L10 : Leading through Effective External Relations

In this chapter we will learn to do developing an external relations strategy.Leading through effective external relations points out that a positive public image or reputation affects a company’s ability to achieve success. It provides approaches to projects a positive image in public from four aspects. First, there are seven steps to guide you in addressing the entire range of external audiences. Second, leaders of organizations must have high consciousness to building and maintaining a positive corporate image. Third, good relationship with the news media also can bring a positive effect on corporation because the news is an important media to publicize the company’s reputation. Final, every company will face the crisis. The fact shows that positive relationship with the media can make it easier in managing the crisis.

LC9: Establishing Leadership through Strategic Internal Communication

This chapter discusses establishing leadership through internal communication. First, we will learn to do recognize the strategic role of employee communication. Next, it describes how to assess the employee communication effectiveness by using scorecards that evaluate: strategic objectives, processes, management, messages, media/forums, communication staff, and communication assessment. Then, it tells us that in order to establish effective internal communication we must have supportive management, targeted messages, effective media and forums, well positioned staff, as well as on going assessment of communication effectiveness through individual performance appraisals. That missions and visions can be used to strengthen internal communications. Finally it explains how to design and implement effective chain communication.

LC8: Building and Leading High Performing Teams

In this chapter we will learn how to build and lead high-performingan teams. First, we learn that in order to build an effective team, having a supportive environment will simply make it easier in leading and managing teams. As a team leader, we need to bring the right people together and decide how to work with them to achieve the performance we desire. Second, the chapter help us to learn how to address the issues of purpose and approach in the team launch by creating a team charter, action plan, and work plan. It was followed by introducing the people side of teams. The people’s thinking and how well they work together often determine the success or failure of a team. Then, we know that conflict occurs inevitable in any circumstance, including teams. The chapter discusses the types of team conflict and the approaches to manage the sudden conflict. Final, virtual teams are becoming more and more prevalent nowadays. When we share and assent the advantage of the virtual team, we should not ignore that virtual team also create a lot of challenges among us. However, we believe with the right approach, a team can work through the challenges and achieve high performance in the end.

N12: Best Practices in Negotiations

In this chapter, First we will understand the goals and interests, as well as those of the other party. The second practice is diagnosing the fundamental structure of the negotiation. The third practice is identifying and working the best alternative to a negotiated agreement. The forth practice is “be willing to walk away”. The fifth practice is to master the key paradoxes of negotiation, such as: claiming value versus creating value, and sticking by your principles versus being resilient to the flow. The sixth practice is to remember the intangibles. The seventh practice is to actively manage coalitions through communication, to ensure that the power of the coalition is aligned with their goals. The eighth practice is to savor and protect your reputation. The ninth practice is to remember that rationality and fairness are relative because people tend to view the world in a self-serving manner. The tenth and final practice is to continue to learn from your experience.

N11: International Cross Culture Negotiation

This chapter examines various aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation. International negotiation has become the norm rather than an exotic activity that only occasionally occurs. It begins with two important factors that make the international negotiation different. They are environmental context and immediate context. Both of them have the significant effect on the processes of international negotiation. The chapter discusses how to conceptualizing culture and introduce two approaches to examine it. One is to understand the values and norms of culture and another is to understand all cultures contain dimensions. It illustrates the effect of culture on negotiation outcomes, negotiation process, and negotiator cognition and negotiator ethics.

N10: Multiple Parties and Teams

In this chapter, we will understand how the negotiation process changes when there are more than two parties at the table simultaneously. It defines the multiple parties and follows by five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. It illustrates sixteen things the group members should do in order to be an effective group. It introduces three stages to characterize multilateral negotiations. In the pre-negotiation stage, it includes lots of informal contact among the parties. In the actual negotiation, negotiator should work together to achieve an effective and endorsed result. In the agreement stage, the parties must select among the alternative on the table and encounter some last-minute problems to reach the final agreement.

N9: Relationships in Negotiation

In this chapter,we discuss the effects of relationships during the negotiation process. It illustrates some traditional researches which study the negotiation process. The chapter identifies some issues that make negotiations in relationships different from and more challenging than conducting either distributive or integrative negotiations. Many professional negotiations conducted in businesses, law, government, communities, and international affairs occur in a context in which the parties have a past( and future) relationship, and their relationship strongly affects the negotiation process. Then, it follows by the effect of key elements in negotiations within relationships. Trust is an individuals belief in and willingness to act on the words, actions and decisions of another. Justice means whether individuals are fair treated in organization. These three important issues in relationships can shape the expectations of people’s behavior in negotiation.