DIFFERENT APPROACHES TO NEGOTIATION
Paralanguage – is closely related to oral current growth and mood. A noised voice indicates anger, a soft voice the intention to placate.
Object language – this refers to the use of objects to enhance communication. Dress is particularly important here. Negotiators may choose to dress according to the impression they wish to set. The decision to wear a suit and tie may signal to the opposing team that a level of formality and seriousness is to be lent to the proceedings organizational culture right also be an important determination of a particular dress code. The communication process is fairly simple. It involves sending and passing on a message to ...view middle of the document...
Oral communication- this refers to the spoken word. The ability of negotiating parties to structure and present arguments effectively and in such a way that they are understood, will ultimately determine the success of the negotiations.
Kinesis behaviour- this is often referred to as body language. The way a negotiator sits, gestures, and uses facial expressions will provide important clues to the other party. For instance, a negotiator who sits rigidly with his or her arms folded right indicate defensiveness while a negotiator who is leaning back in the chair, arms expertise, as do Marketing and Human Resources managers. Their skills and know-how place them in a position to make critical decisions regarding the organization. As such, they land a critical element to the success of negotiations.
Information power- People who posses information about fundamental issues conductive to the success of the organization in general are said to possess information power. Knowledge of policies, plans, strategies and other important documents usually give individuals information power. Employees at the coalface are to other information that managers and directors might not be aware of, but which in turn would give employees and their representatives the upper hand in the bargaining process.
Coercive power- An individual’s ability to threaten Cajole and Coerce someone into conforming to his or her demands is evidence of Coercive power. Negotiations should at all costs avoid threatening the opposing party with dire outcomes should not. This would only result in the irretrievable breakdown of negotiations and the possibility of industrial action at the same time, are ability to wield Coercive power in the form of dismissals for operational reasons or for reasons is often the subject of negotiations.
Reward power- This steers from an individual’s ability to provide reward for a desired outcome. Rewards are wide-ranging and include financial benefits or even a verbal acknowledgement, a negotiator should avoid indicating approval of particular points made by the other party likely to withdraw and walk away. If a...