The paper "Individual Negotiation Reflection" is a great example of management coursework. The first negotiation involved bargaining the cost of a used car. My group played the role of a customer. The dealer’ s price was $ 12,500, While was our price is $ 10,500.Since according to Cragan et al (2004) information is power, we researched intensively on the internet to identify the costs of various models and their characteristics. Our aim was to have information as our competition ground. Having the information at hand, we applied the theory of supply and demand to win this negotiation.
It was a win-lose situation and hence our decision to make the dealer understand that this was not our only option and we could simply opt for another dealer giving a better offer. We looked into other services offered such as having the car washed, the oil changed three times and free services for six months. Since the supply side was high, we the dealer opted to accept the price we offered and fulfil all our demands. We thus won in the negotiation.
Information power base was evident since this gave us a negotiating ground leading to the settlement of the deal (Conley, & William, 1998). The second negotiation involved the application of e-communication. Having become very essential in the current generation especially with well-developed internet connections, e-communication has enabled people to move businesses to a higher level. Businesses must adopt such a mode of communication if they have to remain relevant and competitive (Kouki & Wright, 1999). The advantage of this mode of marketing and communication reduced chances of tribalism, cross-gender difficulties, gender bias and racism.
This is because individuals do not meet face to face. However, e-marketing has several challenges including the limitation of the number of people accessing the internet and it consumes a lot of time (Kouki & Wright, 1999). These problems were experienced during our negotiation with time consumption being the biggest challenge. My group was representing a Chinese company BFM which was negotiating with an Australian company HHA. The negotiation was about 2011 2012 summer fashion. Our challenges included waiting a long time for a response from a client and we were also unable to detect the clients’ intentions which are detected through another person’ s expressions.
This meant that we also lacked the power to convince the customer through expression and sampling attributed to involved distance. The case was even worse where there were disagreements with the negotiation hence one and a half hours were used for the deal to be closed. Additionally, time difference problems arose since the clients were in different regions and we had to work with hours making setting the actual time quite tasking.
However, we, at last, came to an agreement through the application of integrative kind of negotiations and applying the win-win strategy. The third negotiation depended on strategic balance between negotiation points. My team was represented by Paige Tuner, a famous author who intended to change his publishing company and was looking for the best offer. Severally, the discussion went out of control as groups engaged in a heated debate. It took the intervention of the moderator to redirect the negotiations (Heavrin and Carrell, 2008). Our group applied every strategy within our disposal to try and emerge the winner and meet our objectives.
A lot of time was consumed due to several diversions from the main topic. We then came to an agreement with each team benefiting from the negotiation. We had learnt the role of unity and teamwork among group members in maintaining focus(Friedman & Barry, 1998). We also came to learn that, with better organization, less time is wasted.
Conley, M., and William, O'. (1998). A Natural History of Disputing." Just Words: Law, Language and Power, pp. 78-97. Chicago: University of Chicago Press.
Cragan, F., David, W. and Chris, K. (2004). Communicating in Small Groups: Theory, Process, Skills, 6th ed. Belmont, CA: Thomson Wadsworth.
Friedman, R and Barry, B. (1998) Bargainer Characteristics in Distributive and Integrative Negotiation: Journal of Personality and Social Psychology, Vol. 74, issue No. 2, pp 345- 359. P
Heavrin, C., and Carrell, M., 2008, Negotiating Essentials: Theory, Skills, and Practices, Pearson Education, pp 41-43
Kouki, R & Wright, D (1999). Telelearning via the internet. London: Idea group publishing.
Lewicki, R. J., Barry, B., and Saunders, D. M., 2006, Essentials of negotiation, McGraw- Hill/Irwin
Nooriafshar, M. and St Hill, R., (1998) Adopting The Technologies Associated With Modern Computing To Incorporate Studentsˆ Modal Preferences Into Course Design. Toowoomba: University of Southern Queensland.
Poole, M. S. & Dale L. Shannon (1992) “Communication Media and Negotiation Process,” pp.21-45
Stephanie, M. (2003) "Real teams in small Australian firms", Journal of Management Development, Vol. 22 Iss: 9. (learning style)
Zammit, K. (2006). Senior management teams: Member roles and team effectiveness within large hospitality organizations. Melbourne: Victoria University (both).