...Miami School District Negotiation Paper Anonymous Organizational Negotiations MGT/445 August 1, 2011 Instructor Introduction The Miami school district has announced that as a result of unanticipated escalation in student enrollment, school boundaries for the upcoming year will be redrawn. Consequently, the school board signed on professionals to delineate new school boundaries, which were to be submitted the subsequent year. Compliant with the redrawn boundaries many students will be required to leave his or her current schools. As word of this news spread, parents began expressing their concerns to the school board. The objections put forth by the parents included effects on the quality of education, increased in travel to and from school, blending of economic and cultural boundaries, effects on property values, and social influences on children. In this paper a plan to address stakeholders concerns will be provided and the stakeholders will be identified. Next, this paper will determine what negotiation strategy to employ in an effort to effectively support the school board’s need to redraw the boundaries while addressing the concerns of the stakeholders. Finally, this paper will explain how ethics and culture affect the decision from the Miami School District. Stakeholders and a Plan to Address Their Concerns Numerous stakeholders are affected by these negotiations. According to Lewicki, Saunders, and Barry, stakeholders are the various individuals and organizations...
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...Negotiation Skills Training Manual 2006 By Desmond Oliveira Corporate Dimension Business Management Services [pic] Index Topic Page What negotiation is and why it is important Adversarial versus co-operative bargaining Planning the negotiation Preparation checklist Development exercise 1. Case study How to structure negotiations Personal power and how to increase it Development exercise 2. Personal power Behavioral analysis How to deal with behavior styles Development exercise 3. Behavioral styles Negotiating tactics Movement and concessions Dealing with price The closing stages The 40 most common mistakes in negotiation Development exercise 4. Role-play Development exercise 5. Action planner 3 5 6 9 12 17 19 21 22 25 27 28 33 36 37 38 40 43 [pic] 1 [pic] Negotiation skills Welcome to negotiation skills, Volume 3 in the sales skills library. This manual has been written especially for salespeople, sales managers and sales trainers. It contains valuable information on how to negotiate more effectively. This manual can be read as a book, or used as a source of reference material where specific needs, or issues arise. The range of titles in this series is: Volume Title 1 2 3 4 5 6 Selling skills Booking appointments by telephone Negotiation skills Presentation skills Time management Customer care [pic] In each manual you will find information on each topic...
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... This paper 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. Reliant Chemical strengths were assessed as a strong organizational relationship and management decision making. It recognized, resolved and or reconciled the changing interests of Pacific Oil, derived the best approach for the negotiation, determined the relationship with the other negotiator(s), and selected the appropriate strategy and tactics. Reliant Chemical had one assessed weakness, which was its possible vulnerability to effective counter tactics. The paper concluded by providing a recommendation to close the negotiation with Reliant Chemical on more favorable terms to Pacific Oil. Introduction The Pacific Oil Company negotiation filled with examples of how people (Corporations, Management and Negotiator(s)) should prepare, interact and react during a negotiation. The negotiation for Pacific Oil had numerous challenges during the negotiation with Reliant Chemical. Those challenges will be...
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...Parties to the 1997 Kyoto Protocol. The conference reached its objective, to for the first time achieve a global agreement on reduction of greenhouse emission in the Paris Agreement, which was adopted with acclamation by nearly all states. The agreement will become legally binding if at least 55 countries that represent at least 55 percent of global greenhouse emissions become a party to it through signature followed by ratification, acceptance, approval or through accession in New York between 22 April 2016 to 21 April 2017. It is expected to take effect in 2020. According to the organizing committee, the expected key result was to limit the global warming, by 2100, compared to pre-industrial to below 2 degrees Celsius. The goal to limit temperature increase with 2 degrees was however supplemented in the adopted version of the Paris Agreement, with the statement that parties "pursue to" limit the temperature increase to 1.5 degrees Celsius. A 1.5°C goal will require a zero level in emissions sometimes between 2030 and 2050 according to some scientists. However, no detailed time plan or country-specific goals for emissions were stated in the final version of the Paris Agreement - as opposed to the previous Kyoto protocol. A zero level should be reached during the second half of the century according to the agreement. In this context, this paper basically tries to find out the major issues of the conference. The paper starts with the introduction in section 1 followed by background...
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...negotiate it is essential to take into account the cultural aspects of all parts involved in the process. It is notable that culture plays a crucial role in all negotiation process, such as to determine its triumph or fiasco. This paper aims to relate the general cultural aspects of the Brazilian people, how these characteristics influence their behavior during the international trading process and how to generally deal with them as the other party in negotiations. 1. INTRODUCTION In this era of globalization, there is an inordinate necessity to comprehend how culture effects negotiations among parties in diverse areas of the world. Culture deeply influences how people communicate, think and behave. Prosperous cross-cultural negotiations require a perception of the negotiation style of those involved in the process, and the approval and respect of their cultural dogmas and rules. As mentioned, it is unquestionable that culture profoundly influences how people think, communicate and behave (Faure, 1999), thus guiding the type of transactions made and how they are traded. Cultural differences between the negotiators can create barriers that prevent or hinder the development of negotiations. Therefore, knowledge, acceptance and respect for the culture of the parties are essential to ensure the success of a negotiation and to avoid possible misapprehensions. Hence, to analyze and note the style adopted by the negotiators of a given culture is a challenging and exigent mission....
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...Global Operation EMBA 36 EPEC 1. Summary of the Paper Global economic development, especially the growth in emerging market, brings tremendous business opportunities and significant challenges to oilfield service companies (OFSCs). The challenges are mainly coming from the following aspects: * Global projects and global presents require global operation in recruiting, talent management and retention; * Inadequate supply from qualified talent and high turnover ratio; * Local content requirements from National Oil Companies (NOCs) increase the complexity in organization, resource and supplier chain; * Political and maritime risk impact from emerging market with instability exists in their political and economics environments. In order to solve those problems and challenge, the paper, “Unleashing people performance for higher global profits and productivity “, developed 5 strategies to improve business profits, employee productivity and talent retention: * Operate in global base: develop a global perspective on talent management. * Innovation in talent management: it is a process and objective orientated innovation to improve the quality of the talent management. * Emphasize career and leadership development: Enhance effectiveness in recruiting, developing, evaluation process by utilizing new approaches. * Alignment: Focus on alignment between individual career path and organization objectives, and reward performers across the cultures. ...
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...illustrates your overall argument. A paper illustrating the costly effects of poor mine design, for instance, might open with the scenario of how a poorly designed pillar at a salt mine in Louisiana once collapsed, fracturing the surface above and draining an entire lake into the mine. A paper on the supply and demand of nickel might begin by straightforwardly announcing that the paper will explain the uses of nickel, detail its market structure, and use data to forecast the future supply and demand of the metal. In brief, a paper’s introduction should define and limit the paper’s scope and purpose, indicate some sense of organization, and, whenever possible, suggest an overall argument. Another important principle in technical writing is that the introduction should be problem-focused, giving the reader enough background so that the paper’s importance and relationship to key ideas are clear. A rule of thumb about the introduction’s length: about 5-10% of the entire paper. As examples of how creative an introduction can be, here are the opening lines from a geography paper and a paper on optics, both of which use narrative technique to arouse our interest. Note how the first excerpt uses an “I” narrator comfortably while the second excerpt does not use “I” even though the writer is clearly reflective about the subject matter. The first excerpt is from a paper on the generic nature of America’s highway exit ramp services; the second is from a paper on shape constancy. The observation...
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... SYLLABUS OF THE 1ST YEAR TRIMESTER – I CODE MBA-011 MBA-021 MBA-031 MBA-041 MBA-051 MBA-061a MBA-061b PAPER Principles and Practices of Management Quantitative Techniques for Managerial Decision Making. Managerial Economics Human Resource Management Accounting for Management Seminar on Executive Communication Workshop on Information Technology for Management CREDITS 4 4 4 4 4 2 2 MARKS 100 100 100 100 100 50 50 TRIMESTER – II CODE MBA-072 MBA-082 MBA-092 MBA-102 MBA-112a MBA-112b PAPER CREDITS Quantitative Methods and Operations Research 4 Economic Environment for Business 4 Production and Operations Management 4 Financial Management 4 Seminar on Negotiation Skills 2 Workshop on Management Information Systems 2 o Introduction to Retail Management (R. Mgt.)* 4 SECTORAL SUBJECT – 1 MARKS 100 100 100 100 50 50 100 o Principles of Banking and Insurance (B & I)* o Introduction to IT and Telecommunications (IT & Tel)* o Introduction to Infrastructure (Infra. Mgt.)* o Industrial Pharmacy and Pharmaceutical Technology (Pharma. Mgt.)* o Hospital Planning and Organization (Hosp. Mgt.)* MBA-122 *R. Mgt= Retail Management; B&I= Banking & Insurance; IT & Tel.= IT & Telecommunication; Infra. Mgt.=Infrastructural Management; Pharma. Mgt.=Pharmaceutical Management; Hosp. Mgt.=Hospital Management. TRIMESTER – III CODE MBA-133 MBA-143 MBA-153 MBA-163a MBA-163b PAPER Legal Aspects of Business Marketing Management Organizational Behaviour Seminar on Business Research Methodology...
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...Negotiation Skills By: Kunal Samani President-Business Development Rolex Lanolin Products Ltd Why Negotiation? • Negotiation is needed to resolve intra-person or inter-person conflicts / disagreements / clash of interests. • Negotiation is something that we do all the time and is not only used for business purposes. The aim of negotiation is to explore the situation, and to find a solution that is acceptable to both the sides. • Only man negotiates; animals do not; when faced with larger predator, they do not ask for negotiation or justice rather just run away. • Negotiation is one of the most difficult jobs a person can do. It requires not only good business judgment but also a keen understanding of human nature Negotiation Interperson Negotiatio n Unplanned Negotiatio n Integrative Negotiatio n Hard Negotiatio n Soft Negotiatio n Planned Negotiatio n Distributiv e Negotiatio n Principled Negotiatio n Intra-person Negotiation Hard Negotiation • Hard negotiation involves the negotiation of positions, rather than interests. • It is highly competitive, seeing victory as the number one goal. • Hard bargainers, see the participants as adversaries. They distrust the other side and play sneaky games to try to gain the negotiating advantage. • Hard bargainers refuse to make concessions and demand onesided gains as the price of an agreement. • When confronted with a softer opponent, hard bargainers almost always will win. When confronted with another hard bargainer, however, it...
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...Studies University of Dhaka Subject: Submission of ‘Trade Unions in the RMGs sector of Bangladesh: A Case Study’ Dear Sir/Madam, Here is the paper on ‘Trade Unions in the RMGs sector of Bangladesh: A Case Study’. This has been prepared as a part of B.B.A. program under University of Dhaka. I would be happy if you read the report carefully and I will be trying to answer all the questions that you have about the study. I have tried my level best to complete this study meaningfully and correctly as much as possible. If you need any clarification about any issue of this paper, I will be pleased to assist you. Sincerely, ----------------------------- MD. Osman Dhali Roll – 51 Session 2009-10 (B.B.A. 16th Batch) Department of International Business Faculty of Business Studies University of Dhaka Table of Contents Executive Summary 1 Chapter 1 3 1.0 Introduction 3 1.1 Introduction 4 1.2 Background of the study 4 1.3 Research Aim and Objectives 5 1.4 Scope and Limitation of the Study 6 1.5 Methodology 6 1.6 Organization of the study 7 Chapter 2 8 2.0 Concepts of Trade Union 8 2.1 What is Trade Union 9 2.2 Origin of Trade Union 9 2.2.1 Trade Union Movement in Britain 10 2.2.2 Trade Union Movement in India 11 2.2.3 Trade Union Movement in Bangladesh 12 2.3 Importance and Objectives of Trade Union 13 2.4 Functions of...
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...commencement. This paper seeks to explore what is this Doha Round that has ignited such passionate displays from delegates and the common man alike, what are the issues at stake given the Round’s success or failure and finally, given the events that have marred its history to date and based on the many other factors in play, could the Doha Round come to a successful conclusion? The WTO conducts negotiations through what they call ‘rounds’. The November 2001 declaration of the Fourth Ministerial Conference in Doha, Qatar, known as the Doha Development Round, provides the mandate for negotiations on a range of subjects. Its objective is to lower trade barriers around the world, permitting free trade among countries of varying prosperity. The negotiations of the Doha Round take place in the Trade Negotiations Committee (TNC) and its subsidiaries. Other work under the work programme, such as issues concerning the implementation of the present agreements, takes place in other WTO councils and committees. The Doha Round was to begin at the WTO Ministerial Conference of 1999 in Seattle, and was supposed to be called ‘the Seattle Round’, however, some developing countries refused to launch the second round by blocking the “explicit consensus” needed at the final Heads of Delegation. It was later decided via explicit consensus at a meeting in Doha, Qatar, that all countries involved were committed to negotiations opening agricultural and manufacturing markets, services negotiations and expanded...
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...Yancy Hoyle 238925 TCP1- Task 1 Thesis: An effective leader is faced with many challenges while striving to meet the needs of the organization and to accomplish those goals with minimal resistance, he or she must understand why employees behave in the ways that they do, become adept at engaging employees, manage employee performance, and facilitate organizational change. |Blanchard, K.H. & Hersey, P. (1972). Management of organizational behavior: Utilizing human resources 2nd ed.). Englewood Cliffs, NJ: | |Prentice-Hall, Inc. | | | |In this text, authors Blanchard and Hersey address workplace behaviors and how leaders can recognize and either reinforce or redirect specific| |types of employee conduct. They also discuss a variety of motivations behind certain behaviors, such as social mores, individual needs, and | |peer influence. Understanding why employees respond well or poorly within the workplace is critical to managing both human resources and in | |pursuing the goals of the organization. Blanchard and Hersey are both recognized leaders in management theory, with numerous books, articles, | |training programs, and trade publications to their credit, both as a team and separately. The first...
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... PAGE Executive Summary ………...…………………………………………………………………………………… 3 Introduction ……………………………………………………………………………..4 Price Negotiation Memorandums (PNMs) 1. Issuing of government Contracts …….………....………………………………………5 2. Bidding and negotiation ………………….…….…………………………… ………6 3. Negotiation Summary..................................................................................................7 4. Introductory Summary……………………………………………………………….8 5. A tabular summary of price………………………………………………………….10 6. Government Contracting……………………………………………………………10 7. Vertical integration as a contracting technique……………………………………..11 8. Private-public partnerships…………………………………………………………..12 Executive summary This guide acts as a replacement to the earlier Air Force Material Command FAR Supplement with the intention of making it better than its predecessor. The scope of this document is to provide information on the necessities of developing prices and then devising of mechanisms to determine the fairness of the prices. It is with this precedent that the document goes back all the way from the historical behavior of factors that affect the prices up to the final price. The Price Negotiation Memorandum is the legal document that is used officially to determine any price, which cannot be set based on competition. In any contract, this document becomes the legal, binding document for...
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...INFORMS Multiple Criteria Decision Making, Multiattribute Utility Theory: Recent Accomplishments and What Lies Ahead Author(s): Jyrki Wallenius, Peter C. Fishburn, Stanley Zionts, James S. Dyer, Ralph E. Steuer and Kalyanmoy Deb Source: Management Science, Vol. 54, No. 7 (Jul., 2008), pp. 1336-1349 Published by: INFORMS Stable URL: http://www.jstor.org/stable/20122479 Accessed: 15-10-2015 13:28 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Management Science. http://www.jstor.org This content downloaded from 130.243.57.230 on Thu, 15 Oct 2015 13:28:04 UTC All use subject to JSTOR Terms and Conditions SCIENCE MANAGEMENT WjEE. Vol. 54, No. 7, July 2008, 1336-1349 pp. DOI io.l287/nmsc.l070.0838 ISSN 0025-19091EISSN1526-55011081540711336@2008 INFORMS Criteria Decision Making, Multiattribute Multiple Utility Theory: Recent Accomplishments and What Lies Ahead School Helsinki Jyrki Wallenius of...
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...this course, students are introduced to these challenges as they explore the tools and processes needed to accurately assess the political, legal, technological, competitive, and cultural factors that affect a firm’s strategies and operations within international and cross-cultural contexts. Integrative case studies are used to familiarize students with the challenging strategic decisions that global companies face as they work to ensure sustainable competitive advantage. Emphasis is placed on how the variable of culture interacts wth other national and international factors that affect managerial procesess and behaviors. This course also focuses on effective strategic, organizational, and interpersonal management as students learn how to develop the skills necessary to design and implement global strategies, conduct effective cross-national interactions, and manage daily operations in foreign subsidiaries. The growing competitive influence of technology is also discussed throughout the course. Prerequisites KG 592 Foundations of Business Management and Marketing Learning Objectives Students who successfully complete this course should be able to: 1. Use Porter's Five Forces Model to analyze specific domestic and international industries (Assessed by: BPP-Industry Analysis paper). 2. Analyze (compare/contrast) the effects of political, economic, legal and social dimensions on the global managerial challenges (Assessed by:...
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