing an effective lesson plan if they will not listen to...
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...Negotiation Skills in the Classroom: A Case Simulation Maureen Hannay Troy University ABSTRACT Effective negotiation skills are required in all positions and at all levels of modern organizations. Employees in the human resources department utilize these skills on a daily basis when they deal with such items as new hire packages, salary increases, performance issues, labor contracts, and terminations. Research indicates that by using practical, real-life simulated negotiation scenarios, learners can develop more effective negotiating skills. This paper introduces a case where students can be assigned to a management team or a union team to negotiate a mock collective bargaining agreement. Guidance is provided on how to apply the case in the classroom and facilitate the discussion at the conclusion of the exercise. INTRODUCTION Employees in every organization utilize negotiating skills on a daily basis. From negotiating deadlines and workloads to prices of supplies and contracts with unions, negotiations range from the small and mundane to the large and exceptional. A company with effective negotiating capabilities can gain a competitive advantage, reduce costs, increase profits and improve relationships (Masters, Albright & Irr, 2003). When identifying the ten managerial roles that leaders perform to accomplish organizational objectives, Mintzberg (1973) classified the role of “Negotiator” as one of the essential decisional roles that must be executed by managers. Human Resource...
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...which of the four key temperaments do you think your comments and behaviors most clearly displayed? 3. Do you agree with each other's self and other assessments? not, why do you think you see the behaviors differently? If rffib PERToRmHcE CoMPEiENct Es FoR THts CHnprER o e To understand communication as a Process To learn rules for effective iistening and speaking in "lt is a greal misfortune neither r o o o negotiation To learn communication filtering techniques for negotiation To recognize signs of destructive conflict in negotiation and what to do when they arise To learn to watch body language in negotiation To be cautious in written and electronic negotiation lo have enough wit to talk well nor enough judgment to be silenl." La BruYere 85 86 ChaPter 6 ' Communicating in Negotiation 87 tion is essential for negotiating success. The opening quotation summarizes the essence of negotiation communication. your goal shouldbe to say the right things in the right ways at the right times and to hear. what you say must be understood as you iniend it to be effective. saying the right things in the right ways is necessary for your message to be understood. Hearing the othei parties is neiessary for you to say the right things at the right timei. Communi- Do you communicate when you speak, or do you just make noise? Is what is written here communication, or just noise? Communica- soltrce encoding, the channel...
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...North Borneo University College Assignment 1 Principles of Management Course Code : MGT 1401 1.1 Introduction Management is an organization and coordination of the activities of a business in order to achieve defined objectives.Management is often included as a factor of production such as machines , materials or money. Besides that, basic task includes both marketing and innovation.Management consists of the interlocking functions such as organizing,planning,controlling and leading an organizations resources in order to achieve the objectives of that policy. The person who is responsible for running an organization is a manager or director. They make decisions,allocate resources , directing the work or activities of others and taking corrective action when necessary.It is more important for the manager to know how to manage the workers than to know how to do their work well. Furthermore, the managers must manage the organization effectively , so that they will be able to detect and locate problems to be solved.In the other way , manager will be enable to asses future and make plans for it to attain its goal. 1.2 What do Managers do ? * Interaction A manager should be able know how to interact well with others.Interaction through business means transaction between employees, customers, partners, and suppliers. It is to improve their leadership skills...
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...African Journal of Business Management Vol.6 (22), pp. 6456-6464, 6 June, 2012 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.2673 ISSN 1993-8233 ©2012 Academic Journals Review Key issues in cross-cultural business communication: Anthropological approaches to international business Tian Guang* and Dan Trotter Shantou University, Shantou City, Guangdong Province, Southern China. Accepted 8 March, 2012 Cultural factors have long been known to influence the communication and success potential of competition. Cultural awareness shapes how business firms behave in cross-culturally reflected international markets. It is broadly recognized that cultural factors act as invisible barriers in international business communications. Understanding cultural differences is one of the most significant skills for firms to develop in order to have a competitive advantage in international business. This paper probes some key elements of cross-cultural issues in international business communication and provides a framework for creating competitive advantage for firms engaged in international business. Culture affects many aspects of international business communication. It impacts free trade policies, localization and standardization strategy decisions, advertising, brand effectiveness, business relationships, international business management, international marketing, international negotiation, and consumer behavior. Seven themes are suggested as guidelines...
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...business negotiating style in Sino-Western business negotiations in business-to-business markets involving large industrial projects from a social cultural point of view. Design/methodology/approach – A conceptual approach developed from personal interviews. Findings – This study reveals that the Chinese negotiator does not possess an absolute negotiating style but rather embraces a mixture of different roles together: “Maoist bureaucrat in learning”, “Confucian gentleman”, and “Sun Tzu-like strategist”. The Chinese negotiating strategy is essentially a combination of cooperation and competition (termed as the “coop-comp” negotiation strategy in this study). Trust is the ultimate indicator of Chinese negotiating propensities and role choices. Research limitations/implications – The focus of this study is on Chinese negotiating style shown in large B2B negotiations with Chinese SOEs. Originality/value – Differing from most other studies on Chinese negotiating style which tend to depict the Chinese negotiator as either sincere or deceptive, this study points out that there exists an intrinsic paradox in Chinese negotiating style which reflects the Yin Yang thinking. The Chinese negotiator has a cultural capacity to negotiate both sincerely and deceptively and he/she changes coping strategies according to situation and context, all depending on the level of trust between negotiating partners. Keywords China, National cultures, Negotiating, Management skills, International business Paper...
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...Bridgewater Review Volume 24 | Issue 1 Article 6 Jun-2005 The Importance of Leadership Dorothy J. Mulcahy Bridgewater State College Recommended Citation Mulcahy, Dorothy J. (2005). The Importance of Leadership. Bridgewater Review, 24(1), 7-10. Available at: http://vc.bridgew.edu/br_rev/vol24/iss1/6 This item is available as part of Virtual Commons, the open-access institutional repository of Bridgewater State University, Bridgewater, Massachusetts. The Importance of Leadership by Dorothy J. Mulcahy Why is the topic of leadership important? History is rich with stories of leaders who have shaped the course of nations, the economy, and society. It is well recognized that effectively run organizations are more productive and successful while poorly run organizations suffer at the hands of ineffective leaders. Compounding the need for effective leadership is the unethical and illegal behavior of numerous business and public sector leaders that has led to the failure of many organizations. The scandals at Enron, WorldCom, HealthSouth, OfficeMax, Tyco, Marsh & McLennan, Putnam, and Boeing, to name just a few, have focused on the importance of strong, effective, and ethical leadership. Dissatisfaction on the part of stockholders and boards of directors has increasingly led to the termination of high-profile CEOs. The recent termination of HewlettPackard’s CEO Carleton (Carly) Fiorina has focused considerable attention on the qualities a leader needs to have in order...
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...potential customer. Presentations are also used in team briefing and other business contexts. Wiktionary Definition for: Presentation • The act of presenting, or something presented • A dramatic performance • An award given to someone on a special occasion • A lecture or speech given in front of an audience • # medicine The position of the foetus in the uterus at birth • # fencing Offering one's blade for engagement by the opponent On average, bullet-point slides yield a 15-20% recall of information after just five minutes. Yet most presentations are given in the same, ineffectual, way. It is possible to use PowerPoint to communicate effectively, but only by using the tool in a more considered way. Effective presentations are about clear communication. To present well, we need to understand when and why to use visual aids, what audiences are looking for, and how to make our messages stick. Presentations work well when slides and presenter work together – seamlessly delivering the right information, at the right time, to captivate the audience. How to Start a Presentation Starting a presentation effectively is critical to its success. If the introduction to a presentation does not go well the audience can slip into a...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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...MICKEY GOES TO FRANCE: A CASE STUDY OF THE EURO DISNEYLAND NEGOTIATIONS Lauren A. Newell* In 1984, The Walt Disney Company (“Disney”) was riding the wave of success from its newest Resort,1 Tokyo Disney Resort (“Tokyo Disney”),2 which attracted 10 million guests3 in the first year alone,4 and its thoughts turned to further international expansion—this time, in Europe. After careful consideration of potential locations and preliminary negotiations with two European governments,5 Disney decided in 1984 to launch Euro Disneyland (“Euro Disneyland” or “EDL”)6 in Marne-la-Vallee, France. The ´ realities of opening and operating EDL in France were far different than Disney’s expectations when it began negotiations—so much so that the Resort narrowly escaped bankruptcy.7 For an “entertainment empire”8 like Disney, this was an unprecedented * Assistant Professor of Law, Ohio Northern University, Pettit College of Law; B.A., Georgetown University, 2004; J.D., Harvard Law School 2007. 1 As used herein, “Resort” refers to a Disney resort property, consisting of (unless otherwise indicated), Parks, hotels, all entertainment facilities, and the transportation systems that connect them. “Park” refers to a Disney theme park, including (unless otherwise indicated) the park grounds, rides, and attractions, and surrounding resorts, hotels, and other Disney-affiliated entertainment facilities. 2 Tokyo Disney was Disney’s third Park and first international venture, located in Tokyo, Japan. See...
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...MICKEY GOES TO FRANCE: A CASE STUDY OF THE EURO DISNEYLAND NEGOTIATIONS Lauren A. Newell* In 1984, The Walt Disney Company (“Disney”) was riding the wave of success from its newest Resort,1 Tokyo Disney Resort (“Tokyo Disney”),2 which attracted 10 million guests3 in the first year alone,4 and its thoughts turned to further international expansion—this time, in Europe. After careful consideration of potential locations and preliminary negotiations with two European governments,5 Disney decided in 1984 to launch Euro Disneyland (“Euro Disneyland” or “EDL”)6 in Marne-la-Vallee, France. The ´ realities of opening and operating EDL in France were far different than Disney’s expectations when it began negotiations—so much so that the Resort narrowly escaped bankruptcy.7 For an “entertainment empire”8 like Disney, this was an unprecedented * Assistant Professor of Law, Ohio Northern University, Pettit College of Law; B.A., Georgetown University, 2004; J.D., Harvard Law School 2007. 1 As used herein, “Resort” refers to a Disney resort property, consisting of (unless otherwise indicated), Parks, hotels, all entertainment facilities, and the transportation systems that connect them. “Park” refers to a Disney theme park, including (unless otherwise indicated) the park grounds, rides, and attractions, and surrounding resorts, hotels, and other Disney-affiliated entertainment facilities. 2 Tokyo Disney was Disney’s third Park and first international venture, located in Tokyo, Japan. See...
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...time during the last three or four decades have the communication skills of individuals in the business world come under closer scrutiny than today. And never before have those who work in the business world needed better, more effective communication skills. The emerging technology appears to be increasing, rather than decreasing, the need for effective communication skills. As more individuals have ready access to desk-top equipment to process written communication, fewer support personnel will be readily available to provide editing assistance. Therefore, welldeveloped communication skills among originators are more important to success than ever before. This book is suitable for several different audiences, including undergraduate and graduate students. The organization of this manual is a logic sequence of chapters including both business communication and correspondence. The first part is dedicated to business communication and the second to business correspondence. The special features found in this edition are: 1. Examples of effective letter writing. Studies have shown students studying written business communication can learn as much, if not more, from ineffective examples of written communication as they do from effective examples. 2. Varied application problems in the writing-oriented chapters. The number of problems has been increased. While the majority of problems require the writing of a letter or report, some are designed to give students...
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...Company report on cross border offshoring management, cultural dimensions and gamification Table of Contents Table of Contents Executive Summary | p.5 | Chapter I – Introduction1.1 Purpose of the Report1.2 Effects of Globalization on Businesses’ 1.3 Company Background1.4 Outline of the Report | pp.6-7 | Chapter II – Cross Border and Offshoring Management 2.1 Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of...
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