NEGOCIACION FINAL

Explain the role of the exchange value of internationally currencies in negotiations.

• International economics, the exchange value of international currencies naturally fluctuates, and this factor must be considered when negotiating in different countries The risk is typically greater for the party who must pay in the other country’s currency, The less stable the currency, the greater the risk for both parties.

• Adapt to the Other Negotiator’s Approach (Unilateral Strategy)

• negotiators are advised to be aware of the effects of cultural differences on negotiation and to take them into account when they negotiate. Many theorists appear to assume implicitly that the best way to manage cross-cultural negotiations is to be sensitive to the cultural norms of the other negotiator and to modify one’s strategy to be consistent with behaviors that occur in that culture.

• special access to markets (e.g., in current or former communist countries), distribution systems (e.g., in Asia, where creating a new distribution system is so expensive that it is a barrier to entering markets), or managing government relations (e.g., where the language and culture are quite different)

Mention some examples of countries that stress for groups rather than individuals.

• China, France

• USA, Rusia

• Mexico, Canada

• UK, Japan

It is defined as the various people and organizations that have an interest or stake in the outcome of the negotiations

• External stakeholders

• Culture

• Power distance

• Collectivistic societies

Cultures promoting __________ were characterized by the acquisition of money and things, and not caring for others, the quality of life or people.

• career success

• External stakeholders

• High conflict situations

• Culture

are those based on ethnicity, identity, or geography- are more difficult to resolve.

• career success

• High conflict situations

• Unilateral Strategy)

• cultural intelligence

This strategy involves negotiators making conscious changes to their approach so that it is more appealing to the other party

• Adapt to the Other Negotiator’s Approach (Unilateral Strategy)

• Billateral strategy

• cultural strategy

This is one example of a country using international negotiations to achieve both domestic and international political goals.

• North Vietnamese during the Paris Peace Talks to end the war in Vietnam was to be recognized formally by the other parties to the negotiation.

• negotiators are advised to be aware of the effects of cultural differences on negotiation and to take them into account when they negotiate. Many theorists appear to assume implicitly that the best way to manage cross-cultural negotiations is to be sensitive to the cultural norms of the other negotiator and to modify one’s strategy to be consistent with behaviors that occur in that culture

• 1.       special access to markets (e.g., in current or former communist countries), distribution systems (e.g., in Asia, where creating a new distribution system is so expensive that it is a barrier to entering markets), or managing government relations (e.g., where the language and culture are quite different)

• 1.       a labor union might oppose negotiations with foreign companies because of fears that domestic jobs will be lost. International negotiators can receive a great deal of promotion and guidance from their government via the trade section of their embassy and from other businesspeople via professional associations (e.g., a Chamber of Commerce in the country in which they are negotiating).

The skills, abilities, and international experience, also known as ___________ of the negotiators can have a large impact on the process and outcome of international negotiations.

• cultural intelligence

• Culture

• Unilateral Strategy

• career success

It means that a defined group of people shares beliefs, values, and behavioral expectations

• cultural intelligence

• Culture

• Power distance

• norms and values

Explain the following adage: “When in Rome, do as the Romans do”.

• negotiators are advised to be aware of the effects of cultural differences on negotiation and to take them into account when they negotiate. Many theorists appear to assume implicitly that the best way to manage cross-cultural negotiations is to be sensitive to the cultural norms of the other negotiator and to modify one’s strategy to be consistent with behaviors that occur in that culture.

• special access to markets (e.g., in current or former communist countries), distribution systems (e.g., in Asia, where creating a new distribution system is so expensive that it is a barrier to entering markets), or managing government relations (e.g., where the language and culture are quite different)

• a labor union might oppose negotiations with foreign companies because of fears that domestic jobs will be lost. International negotiators can receive a great deal of promotion and guidance from their government via the trade section of their embassy and from other businesspeople via professional associations (e.g., a Chamber of Commerce in the country in which they are negotiating).

• a lack of resources that Americans commonly expect during business negotiations (paper, electricity, computers), shortages of other goods and services (food, reliable transportation, potable water), and political instability (coups, sudden shifts in government policy, major currency revaluations).