Book contents
- Frontmatter
- Contents
- List of exhibits
- Guided Tour
- Introduction
- Part I Challenges for Global Managers
- Part II Developing Global Understanding
- Part III Developing Global Management Skills
- 6 Communicating across cultures
- 7 Negotiating global agreements
- 8 Leading global organizations
- 9 Managing a global workforce
- 10 Working with global teams
- 11 Living and working globally
- 12 Epilogue: the journey continues
- Appendix Models of national cultures
- Name and company index
- Subject index
- References
7 - Negotiating global agreements
from Part III - Developing Global Management Skills
- Frontmatter
- Contents
- List of exhibits
- Guided Tour
- Introduction
- Part I Challenges for Global Managers
- Part II Developing Global Understanding
- Part III Developing Global Management Skills
- 6 Communicating across cultures
- 7 Negotiating global agreements
- 8 Leading global organizations
- 9 Managing a global workforce
- 10 Working with global teams
- 11 Living and working globally
- 12 Epilogue: the journey continues
- Appendix Models of national cultures
- Name and company index
- Subject index
- References
Summary
MANAGEMENT CHALLENGE
If building global partnerships is important to competitiveness, as most agree, how do managers and their companies negotiate such alliances? What special skills are required? Can these skills be developed or are some people just naturally born negotiators? It has been said that negotiation is an art, not a science. If so, the question before us is how to develop this art. Understanding basic negotiation processes is a good beginning. Developing specific bargaining strategies and tactics is another. Once agreements have been signed, knowing how to implement them is also important. Throughout, an understanding – and willingness – to build mutually beneficial long-term relationships is perhaps most important of all.
Chapter outline
▪ Preparing for global negotiations page 225
▪ The negotiation process 232
▪ Bargaining tactics 236
▪ Ethics in global negotiations 240
▪ Conflict resolution strategies 243
▪ Agreements, contracts, and mutual trust 248
▪ Manager’s notebook: Negotiating global agreements 252
▪ Summary points 255
Applications
7.1 GM and SAIC 228
7.2 Language and negotiation 230
7.3 Bargaining tactics 239
7.4 What is a bribe? 242
7.5 Conflicting strategies at Secoinsa 246
7.6 Changed circumstances at Cosco 250
When negotiating in Russia, the slower you go, the further you’ll get. Don’t hurry to reply, but hurry to listen.
Traditional proverbs RussiaWhen Arabs give a “yes” answer to a request, they are not necessarily certain that the action will or can be carried out. Etiquette demands that your request have a positive response. A positive response to a request is a declaration of intention and an expression of goodwill – not more than that…If an action does not follow, the other person cannot be held responsible for failure.
Margaret Omar Nydell Georgetown University, United States- Type
- Chapter
- Information
- Management across CulturesDeveloping Global Competencies, pp. 223 - 258Publisher: Cambridge University PressPrint publication year: 2013