assesses a negotiation between Pacific Oil Company, a seller of vinyl chloride monomer (VCM), and Reliant Chemical Company, a buyer of VCM. Each negotiation team’s strengths and weaknesses will be assessed. The Pacific Oil strengths included their negotiation team and the strength of the VCM market. Their weaknesses included poor organizational control, managerial decision making, and their failure to recognize the changing interests of Reliant Chemical and selection of a negotiation strategy.
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1 Reflection Reflection is an everyday process. We reflect on a range of everyday problems and situations all the time: What went well? What didn’t? Why? How do I feel about it? We don’t usually follow a formula for this, it just happens as feelings, thoughts and emotions about something gradually ‘surface’. We might choose to do something differently, or not, as a result of reflecting, but reflection is essentially a kind of loose processing of thoughts and feelings about an incident
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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 stable contracts. The increased stability rationale holds true even where there is no increase in the fixed sum negotiation. Integrative bargaining
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1 Reflection Reflection is an everyday process. We reflect on a range of everyday problems and situations all the time: What went well? What didn’t? Why? How do I feel about it? We don’t usually follow a formula for this, it just happens as feelings, thoughts and emotions about something gradually ‘surface’. We might choose to do something differently, or not, as a result of reflecting, but reflection is essentially a kind of loose processing of thoughts and feelings about an incident, a meeting
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Research Paper Trade union negotiating officials’ use and non-use of e no use on-u Acas conciliation in industrial disputes s Ref: 07/10 2010 Clare Ruhemann (Labour Research Department) For any further information on this study, or other aspects of the Acas Research and Evaluation programme, please telephone 020 7210 3673 or email research@acas.org.uk Acas research publications can be found at www.acas.org.uk/researchpapers ISBN 978-0-9565931-4-6 Trade union negotiating officials’
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Decision-making Perspective to Negotiation: A Review of the Past and a Look into the Future Chia-Jung Tsay Max H. Bazerman Working Paper 10-002 Copyright © 2009 by Chia-Jung Tsay and Max H. Bazerman Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. 1 A Decision-making Perspective to Negotiation: A Review of the
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Negotiations Final Paper Professor Seth M. Kaplowitz January 24, 2014 Last fall, my wife and I put our home up for sale. Our motivation was simple, with the money we would get from the sale of our home we could pay off all our debt and have plenty of money left over to invest, eventually saving enough to buy a bigger home. Emboldened by the allure of liquidity I listed our home for sale and waited for the offers. Indeed the offers did come in, in fact over the next few months we were in
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parties. This process of salary negotiation may “represent one of the first employer-employee exchanges at the beginning of what may be a long-term employment relationship.” (Porter)This signifies the vitality for employers and employees to hone this skill and ensure a strong initial relationship is developed between the two parties. Before being able to master the skill of salary negotiations, it is important to understand what the skill is. Salary negotiation is the point in the hiring process
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Dependable dynamism: lessons for designing scientific assessment processes in consensus negotiations Noelle Eckley* Belfer Center for Science and International Affairs, John F. Kennedy School of Government, Harvard University, 79 JFK Street (UR), Cambridge, MA 02138, USA Abstract Negotiations that involve the use and interpretation of scientific information and assessment are often particularly difficult, especially when the scientific input is uncertain or contested. Parties can exploit this
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less likely to feel threatened and more likely to follow through. It's not you searching for problems; it's him searching for gaps in his thinking process. You want people to look for assumptions or decisions that don't make sense upon further reflection…The more you can help people find their own insights, the easier it will be to help others be effective, even when someone has lost the plot on an important project. Bringing other people to insight means letting go of "constructive performance
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