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Cross cultural negotiations quizlet
Negotiation processes
Negotiation processes
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Recommended: Cross cultural negotiations quizlet
Assesment : Business communication
Student ID: K170381
The following discuses on the topic of negotiation which relates that interest based negotiation can achieve better outcomes than position bargaining in maintaining good relationship .The term Negotiation occurs when more than two people and groups come together to reach an agreement that is mutually satisfactory over a debate. Negotiation skills are used in building suitable environments for reaching such agreements.(B. Elder 1994 P112) Arguing on the other hand is a form of conflict any conflict situation has the potential to involve destructive conflict or constructive conflict. Conflict resolution is often achieved by negotiation. Arguing is a term used for conflict others are discussion,
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The assumption behind schedule interest-based negotiation moreover its submission on the way to the correlation involving management furthermore labour. According on the road to negotiation professional Roger Fisher, the crucial opinion is on the road to focus going on underlying interests, not positions, as soon as negotiating flanked by management moreover labour.
References:
Reference 1
Mc Kersie, RB, Eaton, SC, & Kochan, TA 2004, 'Kaiser Permanente: Using Interest-Based Negotiations to Craft a New Collective Bargaining Agreement', Negotiation Journal, vol. 20, no. 1, pp. 13-35. Available from: 10.1111/j.1571-9979.2004.00003.x. [29 August 2017].
Reference 2
Findlay, P, McKinlay, A, Marks, A, & Thompson, P 2009, 'Collective bargaining and new work regimes: ‘too important to be left to bosses’', Industrial Relations Journal, vol. 40, no. 3, pp. 235-251. Available from: 10.1111/j.1468-2338.2009.00523.x. [29 August 2017].
Reference 3
Leventhal, L 2006, 'Implementing Interest-Based Negotiation: Conditions for Success with Evidence from Kaiser Permanente', Dispute Resolution Journal, vol. 61, no. 3, pp. 50-58.
Reference 4
Leventhal, L 2006, 'Implementing Interest-Based Negotiation: Conditions for Success with Evidence from Kaiser Permanente', Dispute Resolution Journal, vol. 61, no. 3, pp. 50-58.
Reference
Steiner, John E. (2013). Problems in health care law: challenges for the 21st century (10th ed.). Burlington, MA: Jones & Bartlett Learning.
Fisher, R., Ury, W., & Patton, B. (1981). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
Fisher, Roger, William Ury, and Bruce Patton. Getting to yes: negotiating agreement without giving in. 2nd ed. New York, N.Y.: Penguin Books, 1991. Print.
Jacobson, P. (1999, July/August). Legal challenges to managed care cost containment programs: an intital assessment. Courts & Managed Care, 69-85.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Negotiations are supposed to begin in a positive way in which the negotiators consider the needs and wants of the others involved and their shared interests and interdependencies.... ... middle of paper ... ... References Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practice.
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
H J Aaron and R D Reischauer, The Medicare reform debate: what is the next step?, Health Affairs, 14, no.4 (1995):8-30,
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
Whether or not we are aware of it, each of us is faced with an abundance of conflict each and every day. From the division of chores within a household, to asking one’s boss for a raise, we’ve all learned the basic skills of negotiation. A national bestseller, Getting to Yes, introduces the method of principled negotiation, a form of alternative dispute resolutions as opposed to the common method of positional bargaining. Within the book, four basic elements of principled negotiation are stressed; separate the people from the problem, focus on interests instead of positions, invest options for mutual gain, and insist on using objective criteria. Following this section of the book are suggestions for problems that may occur and finally a conclusion. In this journal entry I will be taking a closer look at each of the elements, and critically analyse the content; ultimately, I aim to briefly bring forth the pros and cons of Getting to Yes.
Journal of Dispute Resolution, 401-427.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
Negotiation approaches are generally described as either distributive or integrative. At the heart of each strategy is a measurement of conflict between each party’s desired outcomes. Consider the following situation. Chris, an entrepreneur, is starting a new business that will occupy most of his free time for the near future. Living in a fancy new development, Chris is concerned that his new business will prevent him from taking care of his lawn, which has strict requirements under neighborhood rules. Not wanted to upset his neighbors, Chris decides to hire Matt to cut his grass.
In collective bargaining, employers too are stakeholders and ensuring that their interests are not compromised is important. Particularly, this is the case when the employees’ interests are conflicting with those of the employers. For example, a demand for shorter working hours by the workers would compromise the interests of the employer to enhancing productivity, which is part of their management mandate. In the collective bargaining agreement, some of the employers’ interests covered include managerial responsibility, safety standards, and disciplinary responsibility (Budd 11). The issue of employers’ rights is crucial to collective bargaining agreements because of the nature of the employer-employee relationship. Notably, collective bargaining is primarily based on strengthening or managing this relationship to the satisfaction of all parties. Therefore, without ensuring that the rights and responsibilities of each party are clearly stipulated in the collective bargaining agreement, the risk of one party’s interests being met at the expense of the other is real. A good example of how the issue of employer rights is featured in collective bargaining agreement occurred at one of the General Motors plants in Tonawanda where the management and workers agreed to work as partners rather than as antagonists (Pritchard Para
Negotiation has been used as a vital communication tool not only in business but also in social intercourse. It helps people make common agreement and avoid conflict. So we need to use the tactics which we learned from this course and books to do more practice, only in this way we can gain advantages in negotiation.