Ever since she entered the firm, Mrs. Müller has worked every year on Christmas Eve. This year she wants to be with her family, though. But none of her colleagues want to be there. Her boss needs every shop assistant available because of the Christmas sales. At the beginning of December Mrs. Müller asks the boss who will fill in for her on Christmas Eve.
Especially in today’s work setting, where a variety of people are being offered opportunities to be involved in making decisions affecting them and their work negotiation is significant. The more people are involved in the process; more disagreements are likely to arise over diverse matters such as wage rates, task objectives, performance evaluation, job assignment or work schedules (John Wiley & Sons, 2004). A manager of today has to be familiar with basic negotiation concepts and processes to deal with such day–to–day affairs.
In this assignment I want to give a short overview about what negotiation is all about and what different types can be distinguished (chapter 2). Then I want to focus on the manager’s main fields of action within negotiations (chapter 3) followed by some as-pects of cultural differences (chapter 4). Finally I will explain the negotiation process (chapter 5).
Table of Contents
- 1 Introduction
- 2 Negotiation - definition and types
- 3 Manager's issues in negotiation
- 4 Cultural differences
- 5 The negotiation process
Objectives and Key Themes
This assignment provides a concise overview of negotiation, focusing on its definition, types, and practical application for managers. It explores the challenges managers face in negotiations, considering cultural differences and the overall negotiation process.
- Defining negotiation and its various types
- Identifying key challenges and strategies for managers in negotiations
- Exploring the impact of cultural differences on negotiation
- Analyzing the steps involved in the negotiation process
- Illustrating negotiation concepts with practical examples
Chapter Summaries
1 Introduction: This introductory chapter sets the stage by presenting a scenario of Mrs. Müller, an employee needing to negotiate time off on Christmas Eve. It highlights the increasing importance of negotiation skills in modern workplaces, where decisions often involve multiple parties and diverse perspectives. The chapter then outlines the assignment's structure, previewing the topics to be covered in subsequent chapters: defining negotiation, analyzing manager-specific issues, exploring cultural influences, and detailing the negotiation process itself. The case of Mrs. Müller serves as a compelling introduction to the overall significance of effective negotiation in a professional setting.
2 Negotiation – definition and types: This chapter defines negotiation as a process of joint decision-making among parties with differing preferences. It emphasizes the growing relevance of negotiation in modern workplaces where collaborative decision-making is prevalent. Four types of negotiation situations are identified: two-party negotiation (e.g., a manager and a subordinate), group negotiation (e.g., a committee), intergroup negotiation (e.g., negotiations between companies), and constituency negotiation (e.g., collective bargaining). The chapter provides practical examples for each type, illustrating the diverse contexts in which negotiation skills are crucial for managers. The framework established here provides a foundational understanding of the different negotiation contexts a manager might encounter.
3 Manager's issues in negotiation: This chapter delves into negotiation issues specifically relevant to managers. It focuses on the foundations for achieving integrative agreements, which include attitudinal aspects (trust, information sharing, questioning), informational foundations (understanding BATNA and interests), and behavioral foundations (separating people from problems, focusing on interests, avoiding judgment, using objective criteria). The chapter also discusses classic two-party negotiation, emphasizing the importance of understanding the bargaining zone (the overlap between reservation points) and navigating the process of reaching a mutually acceptable agreement within that zone. The chapter provides a practical framework for managers to approach negotiations effectively, focusing on both attitudinal and strategic aspects.
Keywords
Negotiation, manager, cultural differences, negotiation process, integrative agreements, two-party negotiation, bargaining zone, BATNA, communication.
Frequently Asked Questions: A Comprehensive Language Preview on Negotiation
What topics are covered in this language preview?
This preview offers a complete overview of negotiation, including its definition, various types, and practical application for managers. It examines the challenges managers face in negotiations, considering cultural differences and the negotiation process. The preview includes a table of contents, objectives and key themes, chapter summaries, and keywords.
What are the key themes explored in the preview?
Key themes include defining negotiation and its types (two-party, group, intergroup, and constituency), identifying challenges and strategies for managers in negotiations, analyzing the impact of cultural differences, outlining the negotiation process, and illustrating negotiation concepts with practical examples. The importance of achieving integrative agreements and understanding the bargaining zone are also highlighted.
What is the negotiation process according to this preview?
While the specific steps are not explicitly detailed, the preview emphasizes understanding the different types of negotiation situations, the importance of attitudinal aspects (trust, information sharing), informational foundations (understanding BATNA and interests), and behavioral foundations (separating people from problems, focusing on interests). The preview also stresses the significance of the bargaining zone in two-party negotiations.
What are the different types of negotiation discussed?
The preview identifies four types: two-party negotiation (e.g., manager and subordinate), group negotiation (e.g., a committee), intergroup negotiation (e.g., negotiations between companies), and constituency negotiation (e.g., collective bargaining).
What challenges do managers face in negotiation, as described in the preview?
The preview highlights the challenges related to achieving integrative agreements, understanding and navigating the bargaining zone, considering cultural differences, and managing the attitudinal and behavioral aspects of the negotiation process. Effective communication and information sharing are crucial to overcome these challenges.
What is the significance of cultural differences in negotiation?
The preview emphasizes that cultural differences significantly impact the negotiation process, implying that managers need to be aware of and adapt to these differences for successful outcomes. However, the specific cultural influences are not detailed.
What is BATNA and its importance in negotiation?
While not explicitly defined, BATNA (Best Alternative To a Negotiated Agreement) is mentioned as an important informational foundation for successful negotiation, suggesting its relevance in understanding one's options outside the current negotiation.
What is the role of integrative agreements in negotiation?
The preview highlights the importance of achieving integrative agreements, which are mutually beneficial outcomes. This is achieved through a focus on attitudinal, informational, and behavioral foundations in the negotiation process.
What is the bargaining zone in negotiation?
The bargaining zone refers to the overlap between the reservation points of the negotiating parties. Reaching a mutually acceptable agreement requires navigating within this zone.
What are the key words associated with this language preview on negotiation?
The key words include Negotiation, manager, cultural differences, negotiation process, integrative agreements, two-party negotiation, bargaining zone, BATNA, and communication.
- Citation du texte
- Michael Mehnert (Auteur), 2008, Negotiation: Definition and types, manager's issues in negotiation, cultural differences and the negotiation process, Munich, GRIN Verlag, https://www.grin.com/document/116275
