Cross Cultural

May 5th, 2015
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This chapter can either be assigned before students arrive on the first day of class or after the first class meeting. As a general teaching principle, I never assign reading in advance; instead, the reading always follows the exercise. The chapter lends itself well to small discussion groups.

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Cross CulturalChapter 1NEGOTIATION: THE MIND AND HEARTOVERVIEWThis chapter can either be assigned before students arrive on the first day of class or after the first class meeting. As a general teaching principle, I never assign reading in advance; instead, the reading always follows the exercise. The chapter lends itself well to small discussion groups. For example, during the first day or week of class, students can work in small groups for 10-15 minutes with the objectives of: (1) identifying the key challenges that managers face when they negotiate; and/or (2) identifying factors in the new economy that make negotiation more relevant. I usually like to give very current examples of how negotiation is a core management competency (e.g., examples of interdependence, competition, information age, and globalization). I suggest presenting the six myths of negotiation and the key reasons why people are ineffective. It can be very helpful to discuss the key learning objectives as they apply to the course or session. If students are keeping a journal as part of their class, they can be asked to develop their own learning objectives.Lecture OutlineNegotiation: Definition and scope1 Negotiation is an interpersonal decision-making process necessary whenever we cannot achieve our objectives single-handedly. Thus, effective negotiation is not just about moneyit is equally about relationships and trust.2 Scope of negotiation ranges from two-party to highly c

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