The paper 'Negotiation Reflective Portfolio" is a great example of business coursework. The first three negotiations were very important in the preparation for the mega negotiation. Skills, ideas and knowledge gained in the negotiations were to form the basis for the mega negotiation. In the first negotiation, my group was competing against and another group in the sale of an old car. As a group, we clearly understood the importance of being informed before facing a client for any negotiations (Cragan et al, 2004). As a result, we engaged in intensive research on the model of cars in the market, their cost and the characteristics of each.
Since we were both selling a Holden Commodore 2003, the most important thing was our ability to persuade the client to purchase our car instead of that of our competitor. We gave the client a chance to bargain our selling price which was within the margin of the selling price at the market. In addition, we gave the customer a free service and fueled the car for him. Though this was covered in the total cost, it appeased the client, therefore, closing a deal with our group.
We applied the reward power base to persuade the client to accept our offer (Conley, & William, 1998). E-negotiation The second negotiation was e-negotiation. In current global trends, this form of communication has become very important since people can communicate regardless of the distance between then (Kouki & Wright, 1999). Though this mode of communication has its own challenges, it has the advantage of reduced cross-gender difficulties, racism, tribalism and gender bias. Since people communicate via writing, it is hard to identify who they are or their skin color especially where individuals and teams use nicknames and registered business names.
However, it is time-consuming and not everyone is in a position to access every feature on the internet (Kouki & Wright, 1999). These problems were evident during our negotiations. In addition, the negotiation lacked the convincing power that comes as a result of expression and sampling. This was as a result of the distance involved. Responses were not sent back immediately especially in cases where there were disagreements. A negotiation that would have taken 20 minutes ended up taking two and a half hours.
In addition, there is the problem of time difference which makes it difficult to carry out negotiations. According to Kouki & Wright (1999), being participants from different cultural backgrounds and having different experience strengthened our team in that we concentrated on the strength of each person. We took advantage of the research we had conducted earlier to emerge as the best-negotiating team. After winning in the first negotiation, we relaxed and assumed that we would definitely make it in the next one.
We did not have enough meeting as was the case in the previous preparation. As a result, we wasted a lot of time during the negotiation especially due to the fact that it involved a lot of writing. We lost the negotiation power to win over our competitor. Through this, we learnt how important preparation and brainstorming is before the negotiation. In addition, we learnt the importance of teamwork in carrying any task.
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
Kouki, R & Wright, D (1999). Telelearning via the internet. London: Idea group publishing.
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).