Communicating and Negotiating in Cross-Cultural Communities”  Please respond to the following:

Imagine that your boss has just asked you to replace the plant manager of a medium-sized facility with 120 employees in South America. Propose one (1) theory of work motivation that you would use to motivate the employees of the plant in question in order to meet the goals of the company in that country. Provide a rationale for your response.
Imagine that you are taking a trip to visit a potential customer located in the selected country for three (3) days. For the first day, the president and executives of the company have asked to meet during the day to show you the plant and take you out for dinner and entertainment at night. You will be in meetings the first two (2) days. Your company will give you a corporate credit card and expect you to take the potential clients out on the third day for socializing. From the e-Activity, outline a seven (7)-point strategy for negotiating the business for your company while you socialize with the executives of the plant. Provide a rationale for your response.For additional pointers on this week’s discussion topic, please view the article titled, “12 Essential Negotiating Strategies For Consultants” by David Sherwin.

In this article the author ask, how do you come to terms in tricky client negotiations? Author, Sherwin lays out a plan of attack that he has found to be successful in negotiating the business for a company.  The twelve-step strategy include:

1. Have a position before you enter the room; 2. Understand what kind of leverage you have, 3. Make sure your position is realistic; 4. Compromises should be around shared interests; 5. Always keep the big picture in mind; 6. Don’t agree to a deal until your team agrees; 7. Beware of cultural nuances; 8. Don’t rush to agree with a client need; 9. Keep your dialogue humane, respectful, and honest; 10. Be prepared to leave the table at any point; 11. If the negotiation fails, don’t take it personally; 12. Failure to land a project can lead to a future win.For additional pointers on Week 10 topic, see the article titled: “15 Tactics for Successful Business Negotiations” by Richard Harroch.

According to Harroch, almost every business deal requires a strategy for a successful business negotiation, and being successful in negotiations can make a meaningful difference for the success of your business.

The author concluded there may be countless mistakes made in negotiations, so I have compiled some practical tips in this article.  Suggested negotiation strategies include:

1. Listen and understand the other party’s issues and point of view.

2. Be prepared.

3. Keep the negotiations professional and courteous.

4. Understand the deal dynamics.

5. Always draft the first version of the agreement.

6. Be prepared to “play poker” and be ready to walk away.

7. Avoid the bad strategy of “negotiating by continually conceding.”

8. Keep in mind that time is the enemy of many deals.

9. Don’t fixate on the deal in front of you and ignore alternatives.

10. Don’t get hung up on one issue.

11. Identify who the real decision-maker is.

12. Never accept the first offer.

13. Ask the right questions.

14. Prepare a Letter of Intent or Term Sheet to reflect your deal.

15. Get the help of the best advisors and lawyers.For additional pointers on Week 10 discussion topic, see the article titled: “Best Practices: Negotiating – What’s The Point Of The Deal, Really?” by:  Danny Ertel, and Mark Gordon.

According to Ertel and Gordon, when business is tough, deal negotiators are often under tremendous pressure to deliver the goods. Negotiating as if implementation matters is quite different from just “doing deals” for the sake of reaching agreements. It means doing some things that go against common wisdom. These things include the six steps below.

1. Recognize that the real purpose of the negotiation is not to sign a deal, but to accomplish something – Often this means working backwards from what it is you are hoping to accomplish, to determine what it is you really need your counterpart to help you do. Understanding what you and they need to do differently after the deal is signed will help inform how you should negotiate.

2. Make sure that stakeholders (yours and theirs) are aligned so that implementation can proceed smoothly – Typically, this requires consulting more, rather than less, broadly speaking. When implementation matters, you need to involve more stakeholders, on your side and theirs, than might be strictly necessary to reach agreement.

3. Recognize that the way you deal with each other during the negotiation will impact how you work together during implementation. Whether we like it or not, the negotiation is the first, best example we have of what it is like to work together.

4. Confront the hard issues instead of repressing or minimizing them to get the deal signed – It is easy to bury your head in the sand and avoid raising difficult topics during the negotiation.

5. Make sure your counterparts understand what they are agreeing to, and can actually deliver, rather than treating any ambiguity or potential difficulty in performing as “their problem”.

6. Pay attention to the transition from the negotiating table to execution – The deal is not done when it’s signed. Use what you learned at the table to propel you and your team right to successful execution.

The authors conclude, doing these things is hard. It runs counter to a lot of incentives that have been built into the jobs of some negotiators. It requires some different skills, and it may cost you some deals that you might have closed if you had disregarded this advice

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