Chapter 10 Leading throuh Effective External Relations

Summary

This chapter provides guidelines to help manage external relations in day – to – day encounters and in crisis situations so that the company projects a positive image, will learn how to apply the communication strategy model introduced to external relations, how to shape a positive image, how to deal with the media, and, finally, how to manage crisis communications.

Developing an External Relations Strategy

1. Clarify your purpose and strategic objectives.
2. Identify your major audiences or stakeholders.
3. Create, refine, and test your major messages.
4. Select, limit, an coach your spokesperson(s)
5. Establish the most effective media or forum.
6. Determine the best timing.
7. Monitor te results.

Chapter 11 : International and Cross-Cultural Negotiation

This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross- cultural negotiation. Some of factors make international negotiations different. Description of factors that influence international negotiations: political and legal pluralism, international economics, foreign governmental and bureaucracies, instability, ideology, and culture. Five immediate context factors were discussed next: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders. Each of these environmental and immediate context factors acts to make international negotiators need to understand how to manage them.

The chapter discussed ten ways that culture can influence negotiation: (1) the definition of negotiation, (2) the negotiation opportunity, (3) the selection of negotiators, (4) protocol, (5) communication, (6) time sensitivity, (7) risk propensity, (8) groups versus individuals, (9) the nature of arguments, and (10) emotionalism.

Chapter 10 : Multiple Parties and Teams

In this chapter, we learn that many negotiation situations involve more than two parties. Most of what has been addressed in earlier chapters assumed a "one-on-one" negotiation situation. In this chapter, we examine how dynamics change when groups, teams, and task forces have to present individual views and come to a collective agreement about a problem, plan, or future course of action.

When negotiations become multilateral, there is need to understand the group dynamics that are at work particularly because these multilateral negotiation situations are more complex than two-party negotiations.

Chapter 8 : Building and Leading High-Performing Teams

This chapter has discussed the best approach to ensuring all team activities run smoothly so that the team achieves its objectives. It has provided team leaders and team facilitators tools to help them build and manage a team. No doubt, leading a team and working on a team present some challenges, but with the right approach, a team can work through the challenges, achieve high performance.

Chapter9 Establishing Leadership through Strategic Internal Commu

Establishing Leadership though Strategic Internal Communication

One of the major responsibilities of an organizational leader is communication with employees.
Organizational directional direction comes from leaders having created and effectively communicated a clear and meaningful vision. Developing and communicating a vision is one of the most important and visible communication tasks of senior management.

Employees are motivated when, through words and actions, the leaders carefully translate the vision and strategic goals into terms that are meaningful to all employees.

The strategy for internal communication consists of the basic components of any effective business communication strategy, such as audience analysis, targeted messages, and appropriate media, but it is also much more than processes and products. Internal communication holds an organization together. Good internal communication provides the direction needed to reach strategic and financial goals and encourage productivity. It enables the smooth operation of the organization when interwoven seamlessly into all other processes of the organization

Chapter 9 Relationships in Negotiation

Every business can often be judged by the extent in how it values its relationships. The truth is that every business does have a relationship with numerous groups and individuals. We have suppliers, customers, employees, labour and union representatives, to name a few. Whether we realize it or not, we interact with these groups and individuals through our relationship with them. Relationships matter and we must understand the reason why they are so important to our business
Reputation, trust, and justice are three elements that become more critical and pronounced when they occur within a relationship negotiation. Reputation is a “ perceptual identity, reflective of the combination of salient personal charactieristics and accomplishments, demonstrated behavior and intended images preserved over time, as observed directly and/or as reported from secondary sources. Trust is an individual’s belief in and willingness to act on the worlds, actions and decisions of anothers. Justice is the question of what is fair or just. Justice has been a major issue in the organizational sciences: individuals in organizations often debate whether their pay is fair.

Chapter 8 Ethics in Negotiation

Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards, They differ from morals, which are individual and personal beliefs about what is right and wrong. Ethics grow out of particular philosophies.
The dictionary definition of ethics is: "a system of moral principles or values; the rules or standards governing the conduct of the members of a profession; accepted principles of right or wrong." Ethics establish the means of doing what is right, fair and honest.
When we view negotiation from this perspective, we can see how important it is to improve our ability to negotiate so we can be more successful in achieving our goals. What we want to ensure is that when we do negotiate, we do so in a way that will ensure a win-win outcome--one that meets the needs and goals of both counterparts, and makes both of them willing to come back to the bargaining table to negotiate with each other again at a later time.

Four approaches to Ethical Reasoning
1. End-result ethics – Rightness of an action is determined by considering consequences.
2. Duty ethics – Rightness of an action is determined by considering obligations to apply universal standards and principles.
3. Social contract ethics – Rightness of and action is determined by the customs and norms of a community.
4. Personalistic ethics – Rightness of an action is determined by one’s conscience
When we view negotiation from this perspective, we can see how important it is to improve our ability to negotiate so we can be more successful in achieving our goals. What we want to ensure is that when we do negotiate, we do so in a way that will ensure a win-win outcome--one that meets the needs and goals of both counterparts, and makes both of them willing to come back to the bargaining table to negotiate with each other again at a later time.
In a negotiation, whenever you are ethical and honest even though it costs you something, you gain points. If a counterpart makes an invoice error that is to your advantage and you inform him of it, that costs you something--but it also earns you respect. A client recently called to inform us that we had not sent an invoice for services we had performed for her. That one telephone call let us know that this client is honest