negotiate

Examples of negotiate in the following topics:

• Overview of Negotiating Strategies

  • There are multiple negotiation styles and negotiation strategies which can be combined to yield different strategies.
  • Negotiation strategies and tactics, as discussed in prior atoms, tend to revolve around distributive negotiation (hard-bargaining and haggling) and integrative negotiation (value-added negotiation).
  • It is useful to understand the basic components of negotiation, the five negotiating styles, the three types of negotiation, and the way in which emotion affect the negotiation process.
  • The behavior of the negotiators is guided by the relationships and communication styles, and substance of the negotiations is guided by the actual commodity, service, or agenda in question.
  • 'My final offer' is an example of this type of negotiation.

• Collective Bargaining

  • Collective bargaining is negotiation between unions and employers to come to an agreement on the conditions of employment.
  • The collective agreements reached by these negotiations attempt to establish:
  • Individual negotiation is prohibited.
  • The union may negotiate a specific agreement with a single employer, or it may negotiate with a group of businesses to reach an industry-wide agreement.
  • Outline the conditions and negotiation process between groups of employees (unions) and employers in the human resource frame

• Introduction to Influence and Negotiation

  • Influence and negotiation are a central communicative component of management, potentially creating value or sales for the company.
  • However, negotiation usually falls under one of two loose strategies: distributive negotiation and integrative negotiation.
  • Integrative negotiation is more principle and based on the mutual recognition of the objectives for each party.
  • The negotiation is a shared concern as opposed to two separate concerns combating one another.
  • Recognize the inputs in negotiating and influence in the business world and extend these concepts into the global framework.

• The Role of the Manager in an Evolving Organization

  • Managers play a number of roles in evolving organizations, including leader, negotiator, figurehead, liaison, and communicator.
  • In these situations, organizations need a manager who can fulfill several roles, including leader, negotiator, figurehead, and communicator.
  • A negotiator is similar to a leader.
  • When organizations are developing or undergoing change, the manager is often required to negotiate clearly and steadfastly with competitors, contractors, suppliers, and employees.
  • A manager needs to be able to negotiate with all of these parties in a way that effectively serves the best interests of the organization.

• Unions

  • Just as individual employees negotiate with human resources, so too do groups of employees.
  • The labor union, through its leadership, bargains with the employer on behalf of union members and negotiates labor contracts (collective bargaining) with employers.
  • The most common purpose of unions is to defend conditions of employment that benefit their members or negotiate for better conditions.
  • This may include negotiating the terms of the following:
  • The agreements negotiated by the union leaders are binding on the union members and the employer, as well as, in some cases, non-member workers.

• Cooperative Strategy

  • Cooperative sourcing is a collaboration or negotiation between different companies with similar business processes.
  • Since all of the negotiating parties can be outsourcers or insourcers, the main challenge in this collaboration is to find a stable coalition and the company with the best production function.
  • High switching costs, costs for searching potential cooperative sourcers, and negotiating may result in inefficient solutions.
  • Contract negotiation involves determining whether all parties have realistic objectives; forming high-caliber negotiating teams; defining each partner's contributions and rewards as well as protecting any proprietary information; addressing termination clauses and penalties for poor performance; and highlighting the degree to which arbitration procedures are clearly stated and understood.

• Mintzberg's Management Roles

• Decision-Making Styles

  • Negotiation: The leader explains the situation to the group or individual and provides the relevant information.
  • Together they attempt to reconcile differences and negotiate a solution that is acceptable to all parties.

• Team Roles

  • These roles can require negotiation skills, keen perception about human behavior, and good listening abilities.

• Virtual Teams

  • When virtual teams cross national boundaries, differences in language and culture require the ability to negotiate barriers to communication and collaboration.