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
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Analysis of case According to the case, Michael Eisner was in conflicts with Disney’s competing companies, board members and partners. To better illustrate, I separate each disagreement below. From the side of Weinstein brother, One of the reasons causes the conflicts between them may be Incompatible Goals. Since Disney was eager to purchase Miramax films, founded by the Weinstein Company, he obviously wanted to pay fewer funds as a buyer. On the contrary, as a seller, Weinstein brothers
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PAD 530 Public Personnel Management Collective Bargaining Dr. Shelly Thomas Brandon Stokes February 17th, 2012 Compare and contrast three (3) of the major union organizations in the United States Since 1857 the National Education Association has united educators from across the country to have voice for public education. During this time having the ability to read and write was not as common as it is today. Often times this was looked at as a crime for most black children, and minorities
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September 15, 2004. Each side had failed to negotiate a new collective bargaining agreement. The NHL Commissioner Gary Bettman locked out the players by cancelling the season. The key issues at hand were the league’s demand for a salary cap and linking the salaries to the league’s revenues. The NHL Players did not like these demands. The NHL is a popular past time for both the Americans and the Canadians. Both the NHL & players should have been able to reach an agreement earlier in the year
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players, and players could not access NBA team facilities, trainers or staffs. Negotiations between the owners, led by commissioner David Stern, and the players, led by director Billy Hunter and president Derek Fisher of the labor union National Basketball Players Association (NBPA), began in early 2011 and continued through November. The main issues dividing both sides were the division of revenue and the structure of the salary cap and luxury tax. Owners proposed to reduce the players’ share of basketball
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Post Negotiation Analysis I started the negotiation with a cordial conversation that I am interested in purchasing the restaurant, the conversation continued but I did not feel that I was gaining any trust or the owner was opening up to me. Noticing that I was still trying to figure out the actual motif and details for this sale, the owner made the first offer of 300k and starting justifying my BATNA of building new restaurant. I brushed off the first offer since my reservation price was 160k
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Case which deals with cross culture communication in negotiation. Erika, representing DGG, has three options to go to resolve this situation. First, DGG can bring a suit against Global to recover damages. This option is not the best option for DGG because though they will get that one-time fee if they win, their future in expanding in Asia may not go very far and there will be no benefit from shutting down Global. Second, DGG can try to arrange some sort of partnership with Global. This appears to
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1. Negotiation Trap: I must analyze what type of bargainer I am. Identifying my type helps me avoid fall into the negotiation trap. 2. BATNA: I must analyze what my BATNA is. This is my reference for the negotiation. 3. Focus on Interest: I will approach the negotiation with a focus on interest of the other party. Identifying the possible interest of other party involved in negotiation will help me analyze the possible ways of expanding the pie (creating more value). 4. Integrative
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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
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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?
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