TERM PAPER

OF
MANAGEMENT PRACTICE AND
ORGANISATIONAL BEHAVIOUR
ON
“COMMUNICATION AND
NEGOCIATION”
SUBMITTED TO: - SUBMITTED BY: -

Ms. MARLYN KAUL NAMIT RANA

(INSTRUCTOR OF REG. NO.: 10907689

MANAGEMENT PRACTICE AND SECTION: R1904

ORGANISATIONAL BEHAVIOUR) ROLL NO.: RR1904 A54

LOVELY SCHOOL OF BUSINESS

INDEX: -

1: Acknowledgement

2: Preface

3: Introduction-

 Communication
 Negotiation

4: Communication and Negotiation-

 Communication and Negotiation skills

 Understand the importance of interpersonal communications and
sharpen your negotiation skills:
 Communication and Negotiation: Perfect Together

5: Effect of Communication on Negotiation-

 Effects of Communication Media on Nonverbal Negotiation Task

 Effects of Media Communication on Experimental Negotiation
 The effects of media richness on multilateral negotiations in a
collaborative virtual environment

6: Conclusion

7: References

8: Bibliography
 ACKNOWLEDGEMENT

I would like to express my sincere thanks and gratitude to MS.MARYLN KAUL,

Instructor (Faculty) , LSB, Lovely Professional University, Phagwara.

I am also thankful to advance technology which provided us wonderful and

appreciated like Internet (Wi-Fi of LPU Campus). I obtained lot of important
information from internet.

I am very thankful to my family to my family member, faculty member and my all

who encourage me and helped me to complete this Term Paper.
 PREFACE

Globalization in this world making the marketer more productive. And more
production means more communication between employee and employer and
also the negotiation in the some condition. But question is this, what is
communication? , what is negotiation? , why they both are come together? And
how affect communication to the negotiation in the organization? The answer of
all these questions will discussed in the study or in my term paper.

Communication and Negotiation not a easy task for anybody or any organization
because we know very well human are heterogeneous or each individual have
his/her own personality or mentality. That is why the way of communication and
negotiation for each individual will be different every time or moment.
INTRODUCTION: -

COMMUNICATION: -

“Communication is a process of transferring information from one entity to another.” In

communication processes interactions between at least two agents which share a
repertoire of signs and semiotic rules.

Communication is commonly defined as "the interchange of thoughts,

opinions, or information by speech, writing, or signs.

COMMUNICATION PROCESS: -

Communication is a process where information is enclosed in a package and is

channeled and imparted by a sender to a receiver via some medium. Then the
receiver decodes the message and gives the sender a feedback. All forms of
communication require a sender, a message, and a receiver. Commonality
communication requires that all parties have an area of
communicative. There are such as speech, song, and tone of voice, and there
are nonverbal means, such as body language, sign language, touch, eye contact,
and writing.

NOISE OR BARREIRS
 MASSAGE
SENDER (THROUGH MEDIUM) RECEIVE

FEEDBACK

NOISE OR BARREIRS

Communication revolutions -

1st Information Communication Revolution, first written communication

began with pictographs. These writings were made on stone, which were too
heavy to transfer. During this era, written communication was not mobile, but
nonetheless existed.

2nd Information Communication Revolution, writing began to appear on paper,

papyrus, clay, wax, etc. Common alphabets were introduced, allowing the
uniformity of language across large distances. Much later the Gutenberg printing-
press was invented. Gutenberg created the first printed book using his press,
and that book was the Bible. The writings were able to be transferred for
others across the world to view. Written communication is now storable, and
portable.

3rd Information Communication Revolution, information can now be transferred via

waves and electronic signals.

Types of communication

There are three major parts in human face to face communication

which are body language, voice tonality, and words. According to the research:
  55% of impact is determined by body language—postures, gestures, and
eye contact,
 38% by the tone of voice, and
 7% by the content or the words used in the communication process.

Nonverbal communication

Nonverbal communication is the process of communicating through sending

and receiving wordless messages. Such messages can be communicated through
gesture, body language or posture; facial expression and eye contact, object
communication such as clothing, hairstyles or even architecture, or symbols and
infographics, as well as through an aggregate of the above, such as behavioral
communication. Nonverbal communication plays a key role in every person's day
to day life, from employment to romantic engagements.

Categories and Features G. W. Porter divides non-verbal communication into

four broad categories:

Physical; this is the personal type of communication. It includes facial

expressions, tone of voice, sense of touch, sense of smell, and body motions.

Aesthetic; this is the type of communication that takes place through creative
expressions: playing instrumental music, dancing, painting and sculpturing.

Signs; this is the mechanical type of communication, which includes the use of
signal flags, the 21-gun salute, horns, and sirens.

Symbolic; this is the type of communication that makes use of religious, status, or
ego-building symbols.

Visual communication

Visual communication as the name suggests is communication through visual

aid. It is the conveyance of ideas and information in forms that can be read
or looked upon. Primarily associated with two dimensional images, it includes:
signs, typography, drawing, graphic design, illustration, colour and electronic
resources. It solely relies on vision. It is form of communication with
visual effect. It explores the idea that a visual message with text has a
greater power to inform, educate or persuade a person. It is communication
by presenting information through visual form.

Oral Communication

Oral communication is a process whereby information is transferred from a

sender to receiver usually by a verbal means but visual aid can support the
process.. The receiver could be an individual person, a group of persons or
even an audience. There are a few of oral communication types:
discussion, speeches, presentations, etc. However, often when you
communicate face to face the body language and your voice tonality has a
bigger impact than the actual words that you are saying. According to a research:

55% of the impact is determined by the body language. For example:

posture, gesture, eye contact, etc.
38% by the tone of your voice
7% by the content of your words in a communication process.

NEGOCIATION: -

“Negotiation is a dialogue intended to resolve disputes, to produce an

agreement upon courses of action, to bargain for individual or
collective advantage, or to craft outcomes to satisfy various interests. It
is the primary method of alternative dispute resolution.”

Negotiation occurs in business, non – profit organizations, government

branches, legal proceedings, among nations and in personal situations such
as marriage, divorce, parenting, and everyday life. The study of the subject is
called negotiation theory. Professional negotiators are often specialized, such
as union negotiators, leverage buyout negotiators, peace negotiators,
hostage negotiators, or may work under other titles, such as diplomats,
legislators or brokers.

Etymology
The word “negotiation" is from the Latin expression, "negotiatus", past participle
of negotiare which means "to carry on business". "Negotium" means literally
"not leisure".

Negotiation Styles

Individuals can often have strong dispositions towards numerous styles; the
style used during a negotiation depends on the context and the interests of the
other party, among other factors. In addition, styles can change over time.

1. Accommodating: Individuals who enjoy solving the other party’s problems

and preserving personal relationships. Accommodators are sensitive to the
emotional states, body language, and verbal signals of the other parties. They
can, however, feel taken advantage of in situations when the other party places
little emphasis on the relationship.

2. Avoiding: Individuals who do not like to negotiate and don’t do it unless

warranted. When negotiating, avoiders tend to defer and dodge the
confrontational aspects of negotiating; however, they may be perceived as
tactful and diplomatic.

3. Collaborating: Individuals who enjoy negotiations that involve solving

tough problems in creative ways. Collaborators are good at using negotiations to
understand the concerns and interests of the other parties. They can,
however, create problems by transforming simple situations into more
complex ones.

4. Competing: Individuals who enjoy negotiations because they present an

opportunity to win something. Competitive negotiators have strong instincts for
all aspects of negotiating and are often strategic. Because their style can
dominate the bargaining process, competitive negotiators often neglect the
importance of relationships.

5. Compromising: Individuals who are eager to close the deal by doing what is fair
and equal for all parties involved in the negotiation. Compromisers can be useful
when there is limited time to complete the deal; however, compromisers often
unnecessarily rush the negotiation process and make concessions too quickly.

Positive affect in negotiation

Even before the negotiation process starts, people in a positive mood have
more confidence, and higher tendencies to plan to use a cooperative strategy.
During the negotiation, negotiators who are in a positive mood tend to enjoy the
interaction more, show less contentious behavior, use less aggressive tactics and
more cooperative strategies. This in turn increases the likelihood that parties will
reach their instrumental goals, and enhance the ability to find integrative gains.
Indeed, compared with negotiators with negative or natural affectivity,
negotiators with positive affectivity reached more agreements and tended to
honor those agreements more.

Negative affectS in negotiation

Negative affect has detrimental effects on various stages in the negotiation

process. Although various negative emotions affect negotiation outcomes, by far
the most researched is anger. Angry negotiators plan to use more competitive
strategies and to cooperate less, even before the negotiation starts. These
competitive strategies are related to reduced joint outcomes. During
negotiations, anger disrupts the process by reducing the level of trust, clouding
parties' judgment, narrowing parties' focus of attention and changing their
central goal from reaching agreement to retaliating against the other side.

COMMUNICATION AND NEGOCIATION: -

Communication and Negotiation Skills

This hands-on business skills training course focuses on interpersonal

communication skills and the art of negotiation. Through a study of verbal and
nonverbal techniques, attendees will learn how to communicate effectively.
You’ll Learn why sometimes what you say is misinterpreted and how to ensure
that future communications will be correctly understood. You'll also Learn how
to engage effectively with others through listening actively, tailoring your
discussion to the audience, being aware of your body language, set clear
expectations and manage language and cultural barriers with local and remote
teams.

Participate in this training courseto understand what negotiation means and

how often you negotiate without even realizing it. Learn how to plan your
negotiations and best practices to deal with tough negotiators, develop
strategies to be more effective in your negotiations, and learn when to walk
away from a negotiation that is not going anywhere. This is an intensive
training course that features case studies and other role-playing
exercises that train participants on how to negotiate regardless of the level of
their negotiation skills.

By attending this seminar you'll Learn:

• Internal communication process

• Skills for listening and questioning

• How to communicate nonverbally

• How to deal with non-technical people

• Negotiation overview

• Negotiation process and planning

• How to deal with tough negotiators

Hands-On Exercises

1. How to use a negotiation planner

2. An unplanned negotiation to purchase a vintage car

3. Post negotiation self assessment

4. Plan and conduct a technical and a non-technical negotiation in teams

5. Negotiating with "The Impossible VP"

6. Dealing with an angry client

7. A clash of cultures

8. Being too technical

9. Negotiating with internal clients

10. Dealing with tough negotiators

11. Handling games and dirty tricks

12. 3-part negotiation "best practices" checklist when preparing for any
negotiation

Who Should Attend

This training is ideal for associate project managers, project managers, project
coordinators, project analysts, project leaders, senior project managers,
resource managers, purchasing agents, team leaders, help desk supervisors,
technical support managers, vendors, product managers, and program
managers.

Agenda

Creating a Customer Focus

• Discuss the consequences of poor communication

• Your role in creating a customer focus at work

Communication Skills

• Interpersonal communication

• Your role in ensuring clear communication on the team

• How team communication breaks down and how to fix it

Non-verbal Communication Skills

• Learn how to read non verbal gestures in others

• Look for clues and hidden meanings

• The 20 most common North American gestures to look for

• Common international non verbal gestures you may encounter

Dealing with Non-Technical Customers

• How to communicate clearly with non technical people at all levels

Listening and Questioning Skills

• The difference between hearing and listening

• Learn the skills of active listening

• Discuss the barriers to effective listening

• How and when to actively listen

What is Negotiation?

• How and when to negotiate

• Impromptu, informal and formal negotiations

• How to negotiate when the boss "ambushes" you

• Cultural differences in negotiations

• Controlling your emotions

• Individual styles when it comes to negotiating

Planning a Negotiation

• How to plan for any type of negotiation

• What if I only have 5 minutes?

• Running a negotiation from start to finish

Dealing with Angry Customers and Conflict

• What to do and avoid

• Dealing with screamers

• How to control yourself in times of conflict

• Handling conflict in a negotiation

Remote and Offshore Teams

• Simple rules to follow to ensure open communication

Using Email, Phone, and Face-to-Face

• Advantages and disadvantages of each method

• When to use and not use each

Dealing with the "Tough" Negotiators

• Define the 3 types of "tough" negotiators

• How to stay calm

• Plan to deal with any "tough" negotiator

Strategies and Tactics of Negotiation

• Spot and diffuse the dirty tricks

• Common games people play

• Counter ploys

• Use of physical settings to watch out for

• Managing your team in a negotiation

Impasse and Deadlock

• An escalation process to get past impasse or deadlock

Understand the importance of interpersonal communications and sharpen
your negotiation skills:

A study of verbal and nonverbal communication techniques will start your skills
building and get you on your way to communicating clearly and directly.
Learn the consequences of poor communication and how to avoid it through
open communication and fixing communication breakdowns. A study of active
listening, tailoring your discussion to the audience, and being aware of your
body language, will help you learn to engage effectively with others. You'll
understand how to set clear expectations and manage language and cultural
barriers with local and remote teams.

The second half of the course delves into the intricacies of negotiation. Learn how
to plan your negotiations and become familiar with best practices. Develop
strategies to counter dirty tricks and games, negotiate "no" with your boss, and
manage team negotiations. Learn strategies that will help you get past impasses
and deadlocks.

Communication and Negotiation: Perfect Together: -

Whether it is at work or at home, all of us are involved in negotiating nearly

every day. We negotiate with our bosses and our kids, our coworkers and our
spouses. But when you break down the art of negotiation, it's really about
communication. It's about connecting and ultimately the art of
compromise. As Herb Cohen, author of the classic book "You Can Negotiate
Anything" and a new tome called "Negotiate This!" says, "Negotiating is the
game of life." It really is, when you think about it.

As someone who has had to negotiate contracts, fees and sponsorship for
PBS television programs, I've come to the following conclusions as to
what it takes to be a first-rate negotiator:
1: Great negotiators are great listeners. If you notice, they don't do a lot of
talking and spend much of the time asking smart questions and concentrating
on the answers. They also take their time responding to what they've heard as
opposed to reacting in an unnecessarily adversarial fashion.

2: Remember, even if you don't like the other person or his

communication style, you're negotiating because you have to. If you could
simply get your way, you wouldn't be in this situation. Therefore, no matter
how you feel about the other party, stay focused on the issues that need to be
resolved. The key is to remember that communicating your distaste decreases
the odds you will accomplish your objectives. Simply put, focus more on the
problem and less on the person.

3: Communicate from the other person's point of view. Great negotiators work
hard to see the process as an opportunity to help someone else
accomplish his or her objective. When participants are too focused on their own
(often narrow) objective, they aren't successful. If the other person sees you as
someone who is considerate of them and their agenda, they are more likely to
give you what you want without seeing it as giving in.

4: Be clear on what you want, but don't dig your heels in too deep.
It's important to communicate your goals in the negotiation process while being
flexible enough to respond to opportunities that present themselves in the
process.

5: If you go into a negotiation with a hard and fast definition of "winning" you
are likely to be disappointed. And unless you are willing to walk away, this is a
risky position to take indeed.

6: When someone says something in a negotiation that seems totally

unreasonable to you, don't take the bait. Very often the person is doing this to
see what your reaction will be. I've seen many negotiations go awry at this
critical point. Instead, remain calm. Imagine you are a manager who has an
employee who is requesting a 30% pay increase. Consider this disarming
response; "I just want to be clear, you are saying you want a 30% pay increase
while we've just laid off a third of our workforce and everyone else's salary is
frozen?" Your goal is to put a mirror up in front of the other person and help
them see how unreasonable their demand is. If they don't, I would suggest this isn't
someone you want to deal with. But that's a whole other column.

7: Finally, avoid characterizing someone's position as worthless. ("That's a really stupid point,
Jim.") When you communicate in this fashion, Jim feels worthless as a person and has few
options other than to fight back and dig in. Is that what you really want?

EFFECT OF COMMUNICATION ON NEGOCIATION: -

1: Effects of Communication Media on Nonverbal Negotiation Task.

Effects of video communication on nonverbal interaction between participants

were explored through a certain negotiation task. In the experiment, two
subjects negotiated to choose a sport to do together and their positions to play
out of a set of candidate sports and positions. Each candidate had its scores
given to the subjects when it was chosen. The scores were different
between the subjects. Each subject's objective was to reach an agreement with
the other on non-contradictory positions, keeping his/her score (the sum of the
points given by the chosen sports and position) as high as possible. According
to the scores assigned to the candidates, three types of easiness of
compromise were proposed, and 10 groups(20 subjects) experienced all the types
in video/face - to - face communication media. The subjects were allowed
to interact with each other only in nonverbal manner. In video communication,
there was a tendency that they reached an agreement in a shorter time
than the face-to-face condition. They got the floor equally in the video
condition, while one of them often monopolized the talk in face-to-face
communication. In video they felt easy and were apt to display their feelings.
(author abst.)

2: Effects of Media Communication on Experimental Negotiation

Concepts of media efficiency and media richness are employed to describe

the impact of communication media on two key aspects of negotiation behavior—
reducing uncertainty about the task, and managing equivocality about
negotiator's bargaining orientation. A controlled experiment was conducted to
examine how the use of either audio or text forms of verbal communication,
and the presence or absence of visual communication, impacts negotiation
performance in a bilateral monopoly task. Each member of a pair of
negotiators received private instructions either to maximize joint profit (a
cooperative bargaining orientation) or to maximize individual profit (an
individualistic bargaining orientation). Negotiation performance was measured via
the total amount of relative cooperativeness of verbal communication and joint
profit. In the audio mode as opposed to the text mode, the total amount
of verbal communication and joint profit was increased. In the presence of
visual communication the relative cooperativeness and joint profit of pairs of
individualistic negotiators was less than that of cooperative negotiators. In
the absence of visual communication the relative cooperativeness and
joint profit of pairs of individualistic negotiators was no less than that of
cooperative negotiators. In sum the findings suggest that uncertainty regarding
the logical structure of the task was reduced primarily via verbal
communication, while equivocality regarding the bargaining orientation of the
other negotiator was reduced primarily via visual communication. The
implications for group decision and negotiation research and practice are
explored.

3: The effects of media richness on multilateral negotiations in a collaborative

virtual environment.

Negotiations between three or more parties are more complex than

dyadic negotiations concerning the integration of various interests. In this study,
we investigated negotiation in a collaborative virtual environment. We focused
specifically on communication channels and their impact on negotiation in
three-person groups. Three conditions of media richness were varied in the
collaborative virtual environment: text chat, audio channel, and a combination
of both. Furthermore, various nonverbal signals and a function for taking notes
were available to the participants in every condition. The results show that
participants in the conditions with audio channel and with audio channel and text
chat are more satisfied with the communication process and need less time
to find a solution. The quality of the negotiated result does not differ between the
conditions. Adding text chat to the audio channel does not enhance the
potential of solving negotiation problems. Audio-based communication seems
to meet the requirements of negotiating better than text chat in terms of
a more satisfying and faster communication process.

CONCLUSION: -

A simple negotiation task over one of three media of communication (face-

to-face, closed circuit television, or a loud - speaking audio link). One person
was required to argue a case which was consonant with his personal views;
the other person was required to argue a case that bore no necessary
relationship to his personal views. Medium of communication had a significant
effect on the outcome of the negotiation: the side whose case was consonant
with his personal views was more successful under face - to - face than
under audio-only communication. Results in the video condition resembled those
in the face-to - face condition. The findings are interpreted in terms of a
greater emphasis on interpersonal considerations in face-to-face discussions than
in audio discussions.
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9: www.psycnet.apa.org
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