N 12 : Best practices in negotiations

In this last chapter, we must know ten best practices for negotiations:

1 Be prepared

2 diagnose the fundamental structure of the negotiation

3 Identify and work the BATNA

4 Be willing to walk way

5 Master the key paradoxes of negotiation

6 Remember the intangibles

7 Actively manage coalitions

8 Savor and protect your reputation

9 Remember that rationality and fairness are relative

10 Continue to learn from your experience

L12 : Leadership through effective external relations

This chapter provides guideline to help manage external relations in day-to day encounters and in crisis situations so you will get positive image. In the beginning developing external relations strategy, the books has introduced following steps they include: clarify your purpose and strategic objectives, for being a good company need to have managing the press and media, community involvement, establishing relationship with the financial analysts. Identifying major external stakeholders include many of the following: Media, community, customer, investors, analysts, board, partners, distributors, suppliers or vendors, trade associations, unions, interest groups, retirees, competitors, government agencies, and the public at large. Creating major to reach external audience successfully following criteria honest, clear, consistent, and meaningful. Selecting the right spokesperson, there are three major rules apply: they must be at the right level for the problem, they must project a positive ethos, and they should received media training. Establishing the most effective media or forum, to ensure reaching the identified stakeholders is another critical component of external relations. Determining the best timing, depending on the context, the timing of an external message can be critical. Monitoring the results, two of the most common methods used to obtain feedback from external stakeholders are focus groups and surveys.

In building and maintaining a positive corporate image, there are six ways companies can build and maintain a positive corporate image: design campaigns to promote the company as a whole, carry out ambitious programs to champion product quality and customer service, maintain systems to screen employee activities for reputation side effects, demonstrate sensitivity to the environment, hire internal communication staff and retain public relations firms, demonstrate corporate citizenship.

Working with the new media there are three major issues need to follow: understanding the media rule and importance, deciding when to talk to the media, and preparing for and delivering a media interview in here also mention three little things they are preparation, is the key to an affective interview. Performance during the interview, you better very well prepared and be ready for it. Step to take after the interview.

Handing crisis communication, the following guidelines will help company response appropriately in crisis situation. Develop a general crisis communication plan and communicate it, once the crisis occurs, respond quickly; make sure you have the right people ready to respond and that they all respond with the same message, put yourself in the shoes of your audience, do not overlook the value of the web, revisit your crisis communication plan frequently, build in a way to monitor the coverage, perform a post crisis evaluation.

L11:Leadership Through Strategic Internal Communication

In this chapter is focus on establish leadership through strategic communication with employees. Describe the rule of strategic employee communication and how to ensure employee are equipped to make the greatest possible contribution to success your organization. How to ensure your internal communication achieve, here are the main topic you should be able to know: 1 supportive management, 2Targeted messages, 3 Effective media, and forums. 4 Well-positioned staff, 5 ongoing assessments. In this section we understand that how to develop internal communication strategy and aiming toward reaching some of the best practice discuss. In using vision and mission to internal communication, they are five steps we need to know they include: 1 create initial draft, 2 clarify the meaning, 3 tell the world in 25 words or less what you are and what you want to become, 4 develop the strategic objectives to make the vision specific and actionable, 5hold cascading meeting with employees to test the mission and the vision. Going through some soft of vision discuss, it can strengthen internal communication by bring forward and disagreements for senior manager can create a common, share view and focus. In the closing, we know the major efforts associated with change, internal communication is important to the success of any organization.

L10:High-Performing Team Leadership

In this chapter, we learn that, because teams are so commonly found in most organizations today, there is need for managers to learn how best to work with teams and to help ensure that teams perform at their peak.There is need for careful thought to be put into deciding whether to form a team for a particular purpose to meet a particular need, or to work through individuals acting alone and once the decision to form a team is made, there is need to ensure that the team has focus and delivers the results for which it was formed.Managers need to understand the people side of teams and learn how to address issues such as cultural differences, different personality types within the group and varying expectations of members from the team and the team experience.In the organised private sector here in Nigeria, there is a prevalence of teams in many organizations. There are sales teams, marketing teams, production teams etc. focused on helping organizations achieve their set goals and objectives. Hence, understanding team dynamics is crucial to one’s success as a manager.

L09:Meetings:Leadership and Productivity

With managers spending between 70 and 90 percent of their workday communicating, a great deal of this time is spent in business meetings.When meetings last too long or attendees fail to take meetings seriously or wander of topic during meetings, meetings tend to lose their value in organizations.Hence, it is essential that managers learn how to plan properly for meetings, manage meeting problems and conflicts effectively and ensure that meetings to into positive action for the organization.

L08:Cross-cultural literacy and communication

In this chapter, we learnt how emotional intelligence relates to leadership style and how cultural literacy relates to how effectively one communicates as a leader.There are definite steps that can be taken to improve one’s emotional intelligence and how well one.As a leader, one’s listening skills can also be improved upon.In communicating, there is need to pay close attention both verbal and non verbal communication elements in order to succeed as a leader.Mentoring is key part of leadership communication and providing feedback is essential to developing staff that report to us as managers.In the context of emotional intelligence, psychological tools like the MBTI can be used to understand oneself better and help identify possible areas for improvement.

N11:International and cross-cultural negotiation

This chapter is talk about the factors that make international negotiation different. Here are seven factors we need to know, they include: (1) political and legal pluralism, (2) international economics, (3) foreign governments and bureaucracies, (4) instability, (5) ideology, (6) culture, and (7) external stakeholders. From the Phatak and Habit’s five immediate context factors are discuss next: (1) relative bargaining power, (2) levels of conflict, (3) relationship between negotiators, (4) desired outcomes, and (5) immediate stakeholders. We understand that these environmental and immediate context factors acts to make international negotiations more difficult, effective international negotiators need to understand how to manage.In next section we discuss how to conceptualize culture. We discuss 10 ways that culture can influence negotiation: (1) the definition on negotiation, (2) negotiation opportunity, (3) selection of negotiators, (4) protocol, (5) communication, (6) time sensitivity, (7) risk propensity, (8) groups versus individuals, (9) nature of agreements, (10) emotionalism. We know the effects of culture on negotiation outcomes negotiation process, negotiator cognition, and negotiator ethics. In the clothing choosing the correct strategy for a given negotiation is the degree of familiarity that a negotiator has with the other culture.