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Negotiations at Oslo, 2005.
Analyzes the negotiation issues during the Oslo Agreement process.
2,250 words (approx. 9.0 pages), 8 sources, AU$ 129.95
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Abstract
This paper examines the Oslo Agreement process which was pursued by Israel the PLO and the United States for a variety of international and domestic political reasons. The paper shows that the primary cause of this historic effort was nationalism. The Jewish people had forged the nation of Israel in the aftermath of the Holocaust and World War II, and the Palestinians were determined to forge their own nation in the aftermath of four Arab-Israeli wars. The paper shows that war had not resolved the differences between Arab and Jew, and Oslo offered an opportunity to achieve some semblance of peace.
From the Paper
"The Oslo Agreement process was pursued by Israel, the PLO, and the United States for a variety of international and domestic political reasons, but the primary cause of this historic effort was nationalism. The Jewish people had forged the nation of Israel in the aftermath of the Holocaust and World War II, and the Palestinians were determined to forge their own nation in the aftermath of four Arab-Israeli wars. War had not resolved the differences between Arab and Jew, and Oslo offered an opportunity to achieve some semblance of peace in the Middle East through negotiations. Despite all of the various motivations involved, nationalism was the fundamental motivating force for both sides."
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Pre-Negotiations, 2003.
Reviews the pre-negotiation phase of the negotiating process.
1,150 words (approx. 4.6 pages), 1 source, APA, AU$ 57.95
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Abstract
This paper reviews the pre-negotiation phase of the negotiating process. The four elements of the pre-negotiating phase and five important individual characteristics of negotiators are identified and discussed.
From the Paper
"Peterson and Lucas pointed out that an area of the negotiating process that has received less attention than is warranted is the pre-negotiation phase of the process. This paper addresses four questions related ..."
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Cultural Negotiations, 2008.
This paper examines cultural differences related to negotiations.
2,065 words (approx. 8.3 pages), 10 sources, APA, AU$ 95.95
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Abstract
The paper relates that cultural differences can remarkably impact negotiations. The paper then examines and compares Western and Asian styles of negotiation as well as negotiation styles in Latin America and Germany.
Outline:
Introduction
The Negotiation Process
Differences in Negotiating Styles
American Style of Negotiations
German Style of Negotiations
Latin American Style of Negotiation
Conclusion
From the Paper
"Characterizing any national or cultural approaches to negotiations is rather an intricate task although generalizations are often derived. However any generalizations are applicable or otherwise depending on a lot of contextual factors such as time, environment, circumstances, stakes, prior experiences in dealing between the parties, type of the problem, personal preferences, how interpersonal relationships work and temperament. Any sort of generalizations will be applicable to certain members of the group some of the time and therefore it is dependent on the changing situational needs. It is perhaps the reason why we defy simple categorizations and broad classifications. Concurrently it is essential to retreat and try to observe ourselves and others from an audience level so that the patterns and habits which are defined as standard in negotiation can be analyzed for what they stand for are culturally adhered and cultural defined common sense."
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Cross-Border Negotiations and Mergers, 2007.
An analysis of the effect of culture in cross-border negotiations, mergers and acquisitions.
3,379 words (approx. 13.5 pages), 25 sources, APA, AU$ 140.95
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Abstract
This paper discusses how, as the world has evolved into a global marketplace, companies are increasingly looking outside of their borders for business opportunities and how more and more companies are conducting business abroad to achieve their financial aspirations and growth. This paper examines how culture plays a major part in cross-border negotiations and mergers and acquisitions. Several ways that culture can affect negotiations are discussed and several types of training and awareness of different cultures are presented. Geert Hofstede's dimensions of culture are also explained. Finally, the paper examines four countries whose negotiating styles are vastly different from the negotiating styles of United States business persons.
From the Paper
"Although negotiations between the same or very similar cultures may be difficult, negotiations with a different culture are more difficult. Business environments differ, including differences in local laws, regulations, foreign exchange rates and government controls. International deals also cross cultures. Cross-border deals include both opportunity and risk. Factoring cultural differences into the negotiation process to increase the likelihood of success has long been a critical issue with international deals. Globalization has led to cultural differences to be more important (Cellich & Jain, 2004, p. 11). It is imperative that negotiators conducting business abroad be familiar with the culture of the country they are doing business with. "
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Collaborative Negotiations, 2003.
Examines trust as a key to successful negotiations.
1,125 words (approx. 4.5 pages), 5 sources, AU$ 57.95
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Abstract
The paper reviews the concept of principled negotiations and the application of the concept in the conduct of negotiations. It discusses the early win-win concept of conflict resolution and the new term of principled negotiations.
From the Paper
"COLLABORATIVE PRINCIPLED NEGOTIATIONS: A MATTER OF TRUST
Introduction
This research reviews the concept of principled negotiations and the application of the concept in the conduct of negotiations. An objective of this review is to develop an answer to ..."
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"Cross-Cultural Business Negotiations", 2008.
A chapter by chapter review of the content of "Cross-Cultural Business Negotiations" by D. Hendon, R. Hendon and P. Herbig.
1,746 words (approx. 7.0 pages), 1 source, MLA, AU$ 82.95
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Abstract
This paper provides a chapter by chapter review of D. Hendon, R. Hendon and P. Herbig's 1999 book, "Cross-Cultural Business Negotiations." The paper discusses how the authors define negotiations and provides an overview of what they refer to as the "art of negotiations." It discusses the focus of each chapter and how the authors express and explain their arguments in each chapter.
Table of Contents:
Review Chapters 1-2
Review Chapters 3-4
Review Chapters 5-6
Review Chapters 7-9
From the Paper
"The authors also proclaim there are two primary forms of contract that can result from cross-cultural negotiations. These include an explicit and detailed contract that outlines every contingency contained within a contractual arrangement; a second type of contract is one that is "implicit" in nature, one that is often based on "oral arrangements" or agreements that allows parties to address problems through personal relationships and greater trust or intimacy (Hendon, Hendon & Herbig, p. 111). It is important for business people to recognize the significance a contract holds when signed; for example, from an American or Western perspective, a contract may represent a binding agreement that summarizes the collaborative negotiations achieved with a second or third party. For others a contract may symbolize an opportunity to create more intimate, personal relationships with members of other countries and cultures. Among the Chinese as noted, a contract symbolizes the start of, rather than the closing, of business negotiations with another party (Hendon, Hendon & Herbig, p. 112) Understanding these differences will lead to better success in the negotiation process."
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Vietnam War Peace Negotiations, 2002.
Insight into the peace negotiations at the end of the Vietnam War.
5,778 words (approx. 23.1 pages), 7 sources, MLA, AU$ 201.95
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Abstract
This paper examines how, after more than a quarter-century after the end of American military involvement in Vietnam, the Vietnam War remains a great unsettled question in American public life. It focuses in particular on the peace negotiations that eventually bought the war to an end when agreement was finally reached, in 1973, in the form of the Paris Peace Accords. It analyzes how the United States in effect accepted formal victory with the likelihood of deferred defeat, while North Vietnam accepted formal defeat with the likelihood of deferred victory.
Outline
Looking For a Way Out
The Options
Early Negotiation Efforts
From Johnson to Nixon
Endgame
From the Paper
"Thus, in the case of Vietnam, when the United States signed the Paris Peace Accords in 1973, it did so in the face of two alternative options that resembled each other only in being undesirable. One option was continuing direct American military involvement for the foreseeable future; the other was withdrawal of American forces without negotiations. The first entailed an indefinite continuation of American combat casualties and consequent (and probably growing) domestic unrest and political dissension. The second implied the probable near-immediate collapse of South Vietnam (as well as possible abandonment of American prisoners of war), with its own set of international and domestic consequences."
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Hostage Negotiations, 2004.
Discusses aspects of negotiations during a hostage situation, whether a domestic dispute or a terrorist crisis.
5,600 words (approx. 22.4 pages), 13 sources, MLA, AU$ 198.95
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Abstract
This paper discusses how negotiators work with the tactical teams during a hostage crisis. The paper examines the negotiator's role in a crisis, negotiation strategies, the tactic of active listening, conflict resolution, kinds of situations encountered, and terrorist situations.
From the Paper
"Experience has shown that too many police departments continue to use a linear approach to crisis resolution. First they try to talk subjects out, and then they use force to take them out. This approach is still typical among action-oriented police or military establishments not used to having others dictate their actions. Police officers learn to identify a problem, solve it, and move on to the next one. As a result, they become frustrated when the actions of a criminal or disturbed individual become the controlling force in determining the outcome of an incident."
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Negotiations in Education, 2008.
This paper argues against traditional bargaining in education negotiations.
2,262 words (approx. 9.0 pages), 11 sources, APA, AU$ 102.95
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Abstract
The paper reviews why traditional bargaining in education is a deeply flawed approach and why it must be replaced by a collaborative approach that emphasizes mutual gain and integrative solutions. The paper reviews the various types of negotiation and explains why mutual-gains bargaining is the only way for education negotiations to work. Ultimately, this writer insists that both parties work on behalf of children and this fact should be borne in mind by the adults representing the two sides.
From the Paper
"Without question, collective bargaining is most effective when it emphasizes a mutual-gains approach founded upon collaboration, flexibility, and integrative bargaining, rather than an adversarial approach; after all, people who fight bitterly over the bargaining table are unlikely to work constructively in the workplace when the negotiations are finally at an end. More than that, personal feelings may intrude upon professional duties in the aftermath of a particularly bitter negotiation to such an extent that a poisonous work environment may eventually develop - one which will make students and parents the undeserving victims of animosities that were created and then aggravated by professionals sitting across from one another at a bargaining session."
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Stereotypes in Cross-Cultural Business Negotiations, 2002.
This paper discusses the impact of stereotyping in business negotiations across cultural boundaries.
1,656 words (approx. 6.6 pages), 9 sources, MLA, AU$ 78.95
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Abstract
The writer first defines the term stereotype and relates this concept to business relationships. Negotiation is the process by which two or more parties attempt to reach agreement on matters of mutual interest. The writer asserts that this process can become distorted with the introduction of stereo-typing. Finally, the paper highlights the positive aspects to negotiations involving parties from differing backgrounds.
From the Paper
"Culture exhibits itself with visible behavioral patterns, such as the distance people try to keep, their facial expression, manner, etc., These are present at the surface level and are seen, heard and sensed. They are the result of cultural traits present as a combination of values, norms, traditions, rituals and more. The literature on cross-cultural negotiations studies these complex constructs, and also includes consideration of how different cultures handle problem solving, relationships and competitiveness."
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Ethical Negotiations, 2003.
Discusses the need for ethical behavior in negotiations within the business world.
3,860 words (approx. 15.4 pages), 13 sources, MLA, AU$ 153.95
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Abstract
Given the high value placed on honesty, the incentives for deception in negotiation create a serious moral tension for business people, as well as a public relations problem for businesses. Ethical behavior refers to the standards of conduct, such as honesty, fairness, responsibility, and trust. This paper states that a decision to be ethical and honest has to be made to be modeled. This generally requires an awareness of the need to be disciplined in the evaluation and development of a value system, whether it is based on some higher authority or from some developed philosophical view. The paper shows that this ethical behavior must permeate the organization to be effective. It needs to be revealed through policies, training programs, and modeled behavior. Verbalizing a commitment is not enough. The paper argues that managers and executives in organizations need to model ethical standards by talking about them with employees and displaying ethical behavior during the negotiation process. The paper discusses several philosophical approaches to the concept of 'ethics'.
From the Paper
"A more complex ethical base is universalism, which argues that the rightness or wrongness of actions can be determined before the actual outcomes of those actions can be realized. Founded by Immanuel Kant, universalism argues that human beings are incapable of foreseeing all the outcomes of their decisions and actions, and thus should be held morally accountable for the way they are made (Reitz, p. 7). For the action to be moral, it must have respect and dignity, it must be universally acceptable, and it must be consistent with all other universal moral principles. In contrast to universalism, utilitarianism judges the rightness and wrongness of actions and decisions by their consequences. It argues that human beings ought to seek those alternatives that produce the greatest amount of good for the greatest number of people. When seeking the greatest net good, one must consider all the people likely to be affected by a set of alternatives and the array of outcomes each alternative might generate."
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Political Negotiations, 2002.
A look at political negotiations of various countries.
900 words (approx. 3.6 pages), 4 sources, AU$ 51.95
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Abstract
This paper looks at the political negotiations of political countries through different aspects measurement and analysis without resorting to the traditional positional braining models.
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Negotiations at the Yalta Conference, 2003.
This paper delves into the historic outcomes at the 1945 Yalta Conference in terms of the negotiating strategies used by the three heads of state.
9,800 words (approx. 39.2 pages), 8 sources, MLA, AU$ 290.95
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Abstract
By 1945, as Hitler?s Germany was coming to an end, the future of the European continent seemed uncertain. Soviet troops were just forty-five miles outside of Berlin, and the Allied troops were just about to cross the Rhine. The questioned remained: how would the war affect the balance of power and the political landscape in the years to come? On Feb 4, 1945, Winston Churchill, Joseph Stalin, and Franklin Roosevelt met to answer this very question at Yalta, a seaside Crimean resort on the coast of the Black Sea. While the conventional wisdom of modern historians is that Churchill and Roosevelt did not wield their collective power, this paper argues that it was Stalin who failed to realize the opportunities available to him and conceded too much. The paper shows that the negotiations can be viewed from a classic ?Power-Interest-Rights? perspective. While Stalin negotiated from a position of power, FDR and Churchill negotiated from positions of rights and interests, respectively. It is the consensus of this paper that Stalin failed to use his dominant position of power, giving Churchill and FDR unnecessary concessions. The paper includes illustrations and tables.
Table of Contents:
Introduction to the Yalta Negotiations
Three Approaches to Resolving Differences
Three Allied Leaders
German Dismemberment
German Reparations
The Role of Post-War France
The Polish Question
The United Nations
Final Thoughts
The Negotiation Time Line
Value Creation Worksheet
Bibliography
From the Paper
"Roosevelt was, above all else, a consummate politician. In fact, he would not meet alone with Churchill to avoid fanning the flames of Stalin?s paranoia. Few men could see more clearly their immediate objective; however, his long-term vision was impaired. In 1945, he was the leader of the strongest nation in the world. The U.S. suffered no bombing, no displacement of its population and no hardship compared to the British and Soviets. In addition, the U.S. had an enormous, well-trained military and had almost perfected the atomic bomb. Roosevelt was optimistic, upbeat and knew how to rally the country."
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Disarmament Negotiations, 2005.
Examines disarmament negotiations and treaties between the United States and Russia.
675 words (approx. 2.7 pages), 2 sources, AU$ 38.95
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Abstract
This paper discusses the chronology of various peace treaties and disarmament agreements between the United States and Russia. It looks at issues surrounding what transpired after the Vietnam war in terms of anti-nuclear protests which later led to nuclear weaponry reduction by the super powers. The aftermath of the atomic bombings in Hiroshima and Nagasaki left many dead, disfigured, and exposed to radiation, thus propelling the movement towards peace.
From the Paper
"Ever since the atomic bombing of Hiroshima and Nagasaki in 1945 the world community has pressed for nuclear disarmament as many people have recognized that the use of nuclear weapons was/is not only immoral, but also genocidal (Allied, 2002). Arms control in the 21st century is a hot topic, particularly in light of the recent and ongoing terrorist threats. Over the past few years there has been great success in terms of arms control setting the precedence for the continued prevention against nuclear weaponry and has resulted in the indefinite extension of the Nuclear Non-Proliferation Treaty (NPT). The enormous stockpiles of nuclear weapons have built up over the past fifty years, thus posing as a serious threat to security in the post Cold-War world (Mishra, 2000). After the Cold War ended, disintegration of the Soviet Union led to the United States stepping..."
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The Gender Gap in Negotiations, 2006.
An in-depth study of the negotiating position of women in the workplace.
10,250 words (approx. 41.0 pages), 29 sources, MLA, AU$ 300.95
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Abstract
This study examines the gender gap in negotiating positions in the workplace. The paper considers the problem by examining its history, by determining changes that have been made over time regarding the negotiation position of women and by reviewing and researching literature and theoretical perspectives offered by various academics and business persons on the issue. Additionally, the paper looks at trends that can be discerned, how they have been explained, and what trends for the future they might portend.
Table of Contents
Introduction
Historical Context
The Negotiation Process
The Players
Changing the Game
Conclusion
From the Paper
"The role of women in society was conditioned over time by religious attitudes and by the conditions of life that prevailed through much of history. The culture of Europe and America was based for centuries on a patriarchal system in which exclusive ownership of the female by a given male was considered important, with the result that women were relegated to the role of property with no voice in their own fate. The girl-child was trained from birth to fit the role awaiting her, and as long as compensations were adequate, women were relatively content: "For example, if in return for being a man's property a woman receives economic security, a full emotional life centering around husband and children, and an opportunity to express her capacities in the management of her home, she has little cause for discontent.""
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Managing Interpersonal Conflict and Negotiations, 2004.
A look at the importance of successful negotiation and conflict resolution to an organization.
1,263 words (approx. 5.1 pages), 9 sources, MLA, AU$ 62.95
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Abstract
This paper examines how the importance of managing interpersonal conflicts and negotiations is best reflected in the fact that an organization, itself, is a structure or a set of interpersonal relationships by means of which the work of an organization is performed. It attempts to show how an organization depends on cooperation among its employees to meet its objectives, which can only be achieved through a reduction of the causes of friction or conflict. It discusses how conflict resolution has increased in importance in the current-day context of flatter, less hierarchical organizations and how successful negotiation and conflict resolution, at either an interpersonal or inter-group level, has become increasingly vital to both organizational and personal success.
From the Paper
"Conflicts arise when two or more interdependent parties perceive incompatible goals, interests, values or ideas (Ashmos & Nathan, 2002), which can only be resolved through a process of negotiation. In determining the process of negotiation, it is vital to understand that successful negotiation vests in agreement, not victory as an objective. Generally, however, responses to conflict have been classified in five modes of resolution depending on the relative importance of satisfying one?s own needs versus fulfilling the other person?s needs. These five modes are yielding, collaborating (integrative), compromising, avoiding and competing (distributive). Most successful negotiators assume a collaborative or win-win approach by seeming to ?create value? that satisfies the needs of both parties (Wertheim)."
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