...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 either could reach on...
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...Contract Creation and Management Simulation The simulation begins in the middle of a major dispute between a software-developing company, Span Systems, and one of its customers, Citizen-Schwartz AG (C-S), a large German bank. The two companies are in dispute over the quality and timeliness of deliverables. There have been major bugs found by C-S during testing and are worried about Span not fulfilling the one-year contract, which is worth $6 million. Span's main concern is securing a larger contract with e-CRM, which is tangent on the outcome of the current contract. C-S has requested all code and asserted the rescission of the contract. Future Business Opportunities Performance of Contract The contract states, " neither party may cancel this agreement, in whole or in part, subsequent to more than 50 percent of the consideration having been tendered by the other" (UoP Simulation). Since C-S requested all code, it is in breach of contract because more than 50 percent of the deliverables have been delivered. By looking at the big picture, the e-CRM contract, Span is willing to discuss and give concessions regarding the quality issue. Internal Escalation Procedure for Disputes The current contract covers the internal escalation procedure for disputes. The party believing itself aggrieved shall call for progressive management involvement in writing to the other party (UoP Simulation). C-S requesting all finished and unfinished code is a direct violation of...
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...Overview Rod Zemanek, the principal negotiator, designer and Project Manager of an Australian chemical engineering consultancy, (Predict Pty Ltd) has a warning for those wanting to do business in China: “Many Chinese see it as their patriotic duty to shoot down foreigners, so you can be like a clay pigeon at target practice.” Despite this, Rod Zemanek has been successful in China and is responsible for the design of many of the country’s modern breweries. He was invited to submit a proposal for a huge Guangdong brewery by Dr. Pasteur Lai, the son of a former Chinese minister of health and now an Australian citizen. Lai had many connections deep within the Chinese government, had done his homework on Rod Zemanek, and was able to report to the Chinese that Rod Zemanek was the premier brewery designer and builder in Australia. The Scene Rod Zemanek was initially cynical. “We get a lot of ‘tire kickers’ in this business—people who aren’t serious about a project but just want to test the waters,” he explained. Rod Zemanek sent the Chinese a questionnaire, asking for information about specifications, resources, brewery capacity, products they planned to produce, budget, and business plans. The response he received convinced him to head to China to discuss a potential deal to build Guangdong province’s largest brewery—a $20 million project. But, having heard from others about their China experiences, he decided to pitch only for the business in which his company had special technology...
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...Ethics in Negotiation: 1. Define Ethical Negotiation. Why do ethics matter? How would you apply ethics within the context of your Negotiation Final Project for this course? Ethics are the social principles or gauge whether some body is following the set social standards or not. The role of these social or ethical standards is very important in any type of negotiation for both parties. This gives the chance for both parties to know the tactics which are being used are deceptive, ethical or unethical and then help them examining the ethical tones and aid them in decision making. This also help both parties distinguish among different criteria, or standards, for judging and evaluating a negotiator’s actions, particularly when questions of ethics might be involved. In my final project, I will choose and react to the other party by keeping in mind the following mix of approaches. • Choose a course of action on the basis of results I expect to achieve (e.g., greatest return on investment). • Choose a course of action on the basis of my personal convictions (e.g., what my conscience tells me to do). 2. What motivates unethical behavior in negotiations? What are the potential consequences? How can negotiators deal with the other party's use of deception? When one party or individual want to secure his own establish outcome ignoring other party interest motivates unethical behavior. The unethical behavior outcome also depends on how high are the party stakes, competitiveness...
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...Concourse | Negotiations https://webster.campusconcourse.com/view_syllabus?course_id=12777 W EBSTER UNIVERSITY • JOINT BASE ANACOSTIA-BOLLING • GEORGE HERBERT W ALKER SCHOOL OF BUSINESS & TECHNOLOGY • MANAGEMENT NEGOTIATIONS PROC-5840 3 Credits 01/07/2013 to 03/09/2013 Section 34 S1 2013 Modified 12/05/2012 MEETING TIMES Saturdays - 8:00am-12:00pm CONTACT INFORMATION Monica Y. Watts, MBA Email: monicawatts98@webster.edu Phone: 202-344-2938 Fax: 202-344-1254 Preferred contact method: Email DESCRIPTION The course involves scope, strategies, and objectives related to negotiated acquisitions. The preparation, conduct, and documentation of the negotiation process are included. Requisites None OBJECTIVES The following is a list of the basic learning outcomes for the course: Identify the strategies, tactics, and skills needed to successfully negotiate an agreement/contract in industry or the federal government. Compare and contrast negotiation process in industry and the federal government. Acquire a working knowledge of the negotiation process that includes planning, closure and documentation. Perform a series of negotiation exercises that will allow the student to apply hands-on negotiation strategies, techniques, and tactics used in industry and the federal government to ensure successful negotiation outcomes (win-win). OUTCOMES The following is a list of the learning outcomes for the course: Graduates will know and explain the important terminology...
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...Pacific Oil Company Gene Arnold Negotiation Strategy Oklahoma Wesleyan University Pacific Oil Company The Pacific Oil Company went into negotiations with Reliant Manufacturing, and its goal was to sign a new long-term agreement. Pacific assumed that the new contract would be signed with no major obstacles, and that the principal point of negotiation would be price. Jean Fontaine, who is the marketing vice president for Pacific, went into a negotiation process with Reliant. Fontaine started the process three years before Reliant Manufacturing’s current contract was up, hoping to best his competition by offering Reliant a lower price and getting them to agree to a five year contract extension. Fontaine did not adequately research his client’s needs or sufficiently project the outcome of these negotiations. Due to this error Pacific was not prepared to address the concerns and requests that Reliant brought up during the negotiation. Both parties wished to renew the contract in a timely manner, but Fontaine slowed down the negotiations because he did not have a complete negotiation strategy that included a contingency plan or best alternatives. The negotiators for Pacific were not prepared for all the changes that Reliant would ask for at each meeting, and they had no power to make any key decisions to settle the negotiations. Reliant’s negotiators used Pacific’s lack of preparation to negotiate a far better contract. (Lewicki, Saunders, Minton, & Barry, 2015). Analysis ...
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...II415 Negotiation for International Business What type of negotiator are you? Negotiation is a dialogue between two or more parties in purpose to reach a mutually beneficial outcome, to gain advantage for an individual or collective or to craft outcomes to satisfy various interests. Therefore, negotiation is present in each and every company where they want to collaborate with another party, or they want to start a new project. Not only in big companies but also in SMEs. A negotiation includes parties, issues, alternatives, positions and interests. To represent a party there are negotiators who represents the company. A good negotiator focus on how to interact, persuade, communicate and perfects their negotiating skills. A successful negotiator works with others to achieve their objectives. A negotiator must have a certain attitude to communicate with the other party. As per my research, I found 5 types of negotiator namely, competitors, accommodators, avoiders, collaborators and compromisers. For me, I might be a collaborator. Because a negotiator will talk and respond according to their behavior and attitude. Therefore, I always want to come to a solution of a problem even when we have to go against the option we have and if we have to make it longer and include other people’s idea. I want to come to a solution without hurting other people’s feeling and looking at both person’s perspectives and profits. I can have patience and wait for the ultimate solution. Though I panic...
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...has brought many cultural difference issues to the forefront of today’s business strategies. Culture in international negotiations has frequently been compared to an iceberg, although there is an appearance of an obstacle above the surface, the depth of understanding required to conduct successful international negotiations goes far beyond what is immediately transparent. Since culture has a substantial influence on how people deliberate, converse and act, it has significant effect on many aspects of business negotiations, and therefore must be considered when conducting business internationally. All too often companies try to operate using the same business structure and strategies in multiple different countries and are unsuccessful or have extreme difficulty due to the differences in culture. This paper will discuss several cultural differences which consistently cause difficulties in international negotiations specifically during the conduct of business between America and China. These differences are broken up into several different categories including: purpose of negotiation, cultural compatibility, governmental compatibility, communication barriers, risk aversion, formalities and negotiating speed, emotional response, and successful negotiating tactics. Purpose Understanding why both business parties are negotiating as well as cultural negotiation processes are important in obtaining a favorable outcome during international business transactions. While Americans...
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...Personality and Communication in Negotiations BUS / 445 September 1, 2014 Professor Kerri Buie Negotiating the Purchase of Our Home Negotiations are constant in life and happen to anyone who interacts with other people every day. Everything from how to a project at work is handled to negotiating the chores with your spouse is handled by negotiation. Whether we are aware of this happening or not, it is a significant part of how we interact with almost everyone. With the amount of time we spend negotiating it is surprising on how little time we spend analyzing and perfecting our negotiating skills. Communication and personality are key components of any negotiation and will be the keys in a successful outcome for everyone involved. I recently was involved in intense and long term negotiations in the fall when I purchased my first house. The Personalities In the beginning phases, all of the parties that would take part in the negotiation were acquainted by various means. The real estate agent that we chose was a friend of one of my wife’s work colleagues. His wife was a mortgage broker that was to assist us with the acquisition of our loan and the eventual purchase of our home. Throughout the process, however, we switched mortgage brokers due to a colleague of mine recommending a broker who turned out to be able to acquire a better rate. The other side of the negotiation included the real estate broker for the seller...
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...Personal Reflection Paper Initially, I would like to talk a little about my role in the fundraising project and then mention about how OB concepts played a role in the completion. My role in the project was Purchasing and Procurement Officer and as the name suggests, this was a very demanding job and highly respected by all my peers. This position was very significant for me that, I cannot emphasize enough how much it is going to help me in my field of studies and possibly my career. Being part of the “Basketball Shootout”, my biggest challenge was to get desirable gifts for the participants and making sure it did not cross the projected budget. In order for me to do the job very efficiently, I had to use my networking skills and track down the right people to provide me with the goods. Through out the development of the process, I came across many vendors and small business owners. However, time and cost were major limitations and provided less room for negotiation. Another interesting part of the journey was to meet people, especially salespersons and their interest to know about the event’s importance. For this, I also had to touch and feel certain areas of marketing where I had no experience before. In spite of the ordeal, I would say my role was a great success and it brought great attention and respect among my peers. In any case, however, I must say that group projects like these are not piece of cakes. The majority of my time was invested to solve group conflicts and...
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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’ use and non-use of Acas conciliation in industrial disputes October 2010 Labour Research Department Disclaimer The views in this report are the author’s own and do not necessarily reflect those of the Acas Council. Any errors or inaccuracies are the responsibility of the author alone. 2 Table of contents ACKNOWLEDGEMENTS.................................................................................. 4 EXECUTIVE SUMMARY .................................................................................. 5 1. INTRODUCTION....................................................................................... 7 1.1 Background..................................................................................7 1.2 Method........................................................................................7 Building a sample-frame of officials...........................................7 1.2.1 1.2.2 Development of hypotheses .......................................................
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...[pic] | | |NEGOTIATION PLAN | |AZ [INSERT] | |FILE REFERENCE: | |PROJECT [NUMBER] | |[PROJECT TITLE] | |[LOCATION & STATE] | | | |PROJECT SPONSOR: [Insert Here] | |PROJECT VALUE: $[X.YYm] | |PACKAGE VALUE: $[X.YYm] | |PREFERRED TENDERER: [INSERT NAME] ...
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...talk outside gunpoint Boyd Fuller and Shriya Mohan, 8-1-2013 2 * Capturing hostages is believed to be the only way for Naxalites to get the government to lend them their ears. So by agreeing to talk only when kidnapped, are we not asking to be held at gunpoint? At left, Maoists during a training session in the Dantewada forest. (Right) Sukma Collector Alex Paul Menon, accompanied by an interlocutor, following his release by the Maoists in the forests of Chintalnar in Chhattisgarh, in May last year.— photos: Akhilesh Kumar * When Roger Fisher, negotiation guru and former director of the Harvard Negotiation Project, was once asked in an interview if he could really negotiate with a terrorist, he said, “I’d much rather listen to them than fight. A lot of times, they’ve got legitimate grievances packaged as extreme political positions.” Near the end of 2012, the government made an important move towards negotiations with the Maoists, promising to put in place Crisis Management Groups (CMG), which are essentially teams to negotiate hostage situations in Left Wing Extremist (LWE) States. Clearly, the two high profile Maoist kidnaps of last year — Collector Alex Paul Menon at Chhattisgarh and the Italian tourists at Orissa — created much national distress. But as we embark on combating a new year of conflict, let us reflect for a bit. Capturing hostages is believed to be the only way for Maoists to get the government to lend them their ears. So by agreeing to talk only...
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...CHAPTER 1 The Nature of Negotiation Objectives 1. 2. 3. 4. Understand the definition of negotiation, the key elements of a negotiation process, and the distinct types of negotiation. Explore how people use negotiation to manage different situations of interdependence—that is, that they depend on each other for achieving their goals. Consider how negotiation fits within the broader perspective of processes for managing conflict. Gain an overview of the organization of this book and the content of its chapters. Chapter Outline A Few Words about Our Style and Approach Joe and Sue Carter Characteristics of a Negotiation Situation Interdependence Types of Interdependence Affect Outcomes Alternatives Shape Interdependence Mutual Adjustment Mutual Adjustment and Concession Making Two Dilemmas in Mutual Adjustment Value Claiming and Value Creation Conflict Definitions Levels of Conflict Functions and Dysfunctions of Conflict Factors That Make Conflict Easy or Difficult to Manage Effective Conflict Management Overview of the Chapters in This Book Chapter Summary “That’s it! I’ve had it! This car is dead!” screamed Chang Yang, pounding on the steering wheel and kicking the door shut on his 10-year-old Toysun sedan. The car had refused to start again, and Chang was going to be late for class (again)! Chang wasn’t doing well in that management class, and he couldn’t afford to miss any more classes. Recognizing 1 2 Chapter 1 The Nature of Negotiation that it was finally...
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...did you notice about the way the opportunity for this project came about that was an unusual business practice for Infosys? the opportunity came in such a way that Infosys Japan didn't receive a "Request for Proposal" for the new project on the system application of "Voice Over Internet Protocol" by Nippon Tele Communication. As Infosys believed they had a good chance since they had previously worked with ATC in their IT system development. Not letting the opportunity simply go by, Infosys asked ATC to recommend them to Nippon Tele Communication, Which they did. 2. Describe the contract negotiations. In what way were these negotiations a departure from the way you would have expected negotiations to be conducted? According to the business dictionary, contract negotiations is the Act of two or more parties discussing points of a potential partnership arrangement. The goal is for an agreement to be made that is beneficial to all involved parties. Discussions may go back and forth between parties until all points have been agreed upon. The end goal is an arrangement that is both fair and equitable to each party.(Business Dictionary 2016) But, in this case, the contract, the negotiation between Nippon Tele Communication and Infosys was unusual since Infosys got involved in Nippon Tele Communication's project without receiving a request for proposal (RFP). Even though Nippon TeleCommunication was willing to handle the project to NISP, Infosys didn’t give up and came up with an excellent...
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