N1 : The Nature of Negotiation

N1 : Summary

This chapter we will learn the nature of negotiation which occurs every time aroud our life. We have set the groundwork for a thorogh and detailed examination of negotiation process. We began with examples--examples from the news of events around the world and examples from our everyday experience.Though this big example we recognize that what is the characteristics of a negotiation situation and four key elements of the negotiation process; interdependence, mutual adjustment, value claiming and value creation and conflict. How to managing conflict is important to us because we always meet conflict in our daily life.

N2 : Strategy and tactics of Distributive Bargaining

N2 Summary

This chapter focuses on the distributive bargaining. Firstly it describes a vivid story about selling and buying house between Larry and Megan. In this example, we know the meaning of target point, resistance point bargaining range and bargaining mix. The positive bargaining range the key of the negotiation begin. Then, it also concerned with four important tactical tasks. In order to make distributive bargaining effectively, understanding the process of taking positions is also important. In this field, it is include opening offer, opening stance, initial concessions, role of concession, pattern and final offers. After negotiating for a long time, you must learn to close the deal. This chapter also mentions several methods. And finally, many kinds of hardball tactics are introduced in it and we can learn what are they and their weakness.

N3 : Strategy and Tactics of Integrating Negotiation

N3 : Summary

In this chapter, we will learn the strategy and tactics of integrative negotiation. The fundamental structure of an integrative negotiation situation is such that it allows both sides to achieve their objectives. The chapter describes the integrative negotiation process which include creating a free flow of information, attempting to understand the other negotiator’s real needs and objectives, emphasizing commonalities between parties, and searching for solutions that meet the goals and objectives of both parties. It focuses on the four key steps in the integrative negotiation process: identify and define the problem, understand the problem and bring interests and needs to the surface, generate alternative solutions to the problem and evaluate those alternatives and select among them. For each of these steps, it discusses many strategies and tactics in details. Finally, we also review seven factors: first, three types of goals-common, shared, and joint-may facilitate the development of integrative agreements. Second, they must have faith in their problem-solving ability. Third, negotiators must accept both their own and the other’s attitudes, interests, and desires as valid. Fourth, the parties should be motivated to collaborate rather than to compete. Fifth, trust may accelerate the collaboration of parties. Sixth, accurate and clear communication is also important. Seventh, the negotiator must pay attention to the understanding of the dynamics of integrative negotiation.

N4 : Negotiation: Strategy and Planning

N4

N4 : Summary

In this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. First, we should determine the main purpose for negotiators involve in the negotiation is to achieve their goals. Second, after negotiators articulate their goals, then move to the next element in the sequence: selecting and developing a strategy. Finally, there are nine points for negotiator to review. First, defining the issues. Second, assembling issues and defining the bargaining mix; Third, defining the interests at stake. Fourth, knowing the limits and alternative if this deal does not work out. Fifth, setting targets and openings and make sure where to begin. Sixth, knowing constituents and the social context of the negotiation. Seventh, analyzing the other party in the negotiation-what they want to achieve. Eighth, present a case clearly and to provide ample supporting facts and arguments. Ninth, make sure what protocol needs to be followed in the negotiation.

N5: Perception,Cognition and Emotion

N5 : Summary

In the chapter five, we learn that perception, cognition are the basic building blocks of all social encounters, including the three basic elements in the negotiation. First, the chapter begins with the definition of perception. Then it introduces four type of perceptual distortion: stereotyping, halo effect, selective perception and projection. Second, this chapter discusses the framing which is a key issue in perception and negotiation. Then, the chapter discusses the ways to manage misperceptions and cognitive biases in negotiation. Final, it talks about the role of mood and emotion in negotiation which has been the subject of an increasing body of recent theory and research during the last decade.

N6: Communication

N6 : Summary

In this chapter, we have considered elements of the art and science of communication that are relevant to understanding negotiations. Communication is the most basic and important element in the negotiation. In the chapter 6, it begins with the question of what communication is during negotiation. It introduces five different categories of communication that take place during negotiations and shows that having more information does not automatically translate into better negotiation outcomes. Then it addresses three aspects related to how people communicate in negotiation: the characteristics of language that communicators use, the use of nonverbal communication and the selection of a communication channel for sending and receiving messages. Finally, it is followed by the approaches of improving communication and some special communication considerations at the close of negotiation.

N7: Finding and Using Negotiation Power

N7 : Summary

This chapter focuses on power in negotiation, finding and using negotiation power. By power, we mean the capabilities negotiators can assemble to give themselves an advantage or increase the probabilitity of achieving their objectives. First, it defines power and talks about why power is important to negotiators. Next, it gives examples of sources of power and how people can acquire those powers. Finally, it explains how to deal with others who have more power than you. It advises- never do all or nothing deals, make the other party smaller or make yourself bigger.

N8: Ethics in Negotiation

N8 : Summary

In this chapter shows what the ethical standards for behavior are in negotiations. A successful negotiator should choose the moral behavior when negotiate with people and should understand what factors must be considered. The chapter begins with the nature of ethics and it discusses negotiation tactics that bring issues of ethicality into play. Then it turns to a discussion of why such tactics are tempting and what the consequences are of succumbing to that temptation. Final, the chapter suggests several options to choose when we think the other party may be using deceptive tactics.

N9: Relationships in Negotiation

N9 : Summary

In this chapter,we discuss the effects of relationships during the negotiation process. It illustrates some traditional researches which study the negotiation process. The chapter identifies some issues that make negotiations in relationships different from and more challenging than conducting either distributive or integrative negotiations. Many professional negotiations conducted in businesses, law, government, communities, and international affairs occur in a context in which the parties have a past( and future) relationship, and their relationship strongly affects the negotiation process. Then, it follows by the effect of key elements in negotiations within relationships. Trust is an individuals belief in and willingness to act on the words, actions and decisions of another. Justice means whether individuals are fair treated in organization. These three important issues in relationships can shape the expectations of people’s behavior in negotiation.

N10: Multiple Parties and Teams

N10 : Summary

In this chapter, we will understand how the negotiation process changes when there are more than two parties at the table simultaneously. It defines the multiple parties and follows by five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. It illustrates sixteen things the group members should do in order to be an effective group. It introduces three stages to characterize multilateral negotiations. In the pre-negotiation stage, it includes lots of informal contact among the parties. In the actual negotiation, negotiator should work together to achieve an effective and endorsed result. In the agreement stage, the parties must select among the alternative on the table and encounter some last-minute problems to reach the final agreement.

N11: International Cross Culture Negotiation

N11 : Summary

This chapter examines various aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation. International negotiation has become the norm rather than an exotic activity that only occasionally occurs. It begins with two important factors that make the international negotiation different. They are environmental context and immediate context. Both of them have the significant effect on the processes of international negotiation. The chapter discusses how to conceptualizing culture and introduce two approaches to examine it. One is to understand the values and norms of culture and another is to understand all cultures contain dimensions. It illustrates the effect of culture on negotiation outcomes, negotiation process, and negotiator cognition and negotiator ethics.

N12: Best Practices in Negotiations

N12 : Summary

In this chapter, First we will understand the goals and interests, as well as those of the other party. The second practice is diagnosing the fundamental structure of the negotiation. The third practice is identifying and working the best alternative to a negotiated agreement. The forth practice is “be willing to walk away”. The fifth practice is to master the key paradoxes of negotiation, such as: claiming value versus creating value, and sticking by your principles versus being resilient to the flow. The sixth practice is to remember the intangibles. The seventh practice is to actively manage coalitions through communication, to ensure that the power of the coalition is aligned with their goals. The eighth practice is to savor and protect your reputation. The ninth practice is to remember that rationality and fairness are relative because people tend to view the world in a self-serving manner. The tenth and final practice is to continue to learn from your experience.

LC1 : Developing Communication Strategy

LC1 : Summary

In this chapter we will learn developing communication strategy. It provides four objectives which we should know. First, we must establish a clear purpose which means before we present the project to the audience, we must make sure what we want to convey. Second, we should determine our communication strategy. We ensure that all the angles and anticipate any issues that might emerge to interfere with communicating the message we want to deliver. Third, we need to analyze our audiences. We had better to clarify the audiences into different levels in order to transmit the right message to the right person. The last aspect is we need to select a best structure to make the communication more effectively. We can use several organizational devises, pyramid principle or storyboard to make our message easy to read.

L2: Creating Leadership Documents

In chapter two of Leadership Communication, We will learn ,how to create leadership documents. First, select an effective communication medium: text msg., e-mail, memo, letter, discussion outline, or report. Next, how to construct individual and team documents. Then, how to organize the content of our documents coherently. The formatting expectations for each of the communication mediums. Then explains how to include the content into reports. Finally, how to format a business document effectively.The negotiations occur for several reasons: to agree on how to share a resource, to create something new or to resolve a problem. Next, the characteristics of negotiation and interdependence.

L3 : Using language to achieve a Leadership Purpose

L3 : Using language to achieve a Leadership Purpose

In chapter 3 of Leadership Communication, It discusses, how to achieve a leadership purpose. In order to do this, the author recommends several things. First, The author advises the reader to project a positive ethos through tone and style. Secondly, she gives us guidelines on how to communicate more clearly and concisely. Third, she teaches us how to use language correctly by reviewing “the language rules that matter most.” These involve: punctuation, pronouns, and sentence structure. The final subject she confronts is how to employ efficient editing techniques, such as the “Do Save Money” technique.

L4: Developing and Delivering Leadership Presentations

L4 : Developing and Delivering Leadership

In this chapter we will tell us how to deliver leadership presentations. In the phase of preparation, we should know there are several different methods to delivery our presentation. They are round-table, stand-up, and impromptu. When determine our strategy, we had better to perform relax on these three ways. How to present a successful speech? We need to develop the introduction, body and conclusion firstly. Then we should to create the graphics, test the flow and logic, and finally edit, proofread and practice. When we follow these step, it is easier for us to achieve the greatest outcome. During the presentation, we can use some tactics to help us become confident. For instance, eye contact, stance and gestures, and suitable voice are the good choices. In the end, if we prepare fully and delivery speech lively and confidently, we can get the good feedback from the audiences.

LC5 : Using Graphics and Power point for Leadership

L5 : Using Graphics and Power point for Leadership

L5 : Summary

In this chapter introduces the method of using graphics and Powerpoint in presentation. It is notably using graphics help you deliver your purpose more quickly and more clearly. The graphic can reinforce your message, show clear relationship among the paragraph, and easy to understand and remember. Choosing the right chart in your document is import because it can add to, support, or explain your message best. The main purpose of graph is aid the audience in understanding the data and your central message so you need to make sure the chart can help you communicate your message more effectively. You can utilize PPT to catch the audience attention and every slide must contain meaningful content. Finally use the tools correctly, and you must know these tools are only the good aidance not the replacement.

LC6: Developing Emotional Intelligence and Cultural Literacy to strengthen Leadership Communication

LC6 : Summary

In chapter 6 of developing emotional intelligence and cultural literacy to strengthen leadership communication, you can know EI and cultural literacy affect the climate and morale of organizations and groups you lead. First, this chapter discusses the value of emotional intelligence, Reuven Bar-On point out the EI is emotional and social knowledge and ability to identify and manage emotions in yourself and in others. You can choose one of the six leadership styles to express yourself in the leadership communication effectively. Next, improving self-awareness, nonverbal skills, listening skills can allow you to interact with and lead others. Then, you should be particularly sensitive to the feelings of others and able to establish way to motivate people who work with you. Finally, understanding the cultural diversity of different countries may help you to communicate with audiences that form the complexion of most of the world’s corporations today.

LC7: Leadership Productive Meetings

LC7 : Summary

In this chapter, we will learn how to decide when a meeting is the best forum and Completing essential meeting planning. This chapter will help us in knowong how to avoid creating a negative atmosphere in a meeting in our company. We will learn to plan and conduct productive meetings by determining when a meeting is the best forum for achieving the required result,establishing objectives, outcomes, and agenda; performing essential planning; clarifying roles and establishing around rules, using common problem-solving techniques, managing meeting problems.

LC8: Building and Leading High Performing Teams

LC8 : Summary

In this chapter we will learn how to build and lead high-performingan teams. First, we learn that in order to build an effective team, having a supportive environment will simply make it easier in leading and managing teams. As a team leader, we need to bring the right people together and decide how to work with them to achieve the performance we desire. Second, the chapter help us to learn how to address the issues of purpose and approach in the team launch by creating a team charter, action plan, and work plan. It was followed by introducing the people side of teams. The people’s thinking and how well they work together often determine the success or failure of a team. Then, we know that conflict occurs inevitable in any circumstance, including teams. The chapter discusses the types of team conflict and the approaches to manage the sudden conflict. Final, virtual teams are becoming more and more prevalent nowadays. When we share and assent the advantage of the virtual team, we should not ignore that virtual team also create a lot of challenges among us. However, we believe with the right approach, a team can work through the challenges and achieve high performance in the end.

LC9: Establishing Leadership through Strategic Internal Communication

Summary LC9

This chapter discusses establishing leadership through internal communication. First, we will learn to do recognize the strategic role of employee communication. Next, it describes how to assess the employee communication effectiveness by using scorecards that evaluate: strategic objectives, processes, management, messages, media/forums, communication staff, and communication assessment. Then, it tells us that in order to establish effective internal communication we must have supportive management, targeted messages, effective media and forums, well positioned staff, as well as on going assessment of communication effectiveness through individual performance appraisals. That missions and visions can be used to strengthen internal communications. Finally it explains how to design and implement effective chain communication.

L10 : Leading through Effective External Relations

Summary LC10 : Leading through Effective External Relations

In this chapter we will learn to do developing an external relations strategy.Leading through effective external relations points out that a positive public image or reputation affects a company’s ability to achieve success. It provides approaches to projects a positive image in public from four aspects. First, there are seven steps to guide you in addressing the entire range of external audiences. Second, leaders of organizations must have high consciousness to building and maintaining a positive corporate image. Third, good relationship with the news media also can bring a positive effect on corporation because the news is an important media to publicize the company’s reputation. Final, every company will face the crisis. The fact shows that positive relationship with the media can make it easier in managing the crisis.

Introduction

Introduction

Hi,

My name is Jiten Gidla and i am from India. This is my third semester at Lincoln University and my concentration is International Business.

I was born in in a city called Hyderabad in India. I am the second son after my elder brother. I went to St. George's Grammar School where i got my 10th and 12th school certificate. I went to Nizam College which is affiliated to Osmania University to get my Bachelors in Commerce.

After my completion of Bachelors i started working for Indian Railways as a Senior Clerk for 3 1/2 years. I moved to Dena Bank(Nationalized Bank of India) from Railways as i got a better offer as an assistant manager in a local branch. I worked in Dena Bank for 1 1/2 year after which i decided to my MBA and applied to Lincoln University.

At the age of 12 i started to play ping pong and by the age of 15 i started to play at professional level. I was the champion of my state for 9 years in a row. I was selected to play for the Indian senior national team in 2006 and represented India in various major international tournaments which include the 2006 World Championship and Asian Games. This is the most priced achievement in my life.

My hobbies are watching movies which i can do the whole day as well as sleeping. Whenever i get time i listen to music,it makes my mind relax and makes me happy. I am a very shy person and do not tend to talk to new people or interact much but once i am comfortable with someone then i tend to interact more.

My plans for future after i finish my MBA is to gain some experience by working in a company mostly related to hotel and restaurant business as i plan to become a hotelier in the near future.

Welcome

Welcome to my blog for Communication in Leadership and Negotiations

(summer semester 2010)

Prof. Sylvia