Ans 1(a) Negotiations are complex because one is
dealing with both facts and people. It is clear that negotiators must above all
have a good understanding of the subject. They must also be aware of the
general policy of the company or institution in relation to the issues and they
must be familiar with the organizational structure and the decision-making
process.
Ans1(b) No, awareness of these facts may not
necessarily suffice to reach a successful outcome. Personal, human factors must
be taken into account. The approach and strategy adopted in negotiating are
influenced by attitude as well as by a cool, clear logical analysis of the
facts and one’s interests.
Ans1 (c) The approach and strategy adopted in
negotiating are influenced by attitude as well as by a cool, clear logical
analysis of the facts and one’s interests. It is a well-known fact that
meetings scheduled on a Friday evening are shorter than those held at other
times. Timing can pressure people into reaching a decision and personal factors
can become part of the bargaining process.
Ans1(d) Research has shown that it can help to
separate the PEOPLE from the PROBLEM. This can be done by
using special negotiating STYLE.
Ans1(e) Language varies according to the negotiating
style. In negotiating you can use either a cooperative style or a competitive
one. In the co-operative style the basic principle is that both parties can
gain something from the negotiation without harming the interests of the other.
Or in other words that both parties will benefit more in the long run in
friendship and co-operation even if they make some concessions. This type of
negotiation is likely to take place in-house between colleagues and
departments, or between companies when there is a longstanding relationship and
common goals are being pursued.
Ans 1(f)
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A cooperative approach aligns with the process
of interest-based or integrative
bargaining, which leads
parties to seek win-win solutions.
Disputants that work cooperatively to negotiate
a solution are more likely to develop a relationship of trust and come up
with mutually beneficial options for settlement.
The mutual gains approach is considered a
constructive resolution process.
|
Competitive approaches align with the process
of distributive bargaining, which result in win-lose outcomes.
A competitive approach to conflict tends
to increase animosity and distrust between parties and is generally
considered destructive.
There is no mutual gains approach
|
Ans 1 (g)
“Competitive
negotiators are more effective than cooperative negotiators and the lies they
tell are ethically permissible."
“Disputes are an
inevitable element of human interaction and society needs to develop efficient
and innovative methods of dealing with them." [1] To resolve
disputes man has developed court system. However there is a huge amount of
cases pending in the courts. Lack of sufficient machinery retards the process
in resolving these disputes. An alternative to court, what we have is something
called Alternative Dispute Resolution (ADR). It has been described as “A
halfway house between the certainty of the adversarial system and flexibility
of negotiation".
Ans1 (h) “Importance of Negotiations”.
Ans(i)
Simple: Complicated
Fiction: fact
Specific: Similar
Emotional: Impassive
Lose: win
Benefit: disadvantages
Frequent: infrequent
Honest: dishonest
Friend: Enemy/Stranger
Streghths: vigor
Ans 2(a)
Subject
:- Complaint Regarding the not
received the Consignment against order ZEDEX.
Dear Sir,
This is to inform you that the ordered goods consignment is not received yet to the ClientEmpire stores, in Hyderabad, that is send by you( ZEDEX).
Several follow-up has been made so far not only with customer care but as well as Branch and Head Office also. But no one has been given any response on that.I want to know the reasonable answer with your company. And further we take an action against your company
With view to the above, requesting you to intervene and resolve the matter.
Regards,
Quick Track Technologies, manufacturing anti-virus software
ABC..
Ans
2(ii)
Subject: Reply from Manager of ZEDEX to Quick Track
Technologies, manufacturing anti-virus software for apologizing.
Dear
Sir,
My consignment is stucked at KOLKATA FOREIGN LCAO with
retention reason : Awaiting presentation to customs commissioner.
So, we can’t deliver the consignment on due date.
Please apologizing our first delaying
order and sorry for the lapse.
Kindly, request to you please take action with
politeness.
Your Sincerely
ZEDEX
Manager
Ans 3
Jaya: If
Nikhil got more pocket money, he would waste (waste) it all on stupid things.
Nikhil:
That isn’t true. If I had more money, I SPENT (spend) it on a guitar.
Vijay:
If WON (win) a lottery, I would buy a racing bicycle.
Nikhil: I AM NOT BUYING (not buy) a racing bicycle, if I
were you. They’re much too expensive.
Jaya: If
I had more money, I SAVED.(save) it for a trip to England.
Nikhil: If I HAD (have) a lot of money, I BOUGHT.(buy) a motorbike.
Vijay: I AM NOT BUYING (not buy) a motor bike if I WOULD (be) for you. You wouldn’t get a license to
ride it.
Nikhil: If I didn’t have to go to school, I HAD (have) got a job.
Vijay: The only job you would get if you WOULD NOT GO(not go) to school is washing dishes in a dhaba. And you don’t like
washing dishes.
Ans 4)
I’d like
to take you OUT the figures and spell FROM
the implications. First of all, could
you look AT the P&L account. As
you can see, the figures are basically IN
line
WITH the
budget, except FOR the fixed costs, which
are ON 10 per cent last year. This means that the
operating profit is nearly 5 per cent FROM
last
year. We need to relook THROUGH
our strategy for greater financial
health DOWN the
company.
Ans 5)
i.
When
Mr. Ragavan will be back.
ii.
Why
the sales office hasn’t called, you want to Know.
iii.
When
the manager normally arrives at the office.
iv.
Why
the consignment has been delayed.
v.
What
number you should dial for directory inquiry.
vi.
Where he is phoning from and when.
vii.
When you could reach your boss.
viii.
What
is the mobile number of the Managing Director is.
ix.
What
does she spells her name.
x.
Where is the way to the office.
Ans 6)
In community work, there's
almost always someone opposed to whatever it is you're doing. Even if your goal
is something everyone can agree on, there will be those who disagree with your
methods for achieving it. When your opposition starts fighting your efforts,
it's best to be familiar with what tactics they might use to do so and how your
group might most effectively respond.
WHAT ARE SOME GENERAL WAYS TO
FIGHT THESE TACTICS?
There are a variety of tactic-specific ways to
deal with each of these forms of attack. Some strategies that apply no matter
what tactic is being used include:
UNDERSTAND YOUR OPPONENT AND HIS/HER/THEIR STRATEGY
If knowledge is power, ignorance is weakness.
An opponent you understand is much weaker than an opponent whose every move
baffles you. Understand your foe's beliefs, background,
and position. This will put you in a stronger position to respond to attacks.
It can also increase your organization's image as an intelligent, rational
group. What does your opponent believe and want? Does your opponent come from a
cultural or ethnic group different from your own; and if so how might this
affect dealings with your organization? Does your opponent have a history of
acting (or reacting) in a certain way? You may be able to determine some of
these things from your own history with the person or organization in question,
from the experiences and personal knowledge of friends and colleagues, from
newspaper articles, from corporate PR materials (if you're dealing with a
company), or from campaign literature (if you're dealing with a candidate or
elected official).
TURN NEGATIVES INTO POSITIVES
As the saying goes, when the opposition gives
you lemons, make lemonade. The ability to turn any negatives you are given into
positive situations is a very powerful ability for your organization to have.
For example, you might use the utility company's opposition to a program to
provide heat subsidies to poor people as an excuse to set up a review of the
company's records of utility shut-offs to heighten awareness of the problem.
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