...one can apply it to the art of negotiating. Negotiators use different tactics and strategies when trying to achieve a desired result. To understand how strategies in negotiating affect the outcome of the results, two articles that employ different negotiation strategies are reviewed and discussed. The discussion includes the negotiation processes used in the selected articles, a comparison and contrast between two strategies, and how those strategies can be applied to MHMG Cardiology Southwest. Negotiation Strategies Integrative Many people would agree trust is earned. When a negotiator is looking to earn trust during a deal, they are building a relationship with the other party in hope of continuing to do business later down the line. Building a relationship is one aspect of integrative negotiation-a process often seen as ‘win-win’ situations involving two or more issues to be negotiated (Negotiation Experts, 1996-2010). One example of integrative negotiation is the negotiation that took place between a Navy contractor and a shipyard in Greece. Because of political differences, the shipyard had not done work on U.S. Naval ships over two years (Wengrowski, 2004). The ship in question received critical damages that totaled $40 thousand, and the contractor had only $15 thousand on hand. The contractor could negotiate a deal with the shipyard during a rough time and save the Navy $25 thousand. In return they could build a relationship with the shipyard and may have...
Words: 1107 - Pages: 5
...BIGGER PAN; THE FORCES BEHIND INTEGRATIVE BARGAINING By Joseph Brick 1 ABSTRACT Integrative bargaining is a highly effective means of negotiating an agreement. However, it is also an underutilized method. Although there has been a recent focus on the topic in the past thirty years, the factors which deem it beneficial are still little understood. What this paper attempts to set forth is an explanation of why integrative bargaining is a successful and desirable method of negotiating. With a better understanding of why integrative bargaining is effective, negotiators may be better able to utilize this method to its full potential. This paper culminates with a suggestion on how to best exploit this new understanding. Research up to this point has suggested that integrative bargaining is desirable due to the increasing the pie rationale. The contention set forth in this paper is that there are alternative factors driving integrative bargaining. Exploration of this theory begins with an analysis of whether integrative bargaining is driven by the interjection of equity principals into what was traditionally a law driven enterprise, that of negotiation. It is argued that the stability of contract which results from an earlier application of equitable principals in the negotiating process is just as crucial to integrative bargaining as the desire to increase the pie. With this conclusion, it becomes apparent that solutions which encourage integrative bargaining will result in more...
Words: 5178 - Pages: 21
...International Management Culture, Strategy, and Behavior Ninth Edition Fred Luthans University of Nebraska-Lincoln •Jonathan P. Doh Villanova University Mc Graw Hill Education Table of Contents Part One Environmental Foundation 1 2 The World of International Management: An Interconnected World Introduction Globalization and Internationalization Globalization, Antiglobalization, and Global Pressures Global and Regional Integration The Shifting Balance of Economic Power in the Global Economy 2 4 6 6 9 12 Global Economic Systems Market Economy Command Economy Mixed Economy 19 19 19 20 Economic Performance and Issues of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation...
Words: 2319 - Pages: 10
...forms, key challenges to ethical decision-making, key success factors for a career in business, and the impact on, and the impact of, business on political, legal, social, cultural and economic environments. Methodology This class follows a lecture-discussion format. Students are expected to be prepared to discuss readings assigned for each class. With only limited time to meet during the semester, is it essential that students be prepared to engage, participate and contribute in each session. Lectures and readings will be supplemented by discussion, videos, and case studies, which apply concepts to real-world situations. Textbook, Other Materials and Course Web Site * Bissonette, G. 2012. Business: Strategy, Development, Application. Toronto: McGraw-Hill Ryerson (available electronically or at the University Bookstore). * The course home page (CLEW) will be used to distribute case materials, load course lessons, make announcements, and communicate your course evaluations. It is your responsibility to check the course home page regularly. * Reference materials for the Team...
Words: 4348 - Pages: 18
...Summary With this thesis I would like to contribute on the on-going CSR discussion. I attempt to investigate the real motives why multinational corporations engage in corporate social responsibility activities. The debate in CSR is nowadays still focused on the link between CSR and financial performance. Research lacks real proof of this link and corporations are failing in formulating a business case. So why is it that MNCs are willing to engage in CSR activities. In the following thesis I would like to give an answer on this question. Inhoudsopgave 1. Introduction 5 1.1 Research Purpose 6 1.2 Problem Statement 6 1.3 Sub questions 7 1.4 Structure 7 2. Theory 8 2.1 Definition CSR 8 2.2 Definition Multinational Corporation (MNC) 9 2.3 Theoretical Framework (Garigga & Mele (2004)) 10 2.3.1 Instrumental theories 10 2.3.2 Political theories 12 2.3.3 Integrative theories 13 2.3.4 Ethical theories 14 2.3.5 Propositions 16 3. Methods 18 3.1 Research approach 18 4. Results 19 4.1 Instrumental motive 20 4.2 Political motive 20 4.3 Integrative motive 21 4.4 Ethical motive 22 5. Conclusion & Recommendation 24 5.1 Conclusion 24 5.2 Limitations & Recommendation 27 6. References 28 1. Introduction Corporate social responsibility is becoming more and more important for companies. The last few years there is an increase of interest from companies in CSR and in the implementation of different CSR activities in their day-to-day...
Words: 10695 - Pages: 43
...HOW SUCCESSFUL LEADERS THINK Leaders have the predisposition and the capacity to hold in their heads 2 opposing ideas at once. They’re able to creatively resolve the tension between those 2 ideas by generating a new one that contains elements of the others but its superior to both. This process of consideration and synthesis can be termed integrative thinking. It is this discipline that is a defining characteristic of most exceptional businesses and the people who run them. Not every good leader exhibits this capability, nor is it the sole source of success for those who do. But integrative thinking tremendously improves people’s odds (possibilitats). Many great integrative thinkers aren’t event aware of their particular capability and thus don’t consciously exercise it. Opposable Thumb, opposable mind Red Hat faced what seemed like 2 alternative paths to growth. AS Red Hat looked to grow beyond its $1 million in annual sales, it could have chosen one of the 2 basic business models in the software industry. 1. classic proprietary-software model sold customers operating software but not the source code. These companies had wide profit margins because their customers, lacking access to the source code, were essentially locked into purchasing regular upgrades. 2. Free-software model: suppliers sold CD-ROMs with both the software and the source code.--> Prices were modest; and suppliers made money each time they assembled a new version from the many free updates...
Words: 1812 - Pages: 8
...both parties agree to a solution. In negotiating, there are two forms and one can utilize integrative bargaining, which referred to as “win-win” bargaining or distributive bargaining as well known as “win-lose” bargaining. Negotiator knows that there are too many situational and monetary variables for a single strategy to work in this case and often times the negotiator needs to utilize both approaches to effectively conduct negotiations. In this paper I will provide and explain an appropriate approach what situation the negotiator would utilize the technique. Defining Integrative and Distributive Bargaining There are two common approaches to any negotiation situation: distributive and integrative. Each is useful in specific contexts, and the same negotiator may utilize either or both strategies depending upon their desired goal. The largest difference between the two styles is the circumstance in which they are used. Often when we negotiation a one-time situation or purchase we will utilize a distributive bargaining approach and try to gain the best price or outcome where “we” are the winner and those we are negotiating with are the “losers” In these situations we rarely interact with the opposing party on a regular or future basis and are seeking the best possible outcome for this specific negotiation without interest in building a long-term relationship. In contrast, an integrative bargaining situation occurs when it is possible to produce a greater outcome together than...
Words: 2238 - Pages: 9
...Negotiation Closing Deals, Settling Disputes, and Making Team Decisions David S. Hames University of Nevada, Las Vegas @>SAGE Los Angeles | London | New Delhi Singapore | Washington DC • •-*» •• • i ' w ' t * • * 5s" i- . •> - • • y . » " •• is • Acknowledgments Preface PART I: THE FUNDAMENTALS 1 The Nature of Negotiation: What It Is and Why It Matters Intended Benefits of This Chapter The Essence of Negotiation What Is Negotiation? 5 6 6 When Do People Negotiate? Technology 6 4 3 xvii xix 1 3 Why Has Negotiation Become a More Important Skill? The Workplace 7 8 9 10 11 How People Negotiate: The Dual Concerns Model The Pros and Cons of Negotiating The Shadow Negotiation 10 What Does a Negotiation Look Like? Conclusion and Implications for Practice READING 1.1 - ONLINE DISPUTE RESOLUTION: DO YOU KNOW WHERE YOUR CHILDREN ARE?, 8Y DAVID A . LARSON 1 3 19 READING 1.2 - BALANCING ACT: HOW TO MANAGE NEGOTIATION TENSIONS, BY SUSAN HACKLEY Preparation: Building the Foundation for Negotiating Intended Benefits of This Chapter The Essence of Preparation 23 23 23 The Preparation Process, or How to Make I t All Happen Strategic Planning: Establishing the Framework Defining the Situation Setting Goals 29 30 25 25 25 Determining Your Strategy Strategy Implementation: Operationalizing the Plan 30 The Component Parts of the Situation 30 Best Alternative to a Negotiated Agreement (BATNA) Reservation Prices or...
Words: 2095 - Pages: 9
...26/04/2015 Leadership: Understanding its Global Impact Lecture 7 1. The Integrative approach to understanding leadership: Charismatic, Transformational, Servant 2. Application of Leadership theory to case study – Kevin Rudd What to study for next TEST 2? • Lecture notes - Week 4 to Week 7 • Book Format of Test? • Multiple questions – 10 questions • Subjective question- 1 question • 40 minutes • Will start at 9.15 am / 2.15 pm 1 26/04/2015 QUIZ • How does situational leadership theory build on behavioural leadership theory? 4 Suggested answer: Example of Situational building on Behavioural is Hersey’s model Situational leadership theory builds on the behavioural theory as it introduces the idea that the most appropriate leadership style should be a combination of: • task • relations-oriented behaviour And that key factors in the work situation will determine the emphasis on task and relations behaviour in each combination We now have four possible leadership styles: (See diagram next slide) 5 Situational theory expanding on Behaviour/Style theory Leadership behaviour/style orientation Task Relations Both should be either High/Low – depending on follower maturity 6 2 26/04/2015 Example of Situational building on Behavioural is Hersey’s model Q: What is the right amount of emphasis on task & relations? Ans: It depends on the situation Q: According to Hersey...
Words: 1958 - Pages: 8
...A Comparative Analysis of Strategy versus Tactics In the Negotiation Process HR595 Negotiation Skills Instructor: Professor C. Butler June 18, 2011 Sammie L. Brookins drsammiebrookins@aol.com Introduction “Behold, I send you forth as sheep in the midst of wolves: be ye therefore wise as a serpents, and harmless as doves,” Matthew 10:16. This Scripture from the Holy Bible sets the parameters in the negotiation process. It shows the intensities of the parties because sheep and wolves are known enemies. Many times when we enter into the negotiation process, we feel as though we are enemies to the other party. What many of us fail to realize is that we reach many decisions through negotiation every single day without as much as a single thought? Our basic definition for this paper is that “Negotiation means to confer with another person so as to arrive at a settlement of some matter; also to arrange for or bring about such conferences” (Merriam-Webster Dictionary). This paper will focus on the attributes that affect the choice of negotiation strategy, including both short and long-term thinking relative to the consequences, how to frame goals and the importance of the continuing relationship with the other parties involved after the negotiation process has ended. It is common knowledge that negotiation occurs in a series of steps or processes that are conclusive of many contractual principles, many of which are commonplace in daily routine. Offer, acceptance...
Words: 3511 - Pages: 15
...Journal of Business Research 55 (2002) 389 – 400 Benefits associated with supplier integration into new product development under conditions of technology uncertainty Gary L. Ragatza,*, Robert B. Handfieldb, Kenneth J. Petersenc a Department of Marketing and Supply Chain Management, Eli Broad Graduate School of Management, Michigan State University, East Lansing, MI 48824-1122, USA b North Carolina State University, Raleigh, NC, USA c University of Oregon, Eugene, OR, USA Abstract In many industries, firms are striving to integrate material suppliers earlier into the new product/process development process. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. In this paper, we develop and test a conceptual model of the effect of elements of the supplier integration process on cost, quality, and new product development time, under conditions of technology uncertainty. Technology uncertainty is operationalized here, as the degree to which the product or process technologies employed in the project are new, complex, and/or rapidly changing. The results suggest that technology uncertainty have a negative impact on cost results, but no direct effect on quality or cycle time. The results also show that certain elements of the supplier integration process are more likely to be employed under conditions of technology uncertainty, leading to significant...
Words: 8677 - Pages: 35
...Negotiation Theory Types of Negotiation Table of contents 1. Introduction 2. Negotiation Theory: Foundations and Approaches 2.1. Basic concepts of negotiation 2.2. Negotiation approaches: An overview 2.2.1. Structural approach 2.2.2. Strategic approach 2.2.3. Behavioral approach 2.2.4. Processual approach 2.2.5. Integrative approach 2.3. Summary of approaches 3 Types of Negotiation Negotiation Theory and Practice: A Review of the Literature “major public policies are the outcome of a complex round of negotiation between interests, choices between values and competition between resources… there are no single ‘best’ options for any player in this game, for the ‘best’ outcome depends on what others do and what deals are possible.” (Davis et.al., 1993) 1. INTRODUCTION “Pure” conflict defined as the existence of competing interests between parties in absence of interests that are shared, is an anomaly in international relations where the defining feature of the relationship between states is mutual dependence. Such was the observation of Thomas Schelling, noted international economist, during the height of the Cold War. In the decades that have since transpired, globalizing developments in technology, communications, finance and trade have given rise to a world in which citizens, organizations and governments engage in millions of trans-national interactions on a daily basis. In the modern age, the need...
Words: 8991 - Pages: 36
...hello & goodbye |Ethical Theories : A Reflection | | | |Vanessa Claudja P. Carlos | | | | | |A Requirement for Paul Amerigo Pajo’s IT-Ethic Class | |De La Salle – College of Saint Benilde | Abstract This book is a consolidated collection of opinions on the Ethical Theories, a chapter from a book assigned to the students of IT-Ethic Section O0B, advised by Mr. Paul Amerigo Pajo. Works written by James Rachels, John Arthur, Friedrich Nietzche and the like are studied and analyzed and some are criticized by the author of this book. Dedication I dedicate this book to the following: My dearest family, who always believes in me; My sweetest friends, who never fails to keep me sane in this crazy world; Lastly, I dedicate this book to the Almighty Father, for everything else is nothing without You. Chapter I Egoism and Moral Scepticism James...
Words: 4684 - Pages: 19
...We look for lessons in the actions of great leaders. We should instead be examining what goes on in their heads – particularly the way they creatively build on the tensions among conflicting ideas. How Successful Leaders Thınk by Roger Martin 60 Harvard Business Review 1179 Martin.indd 60 | June 2007 | Alex Nabaum W E ARE DRAWN to the stories of effective leaders in action. Their decisiveness invigorates us. The events that unfold from their bold moves, often culminating in successful outcomes, make for gripping narratives. Perhaps most important, we turn to accounts of their deeds for lessons that we can apply in our own careers. Books like Jack: Straight from the Gut and Execution: The Discipline of Getting Things Done are compelling in part because they implicitly promise that we can achieve the success of a Jack Welch or a Larry Bossidy – if only we learn to emulate his actions. But this focus on what a leader does is misplaced. That’s because moves that work in one context often make little sense in another, even at the same company or within the hbr.org 5/2/07 8:11:11 PM _ / / / g g hbr.org 1179 Martin.indd 61 | June 2007 | Harvard Business Review 61 5/2/07 8:11:25 PM How Successful Leaders Think experience of a single leader. Recall that Jack Welch, early in his career at General Electric, insisted that each of GE’s businesses be number one or number two in market share...
Words: 5153 - Pages: 21
...Blueprint 2011/2012 Table of Contents About the Examination Blueprint ......................................................................................................................... 2 PA2 Examination ................................................................................................................................................... 2 PA2 Course ........................................................................................................................................................ 2 Prerequisite Courses for the PA2 Examination .................................................................................................. 3 Competency Weightings ....................................................................................................................................... 3 Structure of the Examination ................................................................................................................................ 5 Examination Competency Coverage ..................................................................................................................... 6 Scoring Model and Evaluation of Candidate Performance ................................................................................... 6 ©CGA-Canada, 2011 1 CGA-Canada PA2 Examination Blueprint 2011/2012 PA2: Strategic Financial Management Examination Blueprint 2010/2011 About the Examination Blueprint The PA2: Strategic Financial Management...
Words: 4762 - Pages: 20
