...important. I will explain some things about effective business communication require effective practice. There are five factors relate to effective business communication closely. They are communication theory, business writing styles, team building and interpersonal communication, negotiation and persuasion techniques, and intercultural communication. Generally, communication theories can teach people many skills to accomplish a successful business communication. Also, the ability to generate clear, vigorous and concise written materials are critical for people to be successful in business world. So writing process and writing styles play important roles in effective business communication. The best way for business organization to survive and grow in surroundings of intense competition and pressure on resources is building team for sharing information. Because organizations are consisted of interdependent relationships, interpersonal communication has useful functions to manage organizations. Negotiating and persuasion skills are extremely important in business as they can be applied in a wide range of personal and workplace situations to help a person and other parties agree on the best outcomes. With the economic and trade increasingly globalized, a good understanding of intercultural communication can contribute to support effective business. Communication Theory Communication theory is a basis for...
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...item 4 individual reflective journal (30%) Individual Negotiation Reflective journal (30%) Due date is on Tuesday week 13 The objectives of this assignment are to: Assess student’s ability to apply the knowledge and understanding of cross cultural management and negotiation learnt in this course by critically reflecting on negotiation simulations. Assess student’s ability to identify and analyses issues that were critical to the processes and outcomes of the negotiation simulations. Assess student’s ability to plan for a negotiation. Specific Tasks: This assessment item include four sections each approximately 500 words in length. In Part 1 of your journal, you are required to critically reflect on negotiation simulations from Week 9 to 11 and apply appropriate cultural, communication and negotiation theory/ies to identify and evaluate your own strengths and weaknesses. In part 2 of your journal, you are required to critically reflect your final negation simulation on week 12 and identify your improvements and evaluate processes and application while including effective and ineffective strategies and tactics compare with week 9 to 11. In Part 3 of your journal, you are required to identify the most significant ethical issues surrounding the negotiation simulations from week 9 to 12 and provide recommendations on how could you avoid the issues. Your individual negotiation plan for the Final Group Negotiation Simulation in Week 12 forms Part 4 of your reflective...
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...MOI UNIVERSITY KHADIJAH KWEYU CONFLICT MANAGEMENT & NEGOTIATION BHR 107 Discuss the basic theoretical models of bargaining process and explain how they can improve individuals negotiation skills in an organisation. Introduction: Bargaining can be defined as an agreement between parties settling what each gives or receives in a transaction between them or what course of action or policy each pursues in respect to the other. The study of bargaining process involves an analysis of the actors, the stakes and the factors involved. All theories feed into each other, and combining these theories allows for a more complete understanding of the issues involved in bargaining process and therefore helps to improve individuals negotiation skills. There are several different theories analyzing the process and outcome of bargaining process as follows:- 1. Integrative Approach Model 2. Game Theory 3. Behavioral Theory 4. Power Theory 5. Optimal Agent Independence 1. Integrative Approach Model The integrative approach divides the negotiating process into three phases: • Diagnostic • Formulation • Details In the practice of negotiation, these phases are not necessarily linear. Rather, they can be repeated and addressed many times throughout the negotiation process. The toughness dilemma in the integrative approach calls for tough diagnosis in order to clearly elucidate the true interests of each party. In the formulation...
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...Theory to Practice David Dwight Sandoval Contemporary Law/421 January 15, 2015 Mrs. Monica Arvelo/University of Phoenix Theory to Practice Below are questions 1 through 6 based on the scenario “Theory to Practice”: Question 1: At what point if ever, did the parties have a contract? Answer: An contract/agreement was started with Chou. BTT paid him $25,000 in exchange for negotiation rights for 90-days. Before the agreement was drafted by Chou, a BTT manager sent Chou an e-mail repeating the key terms of the distribution agreement including price, time frames, and obligations of both parties. Chou believed that the email was meant to replace the earlier notion (draft contract). This contract was in place when it was sent from BTT to Chou. Terms have been agreed upon …this is an enforceable contract between both of the parties. Question 2: What facts may weigh in favor of or against Chou in terms of the parties’ objective intent to contract? Answer: One fact that may weigh in favor of Chou, is the fact that there was a monetary agreement (BTT paid Chou $25,000/exchange for exclusive negotiation rights) between BTT and Chou. Since an email was used to send for the forms of communication between the parties, the Uniform Electronic Transactions Act (UETA) possibly could be used for legal implications in favor of Chou. One fact that may way against Chou, is the fact that a written agreement was not established before the 90-day period. The exclusive negotiation...
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...modern communications and negotiation theory and how it applies to everyday experiences. To achieve this, a workplace scenario was analysed and theories were applied in order to gain an understanding of what was happening in the interaction and what could be done to try to achieve a better outcome for all parties. In this report firstly a literature review was undertaken in order to introduce the reader in the types of theories which would be examined in the context of the work place case study. Next a detailed discussion of the workplace scenario was undertaken highlighting the key points of the situation and interactions as well as a detailed description of the three key characters and the key behaviours which they are seen to display. In the main section of the report a detailed review of the applicable theories and how they are demonstrated in the case study. The theories investigated cover the areas on Conflict, Communication, Negotiation and the use of Power Bases and found that many different different theories were visible in the day to day communication. Some of the theories which were seen and discussed were Negotiation Styles and Strategies, use of a BANTA, the use of nonverbal communication techniques and theories of social tension. In the final section of the report three recommendations were given which when used would provide the parties a more successful communication and negotiation experience. The recommended strategies were to practice emotional intelligence...
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...Negotiation Theory Types of Negotiation Table of contents 1. Introduction 2. Negotiation Theory: Foundations and Approaches 2.1. Basic concepts of negotiation 2.2. Negotiation approaches: An overview 2.2.1. Structural approach 2.2.2. Strategic approach 2.2.3. Behavioral approach 2.2.4. Processual approach 2.2.5. Integrative approach 2.3. Summary of approaches 3 Types of Negotiation Negotiation Theory and Practice: A Review of the Literature “major public policies are the outcome of a complex round of negotiation between interests, choices between values and competition between resources… there are no single ‘best’ options for any player in this game, for the ‘best’ outcome depends on what others do and what deals are possible.” (Davis et.al., 1993) 1. INTRODUCTION “Pure” conflict defined as the existence of competing interests between parties in absence of interests that are shared, is an anomaly in international relations where the defining feature of the relationship between states is mutual dependence. Such was the observation of Thomas Schelling, noted international economist, during the height of the Cold War. In the decades that have since transpired, globalizing developments in technology, communications, finance and trade have given rise to a world in which citizens, organizations and governments engage in millions of trans-national interactions on a daily basis. In the modern age, the need...
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...agreeable salary and benefits package for both parties. This process of salary negotiation may “represent one of the first employer-employee exchanges at the beginning of what may be a long-term employment relationship.” (Porter)This signifies the vitality for employers and employees to hone this skill and ensure a strong initial relationship is developed between the two parties. Before being able to master the skill of salary negotiations, it is important to understand what the skill is. Salary negotiation is the point in the hiring process when an ideal candidate for the position is given an offer that includes the salary and benefits; the employee must decide whether the offer meets their expectations. At this point, an employee can take the offer as is if they believe it is acceptable, or begin the process of negotiating for what they believe to be an accurate salary and benefits package. The negotiation should include coming to an agreement on details including base salary, benefits packages, etc. The employee should also get to know some of the organizations variable pay incentives such as profit-sharing, gain sharing, annual bonus plans, commissions, sign-on bonuses, stock options, stock purchase plans, etc. to assist in evaluating the offer. Although these portions of the pay are nonnegotiable, it is crucial the employer divulge this information to the employee during salary negotiation so...
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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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...BIG TIME TOYMAKER - CASE SCENARIO 2 Big Time Toymaker - Case Scenario Upon completion of required reading of “Theory to Practice” scenario, I confidently can report that the two parties never prepared a written contract. A written contract was supposed to be created for a deal between Big Time Toymaker (BTT) a company, which develops, manufactures, and distributes board games and other toys in North American and Chou who invented a new strategy game Strat. A contract was in process even the details had been identified, however; it fell through the cracks because of the management change at BTT. Initially, BTT paid Chou $25,000 for exclusive negotiation rights for a 90-day period and held meeting where details were discuss and agreed upon. Chou received an e-mail with the details of the contract, however; nowhere on the e-mail did it note that it was a contract. A month a lapsed without any interaction between BTT and Chou than Chou received a fax from BTT requesting a draft for a distribution agreement contract. Chou took care of that immediately and did not hear back from BTT for several months. New management at BTT took over and made the decision to informed Chou that they are no longer interested. The facts weigh against Chou because there was intent to contract. An official contract was never created between the two parties, which was the requirement in the negotiations. Second, the e-mail that included all the contractual details was never identified as contract. Furthermore...
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...GMGT 530 GMGT530 Complete Course Click below link for Answer http://workbank247.com/q/gmgt-530-gmgt530-complete-course/28010 GMGT 530 Week 1 Organizational Behavior Issues Paper ABC, Inc. is a competitor of your organization headquartered in a different country on a different continent. ABC has just announced that its shareholders approved the acquisition of your company. As the CEO in the acquired company, you have been asked to start the process of creating the changes necessary to make the merger-acquisition successful. You are being held accountable for maintaining your organization’s performance measures while dealing with the human elements of this situation. Resources: University Library and textbook readings Write a 700- to 1,050-word paper describing the key challenges that will face the organizations as they merge. To accomplish this, you must complete the following: * State the assumptions you will use for your analysis; specifically, identify the industry for both companies and the country where each company is located. In addition, identify the specific organizations you will be discussing. Select a company, for example, that will be ABC, Inc. for your specific situation. * Identify the elements of your organization’s culture and your perceptions of the importance of each element for your organization to operate effectively. * Use the text reading and at least three peer-reviewed sources from the University Library resources to identify the key...
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...Motivation Theory and Practice Analyze, compare, and contrast the two contemporary theories of motivation (a) equity theory and, (b) expectancy theory. Include in your discussion, an evaluation of each theory and the implications to managers in a global work environment. Your analysis should include identification of the strengths and weaknesses of each theory using scholarly references to defend your arguments. by Tassos Pericleous Student’s Number: 20153386 American College Semester 1 November 2015 Abstract The purpose of this paper was to analyze, compare, and contrast the two contemporary theories of motivation equity theory and, expectancy theory. Evaluate each theory and the implications of the theories to managers in a global work environment. Analysis should include identification of the strengths and weaknesses of each theory using scholarly references to defend your arguments. Motivation is the answer to the question “Why we do what we do?”. The motivation theories try to figure out what the “M” is in the equation: “M motivates P” (Motivator motivates the Person). It is one of most important duty of an entrepreneur to motivate people. Motivation theories can be classified broadly into two different perspectives: Content and Process theories. This paper explores the two contemporary theories of motivation process theories, equity (Adam’s) theory and expectancy (Vroom’s) theory. Analysis of equity theory (a) Equity Theory Equity Theory proposes...
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...Stella Ting-Toomey and the Face-negotiation theory Face-negotiation theory seeks to explain and understand the roots of conflict in terms of identity management on both individual and cultural level. Face can be defined as “the claimed sense of favorable social self-worth and/or projected other-worth in a public situation” (Ting-Toomey & Kurogi, 1998). Namely the public image of an individual, or group, that their society sees and evaluates is based on cultural norms and values. The concept of face has been used to explain linguistic politeness rituals, apology acts, embarrassment episodes, requesting behaviors, rapport-building, and conflict interactions (Ting-Toomey 2010). Born in Hong Kong, Stella Ting-Toomey (Ph.D., University of Washington) is a professor in the Department of Human Communication Studies, California State University at Fullerton. Being an author and scholar in the field of intercultural communication for over twenty years, Ting-Toomey is the leading researcher on “mindfulness” and “facework” in intercultural communication. The theory and its central issues such as face-saving, face-losing, and face-honoring “resonate with diverse ethnic groups and cultural groups on a global level,” as she says (Rinderle 2002). Currently, her research focuses on testing and fine-tuning the conflict face-negotiation theory and the cultural/ethnic identity negotiation theory. Back in the 1980s, the mainstream, Western-based interpersonal and workplace conflict research literature...
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... & 2005 JIT Palgrave Macmillan Ltd. All rights reserved 0268-3962/05 $30.00 palgrave-journals.com/jit Research article A critical analysis of decision support systems research David Arnott1, Graham Pervan2 1 2 Monash University, Melbourne, Australia; Curtin University of Technology, Perth, Australia Correspondence: G Pervan, Curtin University of Technology, Perth, Australia. Tel: þ 618-92667390; Fax: þ 618-92663076; E-mail: pervang@cbs.curtin.edu.au Abstract This paper critically analyses the nature and state of decision support systems (DSS) research. To provide context for the analysis, a history of DSS is presented which focuses on the evolution of a number of sub-groupings of research and practice: personal DSS, group support systems, negotiation support systems, intelligent DSS, knowledge management-based DSS, executive information systems/business intelligence, and data warehousing. To understand the state of DSS research an empirical investigation of published DSS research is presented. This investigation is based on the detailed analysis of 1,020 DSS articles published in 14 major journals from 1990 to 2003. The analysis found that DSS publication has been falling steadily since its peak in 1994 and the current publication rate is at early 1990s levels. Other findings include that personal DSS and group support systems dominate research activity and data warehousing is the least published type of DSS. The journal DSS is the major publishing outlet; US...
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...About Negotiation Board members are leading negotiation faculty, researchers, and consultants affiliated with the Program on Negotiation at Harvard Law School. Max H. Bazerman Harvard Business School Iris Bohnet Kennedy School of Government, Harvard University Robert C. Bordone Harvard Law School John S. Hammond John S. Hammond & Associates Deborah M. Kolb Simmons School of Management David Lax Lax Sebenius, LLC Robert Mnookin Harvard Law School Bruce Patton Vantage Partners, LLC Jeswald Salacuse The Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian Harvard Law School and Harvard Business School Lawrence Susskind Massachusetts Institute of Technology Michael Wheeler Harvard Business School Negotiation Editorial Staff Academic Editor T he articles in this Special Report were previously published in Negotiation, a monthly newsletter for leaders and business professionals in every field. Negotiation is published by the Program on Negotiation at Harvard Law School, an interdisciplinary consortium that works to connect rigorous research and scholarship on negotiation and dispute resolution with a deep understanding of practice. For more information about the Program on Negotiation, our Executive Training programs, and the Negotiation newsletter, please visit www.pon.harvard.edu. To order additional copies of this Special Report for group distribution, or to order group subscriptions to the...
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...Successful bargaining means looking for positives in every possible circumstance. "If I can trade off issues that I care about more and you care about less, then we've been able to create value in a transaction." "That's the silver lining." Sometimes negotiators fall into traps and leave resources on the table because they can't see that silver lining. Successful negotiators make detailed plans. They know their priorities and alternatives, should they fail to reach an agreement. You must know your bottom line, your walk away point. In addition, you need to understand time constraints and know whether this is the only time you will see your opponents in negotiation. Usually it's not. You may make this common mistake when there is a "congruent issue," when both parties want the same thing. For example: In the context of an overall negotiation involving salary, bonus, and vacation, the boss wants to transfer a junior manager to San Francisco. The manager is eager for the San Francisco assignment. But frequently, the employee will look at the situation and believe that since the boss gave him a desired promotion the employee must compromise on the transfer location. The employee might actually suggest a transfer to Atlanta. His psychology is: "I can't expect to get everything I want, so I'll take the middle." The boss is ambivalent about the transfer and figures she can get someone else to go to San Francisco. One way to get inside your opponent's head and influence his attitude is to shape...
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