individualistic-based negotiation behaviors
This essay focuses on individualistic-based negotiation behaviors. The varying national styles are products of dissimilar historical legacies, definitions of trust,
individualistic-based negotiation behaviors
Every negotiator will develop a strategy that reflects his or her personal style, but each individual is also influenced by a national negotiating style as has been substantiated by numerous academic studies and research reports. The varying national styles are products of dissimilar historical legacies, definitions of trust, cultural values, decision-making processes, approaches to risk taking, attitudes toward formality, perceptions of time, cognitive patterns, and of course, communication styles.22 Research has also disclose that national negotiating styles are strongly influence by culture, and the behaviors display during bargaining sessions often reflect the more prominent cultural characteristics of that nation. For example, although China, Japan, and Korea have different national negotiation styles, all adhere to bargaining procedures that reflect a collectivistic theme. On the other hand, Western nations normally display individualistic-based negotiation behaviors.
- Strategy is Significant because it is not possible to foresee the future. Without a perfect foresight, the firms must be ready to deal with the uncertain events which constitute the business environment.
- Strategy deals with long term developments rather than routine operations, i.e. it deals. This is with probability of innovations or new products, new methods. It is of productions, or new markets to be develop in future.
- Strategy is create to take into account the probable behavior of customers and competitors. Strategies dealing with employees will predict the employee behavior.
Strategy is a well define roadmap of an organization. It defines the overall mission, vision and direction of an organization. The objective of a strategy is to maximize an organization’s strengths and to minimize the strengths of the competitors.
