The paper "Organizational Behavior and Negotiations" is an outstanding example of a management literature review. Globally, organizations and their employees are increasingly operating in multicultural settings due to the rapid rate of globalization. Indeed, while more organizations are expanding their frontiers across the globe, the secondary effects of rapid globalization are far from being escapable (Tsui and Nifadkar 2007). For instance, since organizations are becoming more culturally diverse, geographically diverse, and extremely competitive, the likelihood of conflicts abounds in such environments. Consequently, the organization’ s managers must possess adequate negotiation and conflict management competencies to handle such situations.
Similarly, managers need to understand the fundamentals of the concept of negotiation. In response, the increased rate of global business development has been an adjunct to the surge of research in organizational behavior and negotiation (Tsay and Bazerman 2009). This report presents a critical analysis of organizational behavior and negotiation based on discussions from published literature. Additionally, it provides recommendations for improvement. An underlying assumption is that negotiators tend to be susceptible to bias. Despite the fact that training may create better negotiators, those trained may still experience a certain level of bias. Relating organizational Behavior and negotiation Organizational behavior describes the systematic study and knowledge application on how people and groups within the organization conduct themselves and perform tasks.
Negotiations consist of two-way concessions between two parties leading to a compromise that is acceptable to both parties involved in the negotiations (Agarwal 2006). Negotiation is a critical aspect of organizational management. Raiffia et al. (2002) suggested a negotiation theory they dubbed Negotiation Analysis. The theory is anchored in the concept of decision analysis and game theoretic negotiation theory.
Negotiation Theory provides a narrow approach to negotiation.
Agarwal, N 2006, "Negotiation Decision support Systems: Analysising Negotiations under the Conditions of Risk," Journal of Business Systems, Governance and Ethics vol. 4 no 3, pp.11-25
Curhan, J. & Overbeck, J 2008, "Making a Positive Impression in a Negotiation: Gender Differences in Response to Impression Motivation," Negotiation and Conflict Management Research, vol 1 no 2, pp179–193
Raiffia, H, Richardson, J & Metcalfe, D 2002, Negotiation analysis, the science and art of collaboaive decision making, Harvard University Press, Massachusetts
Tsay, C & Bazerman, M 2009, "A Decision-making Perspective to Negotiation: A Review of the Past and a Look into the Future," Harvard Business Review, pp.1-28
Tsui. A & Nifadkar, S 2007, "Cross-National Cross-Cultural Organizational Behavior Research: Advances, Gaps, and Recommendations," Journal of Management, pp.1-84
Walton, R 2000, "Work Innovations in the United States," Harvard Business Review pp.88-98