Curriculum Vitae | | | |Name: MR. AMIT DNYANDEO DHAGE |ADDRESS FOR CORRESPONDENCE: | | |c/o Uttam Sopan Chorghe‚ | |e-mail : dhageamit@rediffmail.com
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GSM 470 Negotiation and Conflict Management Workshop Section A Instructor: Office: Deborah M. Kolb‚ Ph.D. 3rd Floor‚ 411 Commonwealth Avenue Contact Information: 521-3871 (telephone) kolb@simmons.edu Office Hours: Thursday: 3:00-5:00 and by appointment Negotiation and conflict resolution are becoming more important in organizations today. In the past‚ you probably would use negotiation and conflict resolution skills only if your job entailed formal dealings with unions‚ suppliers‚ and customers
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Research Reports The Illusion of Transparency in Negotiations Leaf Van Boven‚ Thomas Gilovich‚ and Victoria Husted Medvec The authors examined whether negotiators are prone to an “illusion of transparency‚” or the belief that their private thoughts and feelings are more discernible to their negotiation partners than they actually are. In Study One‚ negotiators who were trying to conceal their preferences thought that their preferences had “leaked out” more than they actually did. In Study Two
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Running head: COMMUNICATION AND PERSONALITY IN NEGOTIATION Communication and Personality in Negotiation University of Phoenix October 1st‚ 2009 Facilitator: Denise Lanfear Communication and Personality in Negotiation Over the years‚ negotiation has been a tactic used for different situations whether personal or professional. In theory‚ negotiation concepts and terms have been used to understand and analyze the purpose of negotiation by evaluating different characteristics.
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Negotiation Process Article Analysis Organizational Negotiations MGT445 Negotiation Process Article Analysis The several negotiation strategies include collaboration‚ accommodation‚ competition‚ and avoidance (Lewicki‚ Saunders‚ & Barry‚ 2006). Depending on the situation‚ one strategy may be more effective than another strategy. Two such instances in which different negotiation strategies were applied are Negotiating New Vehicle Purchases (Craver‚ 2005) and Town Settles Mall Suit (The Daily
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Hackley. "Leveraging Emotion in Negotiation." Harvard Business School (2006) Adler‚ Rosen‚ Silverstein‚ "Emotions in Negotiation: How to Manage Fear and Anger‚" Negotiation Journal‚ 14:2 (April 1998)‚ pp. 161-179. Conflict resolution. http://www. conflictresoultionjournal.org 2006‚ Jan. 27 "Leveraging Emotion in Negotiation." Harvard Business School (2006) Susan Hackley. Introduction At some point in each of our lives we all have to hit the negotiation path and run. It is to our benefit
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Essentials of Negotiations 1. Creating Value - Win-Win Negotiation 2. Claiming Value - Staying in Business! 3. Building Trust - Long-term sustainability Negotiations Sandtraps 1. Leaving Money on the table (Lose-Lose Negotiation) 2. Settling for too little (Winnerʼs Curse) 3. Walking away form the table 4. Settling for terms that are worse than the alternative (Agreement Bias) Why People are Ineffective Negotiators - Faulty Feedback - Satisficing - Self-reinforcing incompetence Negotiation Myths Myth
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For The Bullard Houses negotiation I was assumed the role of the buyer’s representative. Upon reading the case for the first time‚ I knew it would be very challenging to negotiate with the seller when I was instructed not to reveal the intended use of the site I was looking to purchase. I prepared by making a list of what I had to keep in mind not to mention as well as the points I wanted to stay within. I had a resistance point of twenty four million and an alternative offer of twenty million‚ therefore
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Introduction The purpose of this study is to demonstrate the importance of intercultural negotiation‚ and the reasons hereof. Equally so‚ it is to explain the differences between two closely linked concepts‚ namely international negotiations and intercultural negotiations. An account of Bülow and Kumar’s (2011) objections about the relevance of national culture is presented‚ and finally‚ the concepts of conflicting findings‚ imprecision in terminology and essentialism are discussed in further
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Reflective Journal on negotiation Part 1 In the past four weeks‚ my study group members and me had took part in three negotiation simulations. The first one is that we are Newcastle local car dealer and want to sell used car to Japanese international student ( other group ).In this negotiation simulation‚ we keep our price first‚ let other group know the market price of this kind of car and let them give the price in their mind‚ then base on this price we give a 25% higher price with 1 year volunteer
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