...and Labor Relations. By now, you should have reviewed the Read Me First document, Read Me Second document, Syllabus and Course Schedule. You should have completed the Getting Started tasks in the Read Me Second document, which includes your introduction in the “Student Introductions” conference. I wouldn’t be surprised if some of you have already started reading ahead, too. (That isn’t a bad idea since this course includes lots of material—both in the textbooks and through assignments.) Finally, if you haven’t already, please be sure to read the Research Paper Instructions in the Course Content area. You will need to do that in order to complete the Week 1 assignment. Today, we need to orient ourselves by looking at several basic questions: · What is labor relations and what does it strive to accomplish? · Why do we care? · How did labor unions come into being? · Are labor unions effective? What is the first thing you think of when you hear the term “labor relations?” I would venture to bet that some of the plausible responses would be: * labor unions * strikes * collective bargaining * protesters * conflict The aforementioned all seems to conjure up images of labor unions. It is important to stress here that labor relations is not merely labor unions. Rather, labor relations should be viewed more broadly. Labor unions arose as a mechanism to address efficiency, equity, and voice. (Budd, 2010, p. 12) U.S. labor...
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...American Economic Association Auctions Versus Negotiations Author(s): Jeremy Bulow and Paul Klemperer Source: The American Economic Review, Vol. 86, No. 1 (Mar., 1996), pp. 180-194 Published by: American Economic Association Stable URL: http://www.jstor.org/stable/2118262 Accessed: 14/10/2008 10:06 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=aea. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit organization founded in 1995 to build trusted digital archives for scholarship. We work with the scholarly community to preserve their work and the materials they rely upon, and to build a common research platform that promotes the discovery and use of these resources. For more information about JSTOR, please contact support@jstor.org. American Economic Association is collaborating with JSTOR to...
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...Supplier Selection by Damian Beil Stephen M. Ross School of Business July 2009 Abstract: Supplier selection is the process by which firms identify, evaluate, and contract with suppliers. The supplier selection process deploys a tremendous amount of a firm’s financial resources. In return, firms expect significant benefits from contracting with suppliers offering high value. This article describes the typical steps of supplier selection processes: identifying suppliers, soliciting information from suppliers, setting contract terms, negotiating with suppliers, and evaluating suppliers. It highlights why each step is important, how the steps are interrelated, and how the resulting complexity provides fertile ground for ORMS research. Today the average U.S. manufacturer spends roughly half its revenue to purchase goods and services [1]. This makes a company’s success dependent on their interactions with suppliers. The role of procurement managers (buyers) within companies has become extremely important, often involving staggering dollar values: A recent cross-industry survey of companies — in areas ranging from aerospace to semiconductors — placed companies’ average total spend per procurement employee at $115 million [2]. With so much of a company’s money on the line, and increasing reliance on outsourcing of many complex services and products, the job of a buyer is not only important but also challenging. Buyers must define and measure what “best value” means for the buying organization...
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...Supplier Selection by Damian Beil Stephen M. Ross School of Business July 2009 Abstract: Supplier selection is the process by which firms identify, evaluate, and contract with suppliers. The supplier selection process deploys a tremendous amount of a firm’s financial resources. In return, firms expect significant benefits from contracting with suppliers offering high value. This article describes the typical steps of supplier selection processes: identifying suppliers, soliciting information from suppliers, setting contract terms, negotiating with suppliers, and evaluating suppliers. It highlights why each step is important, how the steps are interrelated, and how the resulting complexity provides fertile ground for ORMS research. Today the average U.S. manufacturer spends roughly half its revenue to purchase goods and services [1]. This makes a company’s success dependent on their interactions with suppliers. The role of procurement managers (buyers) within companies has become extremely important, often involving staggering dollar values: A recent cross-industry survey of companies — in areas ranging from aerospace to semiconductors — placed companies’ average total spend per procurement employee at $115 million [2]. With so much of a company’s money on the line, and increasing reliance on outsourcing of many complex services and products, the job of a buyer is not only important but also challenging. Buyers must define and measure what “best value” means for the buying organization...
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...The Nature of Negotiation 1-1 Introduction Negotiation is a basic generic human activity A process that is often used in labor management relations 1-2 Introduction Business deals ◦ Mergers ◦ Sales International Affairs Every Day Activities 1-3 Introduction Negotiation is something that everyone does, almost daily 1-4 Introduction The Structure and process of negotiation are fundamentally the same ◦ at the personal level ◦ at the diplomatic level ◦ at the corporate level 1-5 Introduction We may fail to negotiate sometimes perhaps because we do not recognize that we are in a bargaining situation 1-6 Negotiations Negotiations occur for several reasons: ◦ To agree on how to share or divide a limited resource ◦ To create something new that neither party could attain on his or her own ◦ To solve a problem or dispute between the parties 1-7 Approach to the Subject Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words: Bargaining: describes the competitive, win-lose situation Negotiation: refers to win-win situations such as those that occur when parties try to find a mutually acceptable solution to a complex conflict 1-8 Key Principles and Mistakes Achieving a settlement through negotiation is not just a matter of applying a repertory of tactics and techniques in whatever...
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...How To Choose A Cost Effective Training Provider Dr Patrick White HRM Global Ltd www.hrmglobal.co.uk +44 (0)2079399910 info@hrmglobal.co.uk Introduction ................................................................................................................ 3 1 Define Your Training Needs And Limitations ...................................... 4 2 Solicit Proposals And Do Your Research ................................................ 6 3 Evaluate Expected ROI For Your Training Investment ................. 8 4 Negotiate And Customize Where Necessary ....................................... 9 5 Make Your Final Choice With Confidence ............................................ 11 © HRM Global Limited 2010 All Rights Reserved Note: By its nature, the material contained in this e-book has to be general and not intended as specific advice on any particular matter or situation that the reader might find themselves in. HRM Global Ltd and the author disclaim all and any liability to any persons whatsoever in respect of anything done by any such person in reliance, whether in whole or in part, on this e-book. 2 Introduction Training is no small item in the company budget, nor is it an activity which can ignored as a consumer of personnel resources. According to the 2008 American Society for Training and Development (ASTD) State of the Industry report, the average worker spends more than 40 hours a year at training. Best in class businesses provide upwards of...
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...Introduction This essay will first show how an effective use of language and persuasion, and a good awareness of ethical considerations can contribute to a successful negotiation process by breaking deadlock and achieving a win-win situation. To lead a good business negotiation, there are five key points that one should go through: preparing the negotiation, rehearsing the negotiation, describing our statement and position, making propositions and offers, bargaining and the weight of culture in the negotiation process. The process of negotiation itself requires preparations. If one negotiates in an offhand attitude, then one will never be able to optimize ones efficiency. More the negotiation is important and more it requires preparation. If one does not prepare correctly and efficiently, and if the other part did it well, one will enter in a position of inferiority. One will appear weak and non-professional. The lack of preparation will nearly always cost money. Preparing the negotiation Oral communication, such as discussions and conversations belong (most of the time) to improvisation. Negotiation, which is a particular form of oral communication, also seems to belong to improvisation. But by just reducing it to a simple improvisation, it is underestimating the power of words and language. Negotiation always requires a minimum of preparation. By preparing or building your knowledge (make researches about the products, company mottos and corporate values…)...
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...Nature of Negotiation Objectives 1. 2. 3. 4. Understand the definition of negotiation, the key elements of a negotiation process, and the distinct types of negotiation. Explore how people use negotiation to manage different situations of interdependence—that is, that they depend on each other for achieving their goals. Consider how negotiation fits within the broader perspective of processes for managing conflict. Gain an overview of the organization of this book and the content of its chapters. Chapter Outline A Few Words about Our Style and Approach Joe and Sue Carter Characteristics of a Negotiation Situation Interdependence Types of Interdependence Affect Outcomes Alternatives Shape Interdependence Mutual Adjustment Mutual Adjustment and Concession Making Two Dilemmas in Mutual Adjustment Value Claiming and Value Creation Conflict Definitions Levels of Conflict Functions and Dysfunctions of Conflict Factors That Make Conflict Easy or Difficult to Manage Effective Conflict Management Overview of the Chapters in This Book Chapter Summary “That’s it! I’ve had it! This car is dead!” screamed Chang Yang, pounding on the steering wheel and kicking the door shut on his 10-year-old Toysun sedan. The car had refused to start again, and Chang was going to be late for class (again)! Chang wasn’t doing well in that management class, and he couldn’t afford to miss any more classes. Recognizing 1 2 Chapter 1 The Nature of Negotiation that it was finally time to do something...
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...Monsivais/Michel Euler/Photo montage by Salon) Many readers will have seen Benjamin Netanyahu’s sentimentally charged but otherwise empty speech to Congress on Tuesday. If you missed it, you can watch it here or read the transcript here. There is a lot to consider in this presentation, even if—or partly because—it was a celebration of the nothing-new. To me, the key to the occasion lies in one especially revealing trick the Israeli leader tried. This was the staged presence of Elie Wiesel in the gallery. The novelist, Nobel-winner and concentration camp survivor was strategically placed in the speaker’s box next to Netanyahu’s wife, Sara. After a reference to “a nuclear-armed Iran whose unbridled aggression will inevitably lead to war,” Netanyahu played his card. “My friend, standing up to Iran is not easy,” he began this passage. “Standing up to dark and murderous regimes never is. [Pause for effect.] With us today is Holocaust survivor and Nobel Prize winner Elie Wiesel.” Applause. Then, gesturing to the balcony, this: “Elie, your life and work inspires to give meaning to the words, ‘never again.’ [More applause.] And I wish I could promise you, Elie, that the lessons of history have been learned. I can only urge the leaders of the world not to...
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...RMIT International University Vietnam Bachelor of Commerce Program ASSIGNMENT COVER PAGE Your assessment will not be accepted unless all fields below are completed |Subject Code: |BUSM3311 | |Subject Name: |INTERNATIONAL MANAGEMENT | |Location where you study: |RMIT Vietnam – City Campus | |Title of Assignment: |Literature Review | |File(s) Submitted |BUSM3311_G2_s3245939_LiteratureReview_Negotiation.docx | |Student name: |Nguyen Van Thanh | |Student Number: |S3245939 | |Student Email Address: |s3245939@rmit.edu.vn | |Learning Facilitator in charge: |PETER TRAN | |Assignment due date: |16/5/2011 ...
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...Chapter 1 The Nature of Negotiation Fill in the Blank Questions 1. People ____________ all the time. Answer: negotiate Page: 2 2. The term ____________ is used to describe the competitive, win-lose situations such as haggling over price that happens at yard sale, flea market, or used car lot Answer: bargaining Page: 3 3. Negotiating parties always negotiate by ____________. Answer: choice Page: 6 4. There are times when you should _________ negotiate. Answer: not Page: 6 5. Successful negotiation involves the management of ____________ (e.g., the price or the terms of agreement) and also the resolution of ____________. Lewicki/Barry/Saunders, Negotiation, 6/e 1 Answer: tangibles, intangibles Page: 8 6. Independent parties are able to meet their own ____________ without the help and assistance of others. Answer: needs Page: 9 7. The mix of convergent and conflicting goals characterizes many ____________ relationships. Answer: interdependent Page: 10 8. The ____________ of people’s goals, and the ____________ of the situation in which they are going to negotiate, strongly shapes negotiation processes and outcomes. Answer: interdependence, structure Page: 10 9. Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available _________. Answer: alternative Page: 10 – 12 10. When parties are interdependent, they have to find a way to ____________ their differences. Answer:...
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...that they are at the best price to maximize profit margins. The state of Kentucky uses two methods to manage their contracts. These processes are: the competitive sealed bidding where by the bid is opened publicly at the time and place of solicitation and the competitive negotiation by RFP of which they are not opened publicly. E-Procurement.gov. helps the government and the citizens realize the vision of growth via profitable B2B e-commerce. The proven platform used by the largest companies in India and the world, it enables trade between companies of different sizes, platforms and locations.To this end,eProcurement.gov.in will provide services like eProcurement, eTendering, eSelling and eAuctions. E-procurement Auction Services offers government departments easy-to-use, web-based solutions for conducting dynamic exchanges in an on-line environment. It provides real-time bidding solutions for buyers and sellers as control, and simplicity to corporate procurement and liquidation processes. The state of Kentucky uses two methods to manage their contracts. These processes are: the competitive sealed bidding where by the bid is opened publicly at the time and place of solicitation and the competitive negotiation by RFP of which they are not opened publicly. A general standard solicitation processes would include; requisitioning, public solicitation, receipt of responses, evaluation and contract award. | | E...
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...AWRE’2002 215 An Experience of Principled Negotiation in Requirements Engineering David W. Bustard School of Computing and Information Engineering, University of Ulster Coleraine, BT52 1SA, Northern Ireland dw.bustard@ulster.ac.uk Abstract When considering ways of improving requirements engineering, or indeed any aspect of software development, it is often possible to build on relevant experience in other disciplines. In particular, in relation to the human side of reaching agreement on requirements, Principled Negotiation seems to offer a good framework for the process involved. This paper summarises the main concepts of Principled Negotiation and reports on an experience of its use over several years in helping Environmental Health Departments in Northern Ireland introduce IT systems. The relationship between Principled Negotiation and Soft Systems Methodology, a general problem solving strategy built on systems thinking concepts, is also considered briefly. Keywords: Principled Negotiation, Soft Systems Methodology, System Change Introduction In the preface to his classic text on the management of software development, Brooks (1975) starts with the statement that “In many ways, managing a computer programming project is like managing any other undertaking—in more ways than most programmers believe. But in many other ways it is different—in more ways than most professional managers expect.” This reminds developers that software can largely be treated like any other...
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...the deals had failed to deliver their expected results. Although senior executives devote exhaustive hours to striking the right deal, it is merely the beginning of the long and tortuous merger integration process. In fact, structuring a deal is relatively easy; implementing one is nothing short of heroic. As an executive presiding over a newly merged company, you are inundated with competing priorities and demands. But the most important questions before you are these: • How do you deliver on the value you promised shareholders and investors while simultaneously “keeping the wheels on the business”? • In the wake of a merger, how do you successfully integrate operations while maintaining your focus on customers? Although no one-size-fits-all formula can apply to every company’s unique situation, in our experience four principles are the key to success in merger integration. They all start with the CEO — before the deal closes. • Communicate a shared vision for value creation. • Seize defining moments to make explicit choices and trade-offs. • Simultaneously execute against competing critical imperatives. • Employ a rigorous integration planning process. These four key principles will dictate a series of transformational priorities that will, in...
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...The Sanctions Debate and the Logic of Choice David A. Baldwin debate over whether economic sanctions "work" is mired in a scholarly limbo. One writer contends that recent international relations scholarship has promoted optimism about the utility of such measures and sets out to challenge this trend} while another notes the pessimism that "pervades the sanctions literature" and proceeds to argue that it is unjustified. 2 A third scholar cites the sanctions literature as an example of fruitless academic debate with little policy relevance.3 Such divergent readings of the scholarly literature are often explained by differences in ideology or fundamentally different theoretical orientations. This does not seem to be the case with respect to the sanctions debate. Under appropriate circumstances, it is quite possible for liberals, neoliberals, realists, neorealists, or globalists to argue in favor of using economic sanctions. If the sanctions debate is bogged down, the explanation does not seem to lie in the essentially contested nature of the subject matter. A second potential explanation is that scholars are talking past one another because they ask different questions, use different concepts, and set the discussion in different analytical contexts. In short, they are talking about different things. This article explores the second explanation. The basic paradox at the heart of the sanctions debate is that policymakers continue to use sanctions with increasing...
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