...5-21-2010 Article 4 Business Negotiations between the Americans and the Japanese Yumi Adachi Weber State University Follow this and additional works at: http://docs.lib.purdue.edu/gbl Recommended Citation Adachi, Yumi (1997) "Business Negotiations between the Americans and the Japanese," Global Business Languages: Vol. 2, Article 4. Available at: http://docs.lib.purdue.edu/gbl/vol2/iss1/4 Copyright © 2010 by Purdue Research Foundation. Global Business Languages is produced by Purdue CIBER. http://docs.lib.purdue.edu/gbl Yumi Adachi Weber State University BUSINESS NEGOTIATIONS BETWEEN THE AMERICANS AND THE JAPANESE INTRODUCTION Culture in the business world is not the same as general culture.1 Even native speakers of the language learn business manners and practices, and cooperative culture when they actually engage in a real life setting. It is not sufficient in business for foreigners to understand only the general culture of the target language, since culture and language cannot be separated (King), yet language study by itself is inadequate. Language is constructed with a strong influence exerted by the culture. Indeed, when studying language, it is incumbent upon us to study the culture of the target language (Bloch). Even though culture cannot explain everything (Fallows), and the business world shares a common ground regardless of culture (Bloch), fundamental features of the Japanese cultural values result in a different negotiation discourse from that of English...
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...Negotiating is a very important skill in our daily life. In week 11, our tutorial went though the negotiation by a simulation exercise. At the beginning, the role-play case information handed out to all class and we asked to read prior to participating in the negotiation exercise. This was a case about reaching an agreement between Chinese and American organization. I was assigned by Dr Paul into a Chinese team with two other Chinese teammates in this role-play simulation. After carefully read through the information, the final objective for our Chinese negotiators were to persuade the American companies’ negotiators to give us at least 51% of total control in our joint venture project. Before negotiate with the American team, our teammates exchanged own ideas and found some important aspects of our Chinese companies. Although after nearly one hour’s negotiation with American team, both of parties did not reach a mutual agreement at the end of role-play. In actually, our team was not satisfied with this result and I rethink about the process of negotiation, there were several problems noticed by me for this happened through the exercises of role-play. First, the opposite American teammates targeted at a strong target objective at 60%, we did describe a lot about our benefits to them, but the opposite team really got a consistent goal and never changed their mind. Moreover, they always emphasized their immense technology is the best in the world which was really vinegarish...
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...courses of negotiation in my life from which I have tried to figure out my weaknesses and strengths. Before the negotiation course, I could only realize some of my capacity and limits, for example I might be good at emotional control and bad at active listening. I believed they were not all the weaknesses and strengths that I should realize. In addition, I found it hard to hone my strengths and improve my weaknesses because (i) I did not see negotiation in systematic viewpoint (ii) I have not had enough negotiation experiences. Thankfully, this course has shed the new light on the wide scope of negotiations and how they should be conducted. From this course, I am able to see more dimensions of negotiations and subsequently, better figure out my weaknesses and strengths. As a result, I could find a more effective way to develop my negotiation skills. During...
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...Reflective Essay on Negotiation Negotiation occurs on a regular basis in a daily life and individuals negotiate in business occasions or outside of the workplace. Having superior negotiation skills is critical to the success in personal life and career development. This essay will indicate my natural preferences for different influencing tactics, connections between what I learnt and preconceptions, my perceptions about the activity, an understanding of negotiation and a personal action plan. The aim is to have a thorough grasp of the influencing tactics and improve my negotiation skills. Natural preferences for different influencing tactics In terms of the utility of influencing tactics, I preferred rationality and emotional appeal during the activity, as well as exchange. I acted as Chris Johnson, an employee who recently switched to the department and was not eager to wear safety glasses, and had a conversation with the new manager, Dale Williams, who should impose the safety rules. According to the role description, I had planned to focus on my demand for this job and no necessity for wearing safety glasses. When asked about the relationship with the previous manager in the first role play, I cited examples to demonstrate that I was an easy-going and reliable employee. Meanwhile, I listed my reasons point by point to explain that it was unnecessary to wear safety glasses. In the second round, I observed that the person in the manger role was patient and considerate...
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...you'd take; it's one at which you're indifferent to whether the deal gets done. If it's a dollar less, you'd prefer to walk; if it's a dollar higher, you'd do the deal. If you're the buyer, it's the maximum price you'd pay, and you'd be indifferent to doing the deal at that price point. Again, if it's a dollar higher, you walk; if a dollar lower, you'd take the deal. ZOPA (ZONE OF POSSIBLE AGREEMENT) = When the parties are "in the same ballpark" with respect to terms and pricing. Final Assignment We're going to analyze a real, albeit slightly older, deal here from the perspective of the main players (and there are several). Hopefully those players (at least their companies) and the property is familiar to you; this deal negotiation took place in 2001. The case in question is on the Harvard Business School Press site; access it (at a cost of $3.95) using this link. Here are the topics I want you to address in your analysis of this deal negotiation; I'm going to introduce into our work here a couple of new-ish concepts (although they were touched on in Getting to Yes) that I want you to explore on your own. I will include a definition for them in RESOURCES, but make sure you understand what they mean before you attempt to address. So here are the...
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...Salt Harbor Exercise The Salt Harbor exercise was a real world negotiation exercise that added many factors into the decision making. In this exercise, Lukas and I were partners. Lukas was the buyer and I was the seller. In this negotiation, I had recently purchase some property that I wanted to build into a coffee shop. The neighbor, who is also the buyer, did not want me to build the coffee shop and instead wanted to purchase the property. Lukas stopped me from being able to build the coffee shop through legal channels. I was given the option to take my chances in court or attempt to tell the property to Lukas and open my coffee shop at another location. ------------------------------------------------- This exercise was challenging because, like any real world situation, there was varying degrees of information asymmetry that made negotiating challenging. We were both looking to get more information out of the other person in order to be in a better position to negotiate. What made this exercise even more interesting is that it simulated a real world situation that two people would deal with every day. This made it easier to understand the underlying implication of the exercise as opposed to the first exercise. ------------------------------------------------- My Strategy: My initial strategy was to see what Lukas would offer first before I made a bid. Even though I risked being anchored, I want to gather as much information about him and the decisions he is making...
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...Preparing to Negotiate Over the course of training and consulting with tens of thousands of negotiators and dealmakers, we have become aware that, by far, the most common and costly mistakes in negotiation take place before talks even begin. Interestingly, the problem is usually not faulty preparation, but a lack of preparation altogether! Under the false assumption that negotiation is “all art and no science,” most people fail to prepare adequately for negotiation. When coupled with the belief that the “real action” begins at the bargaining table, even smart, thoughtful, and motivated people walk into substantive negotiations ill-prepared. Thus, it is critical that you adopt a thorough methodology to help you prepare to negotiate. Our five-step pre-negotiation framework offers a simple yet effective approach. (In the chapters that follow, we will add to this list as we confront more complex negotiations.) Step 1: Assess your BATNA. The first step in any negotiation is to ask yourself, “What will I do if the current negotiation ends in no deal?” In other words, you need to assess your BATNA, or best alternative to negotiated agreement—the course of action you will pursue if and when the current negotiation ends in an impasse.3 Without a clear understanding of your BATNA, it is impossible to know when to accept a final offer and when to walk away in order to pursue other options. Your BATNA assessment requires the following three steps: 1.Identify all of the plausible...
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...NEGOTIATION CASE CRISTIANO v/s REAL MADRID FC Module: Negotiation 1 (7FFLA572) Candidate number: P07352 Words: 5756 CRISTIANO v/s REAL MADRID FC Confidential Instructions for Ricardo Kaka, Agent for Cristiano You are the founder of one the biggest professional sports agencies in the world. You grew up in the back streets of Porto, Portugal and through hard work made it to Harvard Law School, where you specialized in sports law. While studying at Harvard you became extensively involved in the Harvard Negotiation Project thereby excelling at conflict resolution and negotiation. Armed with this knowledge you went back and applied it where it truly interested you-football. With determination and relentless resolve you became a much sought after football agent. In fact the media started labeling you and some others as ‘super-agents’ because of your ability to find raw talent from South America and Portugal and get them to the promise land (‘big clubs’ and ‘big bucks’). In 2009 your attention was brought to Cristiano, a truly world-class football player from Brazil with enormous potential. Using your connections, ability to speak the language and the fact that Cristiano, like you hailed from a modest background you signed him as a client. From a young age Cristiano has been playing football at the highest level, hence you engineered one of your greatest moves, which saw him transfer from his local Brazilian league to the big leagues of Europe. Success has followed...
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...friendly smile and a very gentle gesture with his hat. Eventually, he arrives at the hotel and sees the receptionist is very upset because he has just hurt his finger. To his surprise, the man in pain is expressing his discomfort by using the same words the traveler had assumed to be polite. 2) What is the connection between the story, negotiation of meanings and communicative competence? The main connection between these aspects is the fact that the story depicts the perfect example of what happens when there is no communicative competence, misinterpretation of intercultural context meanings and lack of negotiation. The connection among these three issues is pivotal on the one hand to consider as stated by Safriyani, R. (2009) “communicative competence is the ability to interact well with others. Communication takes place in an infinite variety of situations, and success in a particular role depends on one’s understanding of the context and on prior experiences of a similar kind.” On the other hand, negotiation of meanings helps people develop interlanguage capabilities and internalize proper inputs. It promotes a set of prompts such as “clarification requests” and “confirmation checks” (Long, 1980). In addition, negotiation is almost indispensable for having a proper comprehension of L2 input...
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...An example of South South cooperation: The ALBA-TCP Agreement The Bolivarian Alliance for People of Our America and the People’s Trade Treaty Case Study in International Negotiations Faculdade de Economia Universidade de Coimbra Irene Padovese Summary 1.Introduction………………………………………………………………………………............ 2. Pre-negotiations and historical context………………………………………………………. 3.The Negotiation process………………………………………………………………………. a. Negotiations I…………………………………………………………………………….. b. Negotiations II……………………………………………………………………………. 4. Summitry and multilateralism………………………………………………………………… 5. Impasse on Negotiation: The case of Honduras………………………………………....... 6. Asymmetries and Behaviour: Hugo Chavèz………………………………………………… 7. Conclusion……………………………………………………………………………………… 8. Bibliography……………………………………………………………………………………………… Introduction 1. Definition ALBA defines itself as "the Latin American option that fights for the autodetermination and sovereignty of people of its regions", especially, against of what they define "all the imperialistic politics of United States of America". (Alianza Bolivariana para nuestros pueblos de America, 2004) In other words, it is an integration platform that focuses on solidarity, complementarity, justice and cooperation between countries of Latin America that want to achieve together the level of "integral development through its own alternative way, in the middle of the increasing...
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...Ninth Edition CPA Preparatory Program Regulation Negotiable Instruments Sample Brian Hock, CMA, CIA with Dave Fairchild, CPA, CMA HOCK international, LLC P.O. Box 204 Oxford, Ohio 45056 (866) 807-HOCK or (866) 807-4625 (281) 652-5768 www.hockinternational.com cma@hockinternational.com Published August 2011 Acknowledgements Material from Uniform CPA Examination, Selected Questions and Unofficial Answers, Copyright © 1990-2011 by the American Institute of Certified Public Accountants, Inc., is reprinted and/or adapted with permission. Acknowledgement is due to the Institute of Certified Management Accountants for permission to use questions and problems from past CMA Exams. The questions and unofficial answers are copyrighted by the Certified Institute of Management Accountants and have been used here with their permission. © 2011 HOCK international, LLC No part of this work may be used, transmitted, reproduced or sold in any form or by any means without prior written permission from HOCK international, LLC. Thanks The author would like to thank the following people for their assistance in the production of this material: Kevin Hock for his work in the formatting and layout of the material, Lynn Roden, CMA for her assistance in the technical elements of the material, All of the staff of HOCK Training and HOCK international for their patience in the multiple revisions of the material, The students of HOCK Training in all of our classrooms and...
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...Introduction to Negotiation? Let us start this amazing journey of negotiation with a quote by Sir John. F. Kennedy, “'Let us never negotiate out of fear. But let us never fear to negotiate.” John F. Kennedy By definition, negotiation is an exercise in communication and language where an attempt is made to create mutual understanding as previously the two parties have been in conflicting understandings. It is also a series of episodes, where you consider your counterpart as collaborator or partner on the basis of trust and fruitful and ongoing negotiations. What matters the most is how the game is played rather than who is the winner. Definition 2: The most important thing about negotiations is that it’s all about communications. It is a dialogue where each person explains his or her viewpoints and in return listens to what the other person thinks of his or her viewpoints. During this process, opinions are exchanged, concessions are explored and proposals are made. The end of the negotiation process should create value for both the parties. Key to this is establishing credibility from the outset if the negotiations are to progress smoothly. What is negotiation? Corporations have to negotiate in numerous areas of organizational battle. Negotiation is an open development for two parties to find a suitable solution to a problematical conflict. There are five steps to the negotiation process. There are five steps to the negotiation process, which are: 1. Preparation...
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...The Okinawa Simulation held on Tuesday April 7, 2015 simulated the negotiation between Okinawa, Japan, China and the United States for Okinawa's independence movement. States sent message to other state through a piece of paper. In this way, the message would be read only by the state which got the paper in order to simulate communication between states in the real world. Communication not only happens on the negotiation table when every party knows what is going on. It was a simulation for students practice negotiation skill and make connection to the international relationship theories. This reaction paper discusses three ideas would affect international relationship: the role of hegemony, the role of different theory and factors would lead...
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...In the negotiation role-play, I was Mrs. Gibson. My counterpart, Mr. Parker, and I reached a final price of $25K for the parcel of land. At the end of the negotiation, and even after the class discussions, both he and I were satisfied by the result of the negotiation. Opening and working together rather than against each other I tried to start the negotiation even before actually talking about the topic at hand. Per the advice of Wheeler (pg 145-146), I wanted this negotiation to be friendly and easy to both sides. I wanted to create an atmosphere where Mr. Parker and I were working on the same side towards a common goal: the transfer of ownership of the parcel of land. If we were both comfortable and agreeable with each other, he would be more receptive to the offers I made. In order to achieve this, I used words such as “we/us” and compared Parker’s other offer to an opposing team. Fortunately, Mr. Parker responded to my openness with friendliness of his own. The entire negotiation stayed on this positive note and Mr. Parker conceded at very fast rates going from $50K to $30K to $25K whereas I increased gradually from $15K to $20K to $25K. The effects of anchoring and resisting I was scared of making the first offer, and rightly so. After the class discussion, it was obvious there was a slight correlation between the initial offer and the final negotiated price. The extreme final prices came mostly from prices that started too high or too low. Mr. Parker initially wrote...
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...The use of full-length films to teach negotiation. Olivier Fournout This is the text of a lecture given at the conference “New Trends in Negotiation Teaching”, presented by the Program on Negotiation at Harvard Law School (PON) and the Institute for Research and Education on Negotiation in Europe at ESSEC Business School (IRENE), Nov. 14-15, 2005. Key words: negotiation, leadership, film, fiction, phenomenology, negotiation of meaning, teaching of negociation, pedagogy, imagination, interaction. ----------------------- It is a year since I started courses on negotiation and leadership in which I use full-length films as the main pedagogical tool. It is this experience that I would like to talk about here. I will organize my lecture around three points: first, I will describe the course itself and its background; then, I will try to clarify my pedagogical principles; and finally, I will give you a very quick sample of this pedagogy by showing you some extracts from Lost in La Mancha, and I will make a few comments. 1- The course and its background. This course is given at the Ecole Nationale Supérieure des Télécommunications (the National Graduate School of Telecommunications in Paris). The three sessions on negotiation are fairly modest in size : 12 hours. I built them around three films. The first one is Le souper (The Supper) where we get an idea of the negotiation between Talleyrand and Fouché a few weeks after Waterloo, when France’s whole future...
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