INT 660 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a comprehensive negotiation plan.
As more companies expand their focus to include foreign markets and suppliers, it is becoming essential for business professi onals to possess the unique skills
necessary to carry out international negotiations. Professionals working in international markets must adapt their negotiation strategy in order to meet the
expectations of their clients.
In this project, you will choose a specific country/company pairing from the list provided in this document and use it as the foundation for your research and
preparation. Using your knowledge of your chosen nation’s culture, economy, and business environment, you will develop a negotiation and b argaining strategy.
In addition, you will need to consider the stakeholders’ interests and create a conflict management strategy to handle potential conflicts. Apply all components in
order to create a comprehensive negotiation plan that you would employ when carrying out negotiations with your chosen country/company. Finally, you must
create a professional paper that presents your entire negotiation plan effectively. In this project, you will present your findings and recommendations, including
answers to all guiding questions, as a lead negotiator prior to traveling abroad to negotiate a deal with a foreign company.
The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Four, Six, and Seven. The final product will be submitted in Module Nine.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Assess the influence of culture and the environment on communication and business negotiations across the globe
Evaluate differences in strategic decision making between diverse groups around the globe for their impact in business negotiations
Propose appropriate bargaining strategies for conducting effective negotiations with people from different cultures
Analyze the role of stakeholder interests in international negotiations and the need to prioritize these interests in the negotiation strategy
Employ appropriate conflict management techniques in cross-cultural negotiations
Prompt
Use the textbook and information from your individual research on one of the country/company pairings in the table below for the following prompt.
Country
China
Brazil
France
Germany
Spain
India
Switzerland
Company
Foxconn
Petrobras
Airbus Industrie
Siemens
Telefónica
Infosys
Nestlé
Country
Russia
Italy
Japan
Netherlands
Mexico
South Africa
Company
Gazprom
ST Microelectronics
Toyota
Philips
CEMEX
Imperial Holdings
For your negotiation plan, you must create a professional paper and apply the theories and concepts from the course to interpret and formulate answers to the
following guiding question: Based on the analyses conducted on your country of choice, how would you carry out negotiations with your potential business
partner to ensure a successful agreement that is favorable for both parties (you and the foreign company)?
Specifically, the following critical elements must be addressed:
I.
Introduction
Before analyzing specific elements of negotiations in your chosen country, you will need to be familiar with general business practices and how they
differ when conducting business internationally. Analyze the following aspects of negotiations and determine how each will im pact cross-cultural
negotiations.
a) Verbal communication
b) Nonverbal communication
c) Decision making
II.
Country Analysis
Analyze each of the following aspects of the country you have chosen and describe how each will impact your business negotiation.
a) Culture
b) Economy
c) Market in which your chosen business operates
III.
Stakeholder Analysis
For the following, remember that the scope of critical stakeholders and interests may differ depending on cultural considerations. Organize stakeholders
based on priority.
a) Who are the critical stakeholders involved in this negotiation?
b) What is the significance of the role of each stakeholder?
c) What are the priorities of each stakeholder?
IV.
Negotiation/Bargaining Strategy
a) What bargaining strategy will you use in your negotiations with your potential business partner? Justify your approach with supporting evidence
from research.
b) Why will this strategy be effective with the chosen culture/country in which the negotiation is taking place?
c) What is your Best Alternative to a Negotiated Agreement (BATNA)? How does it affect your negotiation approach with your potential business
partner? How will your strategy increase the chance of a successful outcome?
V.
Conflict Management Strategy
a) What conflict management strategy will you employ during cross-cultural negotiations to handle conflicts that could potentially arise?
b) How will this strategy satisfy the stakeholders and ensure no harm is caused to the business relationship?
c) Ensure the strategy is in harmony with the culture and other aspects of your chosen country.
VI.
Conclusion: Summarize your chosen negotiation plan and explain why you feel it will be effective in this particular situation.
Milestones
Milestone One: Introduction to Country and Culture
In Module Two, you will submit a two- to three-page paper identifying the ways in which country-specific cultural aspects will impact the negotiation process.
What are some important economic and cultural differences between your chosen country and the United States? How do natives of your chosen country
perceive (in general) the American style of doing business? How do the cultural/economic characteristics of your chosen country affect the communication style,
business approach, and decision-making process of your chosen country? The paper should be submitted as a Word document, written in APA style and cited
appropriately. This milestone is graded with the Milestone One Rubric. The feedback provided by the instructor should be applied to your final negotiation plan.
Milestone Two: Stakeholder Analysis
In Module Four, you will submit a two- to three-page paper. Who are the critical stakeholders involved in this negotiation? What are their roles and priorities?
Explain the role and position of each of the stakeholders and describe how their interests may differ depending on cultural considerations. What measures will
you have to take to ensure all stakeholders will be satisfied with the outcome of the negotiation? The paper should be submitted as a Word document, written in
APA style and cited appropriately. This milestone is graded with the Milestone Two Rubric. The feedback provided by the instructor should be applied to your
final negotiation plan.
Milestone Three: Negotiation/Bargaining Strategy
In Module Six, you will submit a three- to four-page paper detailing the negotiation and bargaining strategy you will employ during business negotiations with
your chosen country. Justify this approach with supporting evidence from research on the country and on the international negotiations strategy. Include your
reasoning for choosing this strategy, including supporting research from previous milestones. Explain how the strategy will be used and how it will increase the
likelihood of a successful transaction. What is your BATNA in this particular negotiation? How does the strength of your BATNA influence your approach to the
negotiation? The paper should be submitted as a Word document, written in APA style and cited appropriately. This milestone is graded with the Milestone
Three Rubric. The feedback provided by the instructor should be applied to your final negotiation plan.
Milestone Four: Conflict Management Strategy
In Module Seven, you will submit a two- to three-page paper detailing the conflict management strategy. Based on your research of the country’s business ethics
and values, how will you manage any conflicts that arise during negotiations? Describe how you will ensure no harm is caused to the business relationship.
Ensure the conflict management strategy is in harmony with the culture and other aspects of your chosen country. This milestone is graded with the Milestone
Four Rubric. The feedback provided by the instructor should be applied to your final negotiation plan.
Final Submission: Negotiation Plan
In Module Nine, you will submit your final negotiation plan. It should be a complete, polished artifact containing all of the critical elements of the final product. It
should reflect the incorporation of feedback gained throughout the course. This submission will be graded using the Final Project Rubric.
Deliverables
Milestone
Deliverable
Module Due
Grading
1
Introduction to Business and Culture
Two
Graded separately; Milestone One Rubric
2
Stakeholder Analysis
Four
Graded separately; Milestone Two Rubric
3
Negotiation/Bargaining Strategy
Six
Graded separately; Milestone Three Rubric
4
Conflict Management Strategy
Seven
Graded separately; Milestone Four Rubric
Final Submission: Negotiation Plan
Nine
Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your final negotiation plan must be 8 to 10 pages in length (plus a cover page and references) and must be written in APA format. Use
double-spacing, 12-point Times New Roman font, and one-inch margins. Include at least 10 references cited in APA format.
Critical Elements
Introduction:
Verbal
Communication
Exemplary (100%)
Meets “Proficient” criteria
substantiated with evidence
Introduction:
Nonverbal
Communication
Meets “Proficient” criteria
substantiated with evidence
Introduction:
Decision Making
Meets “Proficient” criteria
substantiated with evidence
Country Analysis:
Culture
Meets “Proficient” and cites
specific, relevant examples to
support analysis
Country Analysis:
Economy
Meets “Proficient” and cites
specific, relevant examples to
support analysis
Country Analysis:
Market
Meets “Proficient” and cites
specific, relevant examples to
support analysis
Proficient (90%)
Provides concise, detailed
explanations of common (in the
United States) and unique
verbal communication practices
used in the target country
Provides concise, detailed
explanations of common and
unique nonverbal
communication used in the
target country that can assist
negotiators in presenting their
case and in interpreting the
intent and emotional state of
the other party
Provides an overview of the
decision-making processes used
in the target country
Analyzes the culture of the
target country with a focus on
business culture and explains
how the culture will impact the
negotiation process
Analyzes the current economy
of the target country, including
type of economy, and describes
how it will impact the
negotiation process
Analyzes the current state of
the market in the industry of
the chosen company
Needs Improvement (70%)
Provides common and unique
verbal communications but
does not explain their relevance
in the negotiation process
Not Evident (0%)
Does not include an overview of
common and unique verbal
communication
Value
6
Provides common and unique
nonverbal communications but
does not explain their relevance
in the negotiation process
Does not include an overview of
common and unique nonverbal
communication
6
Provides an overview of the
decision-making process but
does not explain how it will
impact the negotiation process
Does not explain how the target
country’s culture will impact the
negotiation process
Does not include an overview of
the decision-making process
6
Does not include an analysis of
culture
6
Does not explain how the target
country’s economy will impact
the negotiation process
Does not include an analysis of
the economy
5
Does not explain how the target
country’s market will impact the
negotiation process
Does not include an analysis of
the market
6
Stakeholder Analysis:
Critical Stakeholders
Meets “Proficient”
substantiated with market
research
Identifies the critical
stakeholders, including special
interest groups, government
officials, and individuals
Does not include all critical
stakeholders in analysis
Does not identify the critical
stakeholders
6
Stakeholder Analysis:
Roles
Meets “Proficient”
substantiated with market
research
Meets “Proficient”
substantiated with market
research
Meets “Proficient” criteria and
provides examples
Analyzes the role of each key
player in the negotiation
Does not sufficiently describe
the stakeholders’ roles in the
negotiation
Does not sufficiently describe
the stakeholders’ priorities in
the negotiation
Does not sufficiently explain the
measures that will be taken to
ensure all stakeholders are
satisfied with the outcome of
the negotiation
Does not consider all of the
necessary aspects of the
negotiation plan
Does not include an analysis of
stakeholders’ roles
6
Does not include an analysis of
stakeholders’ priorities
6
Does not provide an
explanation of measures that
will be taken to ensure all
stakeholders are satisfied with
the outcome of the negotiation
Does not provide a bargaining
strategy
5
Does not provide a convincing
explanation
Does not provide an
explanation for why the
strategy would be effective
6
The BATNA and its influence on
the negotiation strategy are not
explained properly
Does not include a BATNA
6
Does not consider all of the
necessary aspects of the
conflict management plan
Does not provide a conflict
management strategy
6
Stakeholder Analysis:
Priorities
Stakeholder
Analysis:
Measures
Negotiation Strategy:
Bargaining Strategy
Meets “Proficient” criteria
substantiated with rationale to
support the strategies that were
chosen
Negotiation Strategy:
Effectiveness
Meets “Proficient” criteria
substantiated with evidence
Negotiation Strategy:
BATNA
Meets “Proficient” criteria
substantiated with evidence
Conflict
Management
Strategy:
Strategy
Meets “Proficient” criteria
substantiated with rationale to
support the strategies that were
chosen
Identifies the priorities of each
key player in the negotiation
Provides an explanation of
measures that will be taken to
ensure all stakeholders are
satisfied with the outcome of
the negotiation
Provides a detailed description
of the overall bargaining
strategy that will be used for
the negotiation that takes into
account cultural considerations
of the target country
Analyzes the overall negotiation
strategy and provides a
convincing explanation for why
it would be effective with the
chosen culture vs. other
possible strategies
Provides a detailed, strong, and
credible BATNA and a
convincing explanation of how
it influences the negotiation
strategy and walkaway point
Identifies potential areas of
conflict in the negotiation and
provides an effective conflict
management strategy to
mitigate them
6
Conflict
Management
Strategy:
Stakeholders
Conflict
Management
Strategy:
Culture
Conclusion
Meets “Proficient” criteria
substantiated with market
research
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Meets “Proficient” criteria and
provides examples
Meets “Proficient” criteria
substantiated with rationale
Analyzes the effectiveness of
the conflict management
strategy for each group of key
stakeholders
Explains how the conflict
management strategies are in
harmony with critical local
cultural considerations
Summarizes negotiation plan
and explains why it will be
effective in the particular
situation
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Does not consider all
stakeholders in the creation of
the conflict management
strategy
Does not consider all critical
cultural aspects affected by the
conflict management strategy
Does not analyze the
effectiveness of the conflict
management strategy for each
group of key stakeholders
Does not analyze the cultural
considerations of the conflict
management strategy
5
Does not sufficiently explain
why the negotiation plan will be
effective in the particular
situation
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Does not provide a conclusion
5
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
4
Earned Total
4
100%
INT 660 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a comprehensive negotiation plan.
As more companies expand their focus to include foreign markets and suppliers, it is becoming essential for business professi onals to possess the unique skills
necessary to carry out international negotiations. Professionals working in international markets must adapt their negotiation strategy in order to meet the
expectations of their clients.
In this project, you will choose a specific country/company pairing from the list provided in this document and use it as the foundation for your research and
preparation. Using your knowledge of your chosen nation’s culture, economy, and business environment, you will develop a negotiation and b argaining strategy.
In addition, you will need to consider the stakeholders’ interests and create a conflict management strategy to handle potential conflicts. Apply all components in
order to create a comprehensive negotiation plan that you would employ when carrying out negotiations with your chosen country/company. Finally, you must
create a professional paper that presents your entire negotiation plan effectively. In this project, you will present your findings and recommendations, including
answers to all guiding questions, as a lead negotiator prior to traveling abroad to negotiate a deal with a foreign company.
The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Four, Six, and Seven. The final product will be submitted in Module Nine.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Assess the influence of culture and the environment on communication and business negotiations across the globe
Evaluate differences in strategic decision making between diverse groups around the globe for their impact in business negotiations
Propose appropriate bargaining strategies for conducting effective negotiations with people from different cultures
Analyze the role of stakeholder interests in international negotiations and the need to prioritize these interests in the negotiation strategy
Employ appropriate conflict management techniques in cross-cultural negotiations
Prompt
Use the textbook and information from your individual research on one of the country/company pairings in the table below for the following prompt.
Country
China
Brazil
France
Germany
Spain
India
Switzerland
Company
Foxconn
Petrobras
Airbus Industrie
Siemens
Telefónica
Infosys
Nestlé
Country
Russia
Italy
Japan
Netherlands
Mexico
South Africa
Company
Gazprom
ST Microelectronics
Toyota
Philips
CEMEX
Imperial Holdings
For your negotiation plan, you must create a professional paper and apply the theories and concepts from the course to interpret and formulate answers to the
following guiding question: Based on the analyses conducted on your country of choice, how would you carry out negotiations with your potential business
partner to ensure a successful agreement that is favorable for both parties (you and the foreign company)?
Specifically, the following critical elements must be addressed:
I.
Introduction
Before analyzing specific elements of negotiations in your chosen country, you will need to be familiar with general business practices and how they
differ when conducting business internationally. Analyze the following aspects of negotiations and determine how each will im pact cross-cultural
negotiations.
a) Verbal communication
b) Nonverbal communication
c) Decision making
II.
Country Analysis
Analyze each of the following aspects of the country you have chosen and describe how each will impact your business negotiation.
a) Culture
b) Economy
c) Market in which your chosen business operates
III.
Stakeholder Analysis
For the following, remember that the scope of critical stakeholders and interests may differ depending on cultural considerations. Organize stakeholders
based on priority.
a) Who are the critical stakeholders involved in this negotiation?
b) What is the significance of the role of each stakeholder?
c) What are the priorities of each stakeholder?
IV.
Negotiation/Bargaining Strategy
a) What bargaining strategy will you use in your negotiations with your potential business partner? Justify your approach with supporting evidence
from research.
b) Why will this strategy be effective with the chosen culture/country in which the negotiation is taking place?
c) What is your Best Alternative to a Negotiated Agreement (BATNA)? How does it affect your negotiation approach with your potential business
partner? How will your strategy increase the chance of a successful outcome?
V.
Conflict Management Strategy
a) What conflict management strategy will you employ during cross-cultural negotiations to handle conflicts that could potentially arise?
b) How will this strategy satisfy the stakeholders and ensure no harm is caused to the business relationship?
c) Ensure the strategy is in harmony with the culture and other aspects of your chosen country.
VI.
Conclusion: Summarize your chosen negotiation plan and explain why you feel it will be effective in this particular situation.
Milestones
Milestone One: Introduction to Country and Culture
In Module Two, you will submit a two- to three-page paper identifying the ways in which country-specific cultural aspects will impact the negotiation process.
What are some important economic and cultural differences between your chosen country and the United States? How do natives of your chosen country
perceive (in general) the American style of doing business? How do the cultural/economic characteristics of your chosen country affect the communication style,
business approach, and decision-making process of your chosen country? The paper should be submitted as a Word document, written in APA style and cited
appropriately. This milestone is graded with the Milestone One Rubric. The feedback provided by the instructor should be applied to your final negotiation plan.
Milestone Two: Stakeholder Analysis
In Module Four, you will submit a two- to three-page paper. Who are the critical stakeholders involved in this negotiation? What are their roles and priorities?
Explain the role and position of each of the stakeholders and describe how their interests may differ depending on cultural considerations. What measures will
you have to take to ensure all stakeholders will be satisfied with the outcome of the negotiation? The paper should be submitted as a Word document, written in
APA style and cited appropriately. This milestone is graded with the Milestone Two Rubric. The feedback provided by the instructor should be applied to your
final negotiation plan.
Milestone Three: Negotiation/Bargaining Strategy
In Module Six, you will submit a three- to four-page paper detailing the negotiation and bargaining strategy you will employ during business negotiations with
your chosen country. Justify this approach with supporting evidence from research on the country and on the international negotiations strategy. Include your
reasoning for choosing this strategy, including supporting research from previous milestones. Explain how the strategy will be used and how it will increase the
likelihood of a successful transaction. What is your BATNA in this particular negotiation? How does the strength of your BATNA influence your approach to the
negotiation? The paper should be submitted as a Word document, written in APA style and cited appropriately. This milestone is graded with the Milestone
Three Rubric. The feedback provided by the instructor should be applied to your final negotiation plan.
Milestone Four: Conflict Management Strategy
In Module Seven, you will submit a two- to three-page paper detailing the conflict management strategy. Based on your research of the country’s business ethics
and values, how will you manage any conflicts that arise during negotiations? Describe how you will ensure no harm is caused to the business relationship.
Ensure the conflict management strategy is in harmony with the culture and other aspects of your chosen country. This milestone is graded with the Milestone
Four Rubric. The feedback provided by the instructor should be applied to your final negotiation plan.
Final Submission: Negotiation Plan
In Module Nine, you will submit your final negotiation plan. It should be a complete, polished artifact containing all of the critical elements of the final product. It
should reflect the incorporation of feedback gained throughout the course. This submission will be graded using the Final Project Rubric.
Deliverables
Milestone
Deliverable
Module Due
Grading
1
Introduction to Business and Culture
Two
Graded separately; Milestone One Rubric
2
Stakeholder Analysis
Four
Graded separately; Milestone Two Rubric
3
Negotiation/Bargaining Strategy
Six
Graded separately; Milestone Three Rubric
4
Conflict Management Strategy
Seven
Graded separately; Milestone Four Rubric
Final Submission: Negotiation Plan
Nine
Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your final negotiation plan must be 8 to 10 pages in length (plus a cover page and references) and must be written in APA format. Use
double-spacing, 12-point Times New Roman font, and one-inch margins. Include at least 10 references cited in APA format.
Critical Elements
Introduction:
Verbal
Communication
Exemplary (100%)
Meets “Proficient” criteria
substantiated with evidence
Introduction:
Nonverbal
Communication
Meets “Proficient” criteria
substantiated with evidence
Introduction:
Decision Making
Meets “Proficient” criteria
substantiated with evidence
Country Analysis:
Culture
Meets “Proficient” and cites
specific, relevant examples to
support analysis
Country Analysis:
Economy
Meets “Proficient” and cites
specific, relevant examples to
support analysis
Country Analysis:
Market
Meets “Proficient” and cites
specific, relevant examples to
support analysis
Proficient (90%)
Provides concise, detailed
explanations of common (in the
United States) and unique
verbal communication practices
used in the target country
Provides concise, detailed
explanations of common and
unique nonverbal
communication used in the
target country that can assist
negotiators in presenting their
case and in interpreting the
intent and emotional state of
the other party
Provides an overview of the
decision-making processes used
in the target country
Analyzes the culture of the
target country with a focus on
business culture and explains
how the culture will impact the
negotiation process
Analyzes the current economy
of the target country, including
type of economy, and describes
how it will impact the
negotiation process
Analyzes the current state of
the market in the industry of
the chosen company
Needs Improvement (70%)
Provides common and unique
verbal communications but
does not explain their relevance
in the negotiation process
Not Evident (0%)
Does not include an overview of
common and unique verbal
communication
Value
6
Provides common and unique
nonverbal communications but
does not explain their relevance
in the negotiation process
Does not include an overview of
common and unique nonverbal
communication
6
Provides an overview of the
decision-making process but
does not explain how it will
impact the negotiation process
Does not explain how the target
country’s culture will impact the
negotiation process
Does not include an overview of
the decision-making process
6
Does not include an analysis of
culture
6
Does not explain how the target
country’s economy will impact
the negotiation process
Does not include an analysis of
the economy
5
Does not explain how the target
country’s market will impact the
negotiation process
Does not include an analysis of
the market
6
Stakeholder Analysis:
Critical Stakeholders
Meets “Proficient”
substantiated with market
research
Identifies the critical
stakeholders, including special
interest groups, government
officials, and individuals
Does not include all critical
stakeholders in analysis
Does not identify the critical
stakeholders
6
Stakeholder Analysis:
Roles
Meets “Proficient”
substantiated with market
research
Meets “Proficient”
substantiated with market
research
Meets “Proficient” criteria and
provides examples
Analyzes the role of each key
player in the negotiation
Does not sufficiently describe
the stakeholders’ roles in the
negotiation
Does not sufficiently describe
the stakeholders’ priorities in
the negotiation
Does not sufficiently explain the
measures that will be taken to
ensure all stakeholders are
satisfied with the outcome of
the negotiation
Does not consider all of the
necessary aspects of the
negotiation plan
Does not include an analysis of
stakeholders’ roles
6
Does not include an analysis of
stakeholders’ priorities
6
Does not provide an
explanation of measures that
will be taken to ensure all
stakeholders are satisfied with
the outcome of the negotiation
Does not provide a bargaining
strategy
5
Does not provide a convincing
explanation
Does not provide an
explanation for why the
strategy would be effective
6
The BATNA and its influence on
the negotiation strategy are not
explained properly
Does not include a BATNA
6
Does not consider all of the
necessary aspects of the
conflict management plan
Does not provide a conflict
management strategy
6
Stakeholder Analysis:
Priorities
Stakeholder
Analysis:
Measures
Negotiation Strategy:
Bargaining Strategy
Meets “Proficient” criteria
substantiated with rationale to
support the strategies that were
chosen
Negotiation Strategy:
Effectiveness
Meets “Proficient” criteria
substantiated with evidence
Negotiation Strategy:
BATNA
Meets “Proficient” criteria
substantiated with evidence
Conflict
Management
Strategy:
Strategy
Meets “Proficient” criteria
substantiated with rationale to
support the strategies that were
chosen
Identifies the priorities of each
key player in the negotiation
Provides an explanation of
measures that will be taken to
ensure all stakeholders are
satisfied with the outcome of
the negotiation
Provides a detailed description
of the overall bargaining
strategy that will be used for
the negotiation that takes into
account cultural considerations
of the target country
Analyzes the overall negotiation
strategy and provides a
convincing explanation for why
it would be effective with the
chosen culture vs. other
possible strategies
Provides a detailed, strong, and
credible BATNA and a
convincing explanation of how
it influences the negotiation
strategy and walkaway point
Identifies potential areas of
conflict in the negotiation and
provides an effective conflict
management strategy to
mitigate them
6
Conflict
Management
Strategy:
Stakeholders
Conflict
Management
Strategy:
Culture
Conclusion
Meets “Proficient” criteria
substantiated with market
research
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Meets “Proficient” criteria and
provides examples
Meets “Proficient” criteria
substantiated with rationale
Analyzes the effectiveness of
the conflict management
strategy for each group of key
stakeholders
Explains how the conflict
management strategies are in
harmony with critical local
cultural considerations
Summarizes negotiation plan
and explains why it will be
effective in the particular
situation
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Does not consider all
stakeholders in the creation of
the conflict management
strategy
Does not consider all critical
cultural aspects affected by the
conflict management strategy
Does not analyze the
effectiveness of the conflict
management strategy for each
group of key stakeholders
Does not analyze the cultural
considerations of the conflict
management strategy
5
Does not sufficiently explain
why the negotiation plan will be
effective in the particular
situation
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Does not provide a conclusion
5
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
4
Earned Total
4
100%
Running head: INTERNATIONAL NEGOTIATIONS
1
International Negotiations
INTERNATIONAL NEGOTIATIONS
2
International is a process of dialogue that is power-based which has intentions to achieve
specific goals or ends to see whether the two parties negotiating can reach a specific intended
target and unite to accomplish a particular purpose. It is of great importance that the parties in the
negotiation understand each other well in various terms including language and customs more so
where the parties come from countries or regions which have different customs (Kremenyuk,
2002). One of the principles of winning and having a good negotiation is preparation. Lack or
inadequate preparation is one of the main causes of poor negotiation results. Preparation intends
to rigorously collect information about the transaction to be done and information about the side
one is entering negotiations with as well as their motivations. In the case study of An American
in Shanghai, the Chinese interpreter together with the Chinese general manager was both
responsible for the reaction which the American portrayed. This is because after they planned for
the meeting between the general manager and the CEO, they did not follow to know to what
extent the American knew the Chinese customs. Instead of doing this, they assumed and waited
for the day the meeting was to happen. To add on, after the two parties met, the interpreter did
not substantiate what terms like what terms second-class enterprises meant in the Chinese
culture.
On his side, the CEO was too fast to conclude without following up to know what various
terms which were used by the general manager and the interpreter meant. It is a proof that,
despite the CEO having a local official, he had not done enough research on the terms used in the
Chinese business (Odell, 2002). Having this in mind that he knew less about the terms used in
Chinese culture in matters to do with business the CEO could be eager and patient to inquire
from them what they meant by the word which caused an uproar. After the introduction from the
INTERNATIONAL NEGOTIATIONS
3
general manager, the CEO could have held talks with the general manager in his office to know
what they meant by all they introduced him to instead of jumping to conclusions.
Various complications might arise when participating in a negotiation in a foreign
country when an individual has little knowledge about the local customs and practices of
business. One of these complications is emotionalism. During these negotiations, emotions might
vary when specific terms which either party has little knowledge about. For example, in the case
of An American in Shanghai, the American becomes emotional because the general manager and
the interpreter use the term second-class enterprise which he does not know what it means in the
Chinese culture. The other complication which might arise is regarding communication.
Communication varies in different cultures, and whether is done directly or indirectly, both
parties have the right channels of communication to avoid confusion as well as
misunderstandings. Another that may arise is the person given the mandate to interpret what the
parties are negotiating about if they don’t share the same language. These people must ensure
they do this correctly as a simple mistake can result in adverse implications. There are various
steps that businesses can take to avoid misunderstandings when negotiating with international
counterparts. One of them is to be cultural sensitivity. When engaging in negotiations, it is right
for a business to do thorough research about their partner. Secondly, companies must take the
opportunity of being multilingual and converse in one language. Where the parties don’t share a
language, it is right to have good interpreters. Lastly, it is right for a business to be in a
negotiation and learning moods as they will get new information when engaging in business talks
with their partners.
INTERNATIONAL NEGOTIATIONS
4
References
Kremenyuk, V. A. (2002). International negotiation. Analysis, approaches, issues. Jossey-Bass.
Odell, J. S. (2002). Creating data on international negotiation strategies, alternatives and
outcomes. International Negotiation, 7(1), 39-52.
Running head: STAKEHOLDER ANALYSIS
Stakeholder Analysis
INT_660
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STAKEHOLDER ANALYSIS
2
Stakeholder Analysis
Our company is involved in making parts of automobiles felt a need to get a better
understanding of the customer’s views in the Japanese market. Also, our company is
interested in gaining more insight into Japanese industry trends as well as a more through
outlining the decision-making process. In this respect, stakeholder analysis holds importance
as it provides an understanding how to associate with sensitive stakeholders and hence avoid
conflicts. Also, it helps in assessing a decision’s impact on relevant parties. The paper
discusses an analysis of stakeholders involved in the negotiation of our business.
Critical Stakeholders
Critical stakeholders are owners or shareholders, employees, communities,
government, and communities. The operation of the business depends on the will and the
desire of these people. These people help in ensuring that business continues to strive
(Ghauri, 2009). The most important or critical stakeholder is the president of our company
who is familiar with the culture of Japan and have a global trade interest. Vendors are critical
stakeholders who help in ensuring that parts that are required to build the automobiles are
available. Employees help the company to either succeed or fail in many different areas such
as customer service and product quality. Special interest group such as the Federation of
Economic Organization and Japan Committee of Economic Development are counted to
pursue a particular objective, and hence as long as the organization successfully pursue a
particular objective, it represents them. Government is critical stakeholder that has an interest
in the company because when the company does greater business, there will be lesser
unemployment and higher tax which will be favorable to the government. Lastly, customers
form part of critical stakeholders as it is the only reason for the existence of our company.
STAKEHOLDER ANALYSIS
3
Stakeholder Analysis: Roles
The greater the power of the stakeholder, the greater is its influence in the company’s
decision-making process. The role of each of the key player in the negotiation process is
described below;
a. Company’s President or Owner: The role of the company president is to supply the capital
for the company to grow. Further, they take an active role in the business planning and
implementing a strategic plan for the overall development of the company.
b. Vendors: Vendors manufactures inventoriable item and supply the products to customers.
Further, they help in introducing new products to the market.
c. Employees: The role of the employee is to do the job as directed by the company’s
managers. The company’s success is dependent on the employee’s efficiency.
d. Customers: The role of the customer is to make a decision while purchasing the product.
Another important role is to provide feedback regarding a particular product.
e. Special interest groups: Their role is to see whether a company is working according to a
particular objective which represents the groups.
f. Government: The role of government is to examine whether the company is regular in
paying tax, employ people from within the country and ensure that the company is according
to the rules and regulations set by the government.
Stakeholder Analysis: Priorities
The key priorities of different stakeholders differ. Owners always look for a return on
investment while ensuring that there is a high value of return on investment (ROI).Vendors
priorities include to make a profit with the company and continue to provide the material for
a long time .Another priority of vendor is to provide good quality product in a timely manner
so that the inventory of the company may not run out of stock (Ghauri,2009). Employee’s
priorities differ according to the desire and need of the individuals. Some examples of
STAKEHOLDER ANALYSIS
4
employee priorities include cooperation, empowerment, accountability, and respect for
management. In order to run the business successfully, it is important to get a better
understanding of the needs and requirements of employees. The priorities of government
include the constant growth of the economy, infrastructure development, maintaining a stable
inflation rate and improving the business climate. Special interest groups priorities including
providing information and promoting development in their respective sectors. Customer’s
priorities include getting a quality product at the lowest possible price.
Stakeholder Analysis: Measures
The primary aim of our company is to make happy stakeholders. Measures will
include steps to assure that internal consistencies are reconciled in the planning stage (Maude,
2014).During the negotiation, the measures will include evaluating company’s projects where
success can be achieved with stakeholders. Also, we will ask each stakeholder where we can
do better because different stakeholders have different perspectives on project activities ("4
Ways to Make the Most out of Satisfied Stakeholders", n.d.). Further, negotiation will be
prepared while gathering information from secondary sources such as government and
industry reports (Maude, 2014).The strategy will be to match the company ethics to the
stakeholders. Lastly, it is of utmost importance to engage all the stakeholders so that all are
satisfied with the outcome of the negotiation.
STAKEHOLDER ANALYSIS
5
References
4 Ways to Make the Most Out of Satisfied Stakeholders. Retrieved from https://pmalliance.com/4-ways-to-make-the-most-of-satisfied-stakeholders/
Ghauri, P. (2009). International business negotiations. Bingley: Emerald.
Maude, B. (2014). International Business Negotiation: Principles and Practice. MacMillan
Higher Education.
Running head: BARGAINING STRATEGY
Milestone three
INT_660
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BARGAINING STRATEGY
2
Bargaining Strategy
Our company is involved in manufacturing parts of automobiles and located in the
US. We are considering expansion of our business to international markets and suppliers. The
main focus is to expand our business to Japan while gaining an understanding of the
prevailing culture and people residing in Japan. A well-developed negotiation process with
Japan will help our company to expand our business further. In order to expand our business,
we will use bargaining strategy during negotiations with our potential business partners.
Bargaining is a process which is aimed at reaching a mutually acceptable solution among all
parties of the conflict at the end of the negotiation process. It helps in resolving conflict
through a proper understanding and communication of a given situation.
The bargaining strategy to be used will be, “integrative bargaining” strategy. It will
create win-win negotiation where we can end up with equally beneficial or attractive
outcomes for our parties. The negotiation process will be based on finding a solution to a
common problem. The integrative bargaining strategy will be based on the following below
characteristics:
a.There will be an open flow of information with our potential business partners. We will
listen to our objectives of business partners in order to find a match between our objectives.
b.A problem-solving solution will be searched based on the criteria that meet our company’s
objectives with that of our potential business partners.
c.We will try to understand the other person’s point of view sincerely.
One of the most important factors that affect integrative bargaining strategy is the
cultural difference between our country (US) and Japan. The culture of Japanese is based on
harmony, respect for authorities, hard work and giving importance to education (Zandt, n.d.).
Further, they do not believe in confronting each other. They believe in working as a team
rather than as an individual to achieve success.
BARGAINING STRATEGY
3
In integrative bargaining strategy, the approach should be based on the soft power
stance which will allow our partners to set goals while working through cooperation and
attraction. In Japan, building relationships rest on emotions as most of their decisions are
influenced by emotions and feelings (Zandt,n.d). Thus, their decision making is affected by
the subjective approach.
Integrative bargaining based on relationship-oriented strategy would be best for our
company for building a long-lasting relationship with Japanese business partners. In this
regard, bargaining strategy in negotiations will be based on thinking other as a problemsolving partner and creating an effective two-way communication.
Reason for Choosing Integrative Bargaining Strategy
An integrative bargaining strategy will be used to create a win-win situation to solve
our dispute. Based on the interest of the disputants, the strategy will be based on focussing
mutually beneficial agreements. There is a necessity to create a base of belief during the
negotiation process as well as studying and emphasizing the culture.
In Japan, the relationship whether personal or business is vertical in nature. It is like
an interaction between father and son. In America, the interaction process is between two
brothers. The repertoire of persuasive tactics available to bargainers in Japan is based
prescribed by status/power relations. Buyers, in Japan, play the role of a father can say things
to sellers that sellers would not even consider saying to buyers. In America, buyers and
sellers relation are like the relation between two brothers, and thus much more based on equal
footing. Since we are selling automobile parts to Japan, therefore according to the above case,
we would be playing the role of a son and our business partners would be considered as
father. Thus, the interactive bargaining strategy would help in ensuring that the maximum
benefit is reached to the father (Japan) while also considering the interest of the son (our
company in USA).
BARGAINING STRATEGY
4
Integrative bargaining strategy is more efficient than distributive bargaining strategy
as it gives prime importance to culture. Here both companies are working together to the
good of both companies building synergies and strong communication lines. The ideas
behind the strategy is to develop a long-term, trust relationship while developing a line of
communication to help solving problems rather than pointing finger at others. Using this
strategy, maximum gain and competitive strategies are negated.
BATNA
The term, “BATNA” was coined by Fisher and Urey in 1991 which means the best
alternative to a negotiated agreement. BATNA describes the best course of action that will be
taken if negotiation fails and no agreement can be reached (Subramainain,2016).As far as our
organization is concerned, BATNA will surely affect our negotiation approach with our
business parts in the following ways:
a.BATNA would help in providing us a list of steps we might conceivably take if no
agreements are reached with our business partners.
b.It would help our company to make improvement in some of the more promising ideas and
convert them into practical opinions.
c.Lastly, BATNA will help in selecting the options that seem best or providing the highest
expected value.
Based on the terms of the agreement in negotiations, we will check if the proposed deal is
less than or greater than our reservation value. If the value of the deal is lower than our
reservation value, then we will reject the deal and pursue our BATNA. However, if the final
offer is greater than our reservation value, then we will accept the offer.
The strategy for our business was created considering the culture of both the country
and company. Also, it is based on soft approach along with emphasizing on working as a
team and encouraging share of information and problem-solving approach. The main purpose
BARGAINING STRATEGY
behind the strategy is to build a long-term relationship and set a goal of working together so
that each company can benefit from the negotiation deal.
5
BARGAINING STRATEGY
6
References
Ghauri, P. (2009). International business negotiations. Bingley: Emerald.
Maude, B. (2014). International Business Negotiation: Principles and Practice. MacMillan
Higher Education.
Subramanian, G. (2016). What is BATNA? How to Find Your Best Alternative to a
Negotiated Agreement - PON - Program on Negotiation at Harvard Law School.
Retrieved June 10, 2018, from http://www.pon.harvard.edu/daily/batna/translateyour-batna-to-the-current-deal/
Zandt, H. How to Negotiate in Japan. Retrieved from https://hbr.org/1970/11/how-tonegotiate-in-japan
Running head: CONFLICT MANAGEMENT STRATEGY
Conflict Management Strategy
SNHU
INT 660
June 17, 2018
1
CONFLICT MANAGEMENT STRATEGY
2
Conflict Management Strategy
When trying to make business expand internationally, it is essential to have an indepth knowledge of cross-cultural differences in negotiation and conflict management.
According to Brett(2007), “Ineffective negotiations and poor conflict management give rise
to problematic international operations.”Our company is engaged in selling automobile
manufacturing parts to different clients in Japan. When negotiating with Japan, it may happen
that we enter into conflict with our clients because of differences that range from
philosophical and divergent goals to power imbalances. According to Maude (2014),
“Conflict is part of any negotiated business deal. If there is no conflict, then there is no need
to negotiate.”
Conflict Management Strategies
The conflict management strategy that will be used be employed during cross-cultural
negotiations to handle conflicts is collaboration. It based on a win-win approach for both
partners as it is based on showing high concern both for our clients and our company. The
selection of collaboration strategy is based on the cultural background of the negotiator.
Japanese culture is mainly based on harmony, and they try to avoid conflicting with each
other. Further, the decision-making process is more group-oriented, rather than making
decisions individually. They also give due respect to emotions of other peoples. In
collaboration, emotional feelings are strong so that all involvement needs are heard. Further ,
based on the collaboration we will try to find a creative solution acceptable to everyone.
The strategic philosophy is based on the process of working through differences
which will lead to the creation of creative solution satisfying both parties concerns. Since
there is a high level of trust with our Japanese clients and our partners are willing to change
their thinking when more information is found, and new options are suggested, therefore we
CONFLICT MANAGEMENT STRATEGY
3
will use “collaboration” as conflict management strategy ("Conflict management strategies,"
n.d.).
According to Balck and Mendhall(1993), “For Japanese harmony, conflict resolution
and conflict avoidance are all means to another end; they are not desired end states in and of
themselves.”Avoidance will be used during the conflict with Japanese counterpart when we
will see that the negative outcomes outweigh the positive outcome. In this scenario, we will
end up ignoring the problem, thinking that the problem will be solved automatically after due
course of time.When the amount of investment is same for solving a particular problem,then
we will use compromise as a way to solve the conflict.Thus, it would help in coming up with
a solution that is acceptable to both parties.
Satisfying Stakeholders
It is always best to choose conflict management strategies that satisfy the interest of
the stakeholders. Collaboration strategy will help in ensuring that no harm is caused in the
business relationship through the appointment of professionals who can facilitate dialogue,
encourage participation, bridge differences and facilitate collaborative solutions.
Collaborative conflict management would also help various stakeholders to work together to
assess and address issues arising out of conflict, build trust and cooperation and seek
solutions of mutual gain.
When involved in the multiparty conflict, it will be necessary for us to involve
stakeholders in the problem-solving process which will lead to collective learning and
organizational effectiveness. We will make all parties involved in the conflict feel respect and
valued.
Culture
It is necessary to ensure that we recognize the power and culture of Japanese clients
when setting up business policies.It would help in developing mutual trust with our clients.It
CONFLICT MANAGEMENT STRATEGY
is easy to make a business deal with Japanese people when we trust Japanese culture.
Harmony, hierarchy, and honor are intrinsic to Japanese culture. Conflict management
strategies such as avoidance, collaboration and compromise are in harmony with Japanese
culture. Since Japanese people do not believe in harming others, therefore avoidance will
play a crucial role when conflict arises during the negotiation process. Further, non-verbal
communication is an important aspect of Japanese culture which denotes their emotionally
controlled society. Using conflict management strategies such as compromise and
collaboration, issues would be resolved which would help our clients in replacing negative
emotions with positive displays.;
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CONFLICT MANAGEMENT STRATEGY
5
References
Black, J., & Mendenhall, M. (1993). Resolving Conflicts with the Japanese: Mission
Impossible?. Retrieved from https://sloanreview.mit.edu/article/resolving-conflictswith-the-japanese-mission-impossible/
Brett, J.M. (2007), Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and
Make Decisions Across Cultural Boundaries, 2nd ed., Jossey-Bass, San Francisco,
CA.
Conflict management strategies. (n.d.). Retrieved from
https://home.snu.edu/~hculbert/conflict.htm
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