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Negotiation = a resolution of conflict Some people are naturally stronger negotiators
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Negotiations“Everything is negotiable”
Negotiation =a resolution of conflictSome people are naturally
stronger negotiators
Business negotiations
• Manager and Clerk: Negotiating a promotion• Employer and Potential Employee:
Negotiating job benefits• Business Partners: Making decisions about
investments• Companies A and B: Negotiating a merger• Customer and Client: Making a Sale
techinques
Aiming high
Visualize end results
Treat your opponent with respect and
honesty
Negotiate a Job Offer
Raise the following issues before you accept:SalaryPromotion opportuniesInsurance (medical, dental, accident,life)HolidaysVacation timeRetirement/pension plansOvertimeExpenses
Always try to negotiate for at least 15 minutesAlways offer to let the other party speak firstAlways respect and listen to what your opponent has to say
Golden rules
Acknowledge what the other party says.
Pay attention to your own and your counterpartner's body language
Body Language Possible meaning
Avoiding Eye ContactLying
Not interestedNot telling the whole truth
Serious Eye ContactTrying to intimidateShowing anger
Touching the face/fidgetingNervousnessLack of confidenceSubmission
NoddingAgreeingWilling to
compromiseShaking the head/turning away
FrustratedIn disbeliefDisagreeing with a
point
Beware of last-minute strong-arm tactics
in the last few minutes of the negotiations manipulative parties may employ certain tactics
settlement
last minutes tricks that negotiators often useWalking out of the roomshort-term bribe“take it or leave it “Giving an ultimatumAbrupt change in tone (to shock the other party
into submission)Introducing new requests (to get you to concede
with little thought or consideration)Adopting the Mr. Nice Guy persona (used to try
to make it look like they are doing you a favour in hopes that you will lower your expectations)
Formalize the negotiationA. handshake and
verbal agreementB. formal contractRecommended:e-mail or letter that
verifies the terms and puts the agreement on record, especially when a specific number is decided on
Case study
Company: Landscape Design (LD)
Markus:
• Has been with the company for 5 years
• Believes he is underpaid and deserves more seniority over his crew members
Louis:
• Manager• Owner of LD
• Louis values Markus more than the other workersBUTcannot afford to pay him more at a time of the year when work is unsteady
Markus’s preparation
Negotiation process
Settlement
Stages