objectives of both parties in the exchanges? Both parties are trying to not only get their points across but they are both looking out for the best interest of their teams. They are trying to get what they both feel like they deserve within the negotiation. How would you describe the general "tone" of the exchanges? In the first exchange it almost seems like Len’s tone is a little threatening and Marilyn’s tone is a bit defensive and worried in response. Were Marilyn’s objectives on the way to
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disagree on whom to send to Saudi Arabia to negotiate the sale of two major computer installations worth approximately $35 million. Colorado Computing Company (CCC) has an excellent product and enjoys a good reputation in the area. With effective negotiations they are certain they can make a profitable sale. There are two candidates for the job‚ Jane Adams and Bill Smith. As soon as Jane heard about the possible sale in Saudi Arabia‚ she asked senior management to send her. Jane has an MBA in international
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Case 43 – FLINDER VALVES AND CONTROLS INC. 1. How do you see FVC’s situation? What are the strengths and weaknesses of FVC and RSE? Why should the two companies want to negotiate? 2. What is FVC worth? What are the key value drivers? 3. What opening price do you think Flinder should offer to sell the company to RSE? At what price should he walk away from the negotiation? How did you estimate those values? 4. Do you recommend that RSE pays in cash or stock? If stock‚ what exchange ratio do
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Liz Carten February 20‚ 2012 Smartix: Dancing with the Elephants 1. How would you evaluate Vivek Khuller’s initial development of Smartix in terms of developing the product/concept and testing/proving it out at the Harvard Ball? I believe Vivek’s use of the Harvard Ball as a testing venue was an effective‚ intelligent choice. He was able to illustrate many of the system’s features including its ability to capture demographic information‚ and the arrival and departure times of attendees
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Global Sourcing Importance of global sourcing: Study by Aberdeen research showed that 37% of companies surveyed found global sourcing as very important for company success. Overall‚ statistics show we import source more than we export source. Canada is #1 trading partner‚ Venezuela has oil. Levels in the evolution towards global sourcing: Asked purchasing agents where they are now with global sourcing and then where they see themselves in the future. Level 1: Only domestic purchasing {Current
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Negotiator Eric Mayka (MGT-470)- Conflict Management and Negotiation Colorado State University – Global Campus Shelly Baker January 5‚ 2013 Becoming a Better Negotiator Over the past 8 weeks there has been a lot that I have learned about myself as a person with inner reflection in my negotiation style. Negotiation is a skill that I thought people have to be born with. Although people can be born better suited with negotiation skills; the skill is also a craft that can be taught and learned
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Negotiating International Business - Egypt This section is an excerpt from the book “Negotiating International Business - The Negotiator’s Reference Guide to 50 Countries Around the World” by Lothar Katz. It has been updated with inputs from readers and others‚ most recently in June 2008. Though the country’s culture is quite homogeneous‚ Egyptian businesspeople are usually experienced in interacting and doing business with visitors from other cultures. However‚ that does not always mean that
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Section A 1. BATNA (Best Alternative To a Negotiated Agreement) is a term developed by Roger Fisher and William Ury of the Harvard Negotiation Project. In the absence of a deal‚ it is the preferred course of action you should take. It ’s a hefty concept that can make your negotiations more successful‚ especially when the other side is more powerful and/or has a stronger bargaining position. You negotiate to obtain something from another party that is more valuable than what you get by not negotiating
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positional negotiations versus principled negotiations. They then move on describing their four principles for effective negotiation: People‚ Interests‚ Options‚ and Criteria. Additionally‚ they describe three common obstacles to negotiation - when the other party is more powerful‚ what if they won ’t play‚ and when the other party uses dirty tricks - and discuss ways to overcome those obstacles. They also emphasize that all four negotiation principles should be used throughout the negotiation process
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on cutting the pie up‚ trying to get as much as they can for themselves. In general‚ distributive bargaining tends to be more competitive. This type of bargaining is also known as conjunctive bargaining | Integrative bargaining This involves negotiation of an issue on which both the parties may gain‚ or at least neither party loses. For example‚ representatives of employer and employee sides may bargain over the better training program me or a better job evaluation method. Here‚ both the parties
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