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.

N8: Ethics in Negotiation

In this chapter shows what the ethical standards for behavior are in negotiations. A successful negotiator should choose the moral behavior when negotiate with people and should understand what factors must be considered. The chapter begins with the nature of ethics and it discusses negotiation tactics that bring issues of ethicality into play. Then it turns to a discussion of why such tactics are tempting and what the consequences are of succumbing to that temptation. Final, the chapter suggests several options to choose when we think the other party may be using deceptive tactics

NEGOTIATON 7- Finding and Using Negotiation Power

This chapter focuses on power in negotiation, finding and using negotiation power. By power, we mean the capabilities negotiators can assemble to give themselves an advantage or increase the probabilitity of achieving their objectives. First, it defines power and talks about why power is important to negotiators. Next, it gives examples of sources of power and how people can acquire those powers. Finally, it explains how to deal with others who have more power than you. It advises- never do all or nothing deals, make the other party smaller or make yourself bigger.

NEGOTIATION 6- Communication

In this chapter, we have considered elements of the art and science of communication that are relevant to understanding negotiations. Communication is the most basic and important element in the negotiation. In the chapter 6, it begins with the question of what communication is during negotiation. It introduces five different categories of communication that take place during negotiations and shows that having more information does not automatically translate into better negotiation outcomes. Then it addresses three aspects related to how people communicate in negotiation: the characteristics of language that communicators use, the use of nonverbal communication and the selection of a communication channel for sending and receiving messages. Finally, it is followed by the approaches of improving communication and some special communication considerations at the close of negotiation.

NEGOTIATION 5- Perception,Cognition and Emotion

In the chapter five, we learn that perception, cognition are the basic building blocks of all social encounters, including the three basic elements in the negotiation. First, the chapter begins with the definition of perception. Then it introduces four type of perceptual distortion: stereotyping, halo effect, selective perception and projection. Second, this chapter discusses the framing which is a key issue in perception and negotiation. Then, the chapter discusses the ways to manage misperceptions and cognitive biases in negotiation. Final, it talks about the role of mood and emotion in negotiation which has been the subject of an increasing body of recent theory and research during the last decade.

NEGOTIATION 4-Negotiation: Strategy and Planning

In this chapter we can learn strategy and planning basically covered stages and phases of negotiations,goasls consiquences of failed planning, overall plan to achieve one goal and planning process. we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. First, we should determine the main purpose for negotiators involve in the negotiation is to achieve their goals. Second, after negotiators articulate their goals, then move to the next element in the sequence: selecting and developing a strategy. Finally, there are nine points for negotiator to review. First, defining the issues. Second, assembling issues and defining the bargaining mix; Third, defining the interests at stake. Fourth, knowing the limits and alternative if this deal does not work out. Fifth, setting targets and openings and make sure where to begin. Sixth, knowing constituents and the social context of the negotiation. Seventh, analyzing the other party in the negotiation-what they want to achieve. Eighth, present a case clearly and to provide ample supporting facts and arguments. Ninth, make sure what protocol needs to be followed in the negotiation.

NEGOTIATION 3-Strategy and Tactics of Integrating Negotiation

In this chapter, we will learn the strategy and tactics of integrative negotiation. The fundamental structure of an integrative negotiation situation is such that it allows both sides to achieve their objectives. The chapter describes the integrative negotiation process which include creating a free flow of information, attempting to understand the other negotiator’s real needs and objectives, emphasizing commonalities between parties, and searching for solutions that meet the goals and objectives of both parties. It focuses on the four key steps in the integrative negotiation process: identify and define the problem, understand the problem and bring interests and needs to the surface, generate alternative solutions to the problem and evaluate those alternatives and select among them. For each of these steps, it discusses many strategies and tactics in details. Finally, we also review seven factors: first, three types of goals-common, shared, and joint-may facilitate the development of integrative agreements. Second, they must have faith in their problem-solving ability. Third, negotiators must accept both their own and the other’s attitudes, interests, and desires as valid. Fourth, the parties should be motivated to collaborate rather than to compete. Fifth, trust may accelerate the collaboration of parties. Sixth, accurate and clear communication is also important. Seventh, the negotiator must pay attention to the understanding of the dynamics of integrative negotiation.

NEGOTIATION 2-Strategy and tactics of Distributive Bargaining

This chapter focussed on the distributive bargaining. Firstly it describes a vivid story about selling and buying house between Larry and Megan. In this example, we know the meaning of target point, resistance point bargaining range and bargaining mix. The positive bargaining range the key of the negotiation begin. Then, it also concerned with four important tactical tasks. In order to make distributive bargaining effectively, understanding the process of taking positions is also important. In this field, it is include opening offer, opening stance, initial concessions, role of concession, pattern and final offers. After negotiating for a long time, one must learn to close the deal. This chapter also mentions several methods. And finally, many kinds of hardball tactics are introduced in it and we can learn what are they and their weakness.

NEGOTIATION 1

This chapter we will learn the nature of negotiation which occurs every time aroud our life. We have set the groundwork for a thorogh and detailed examination of negotiation process. We began with examples--examples from the news of events around the world and examples from our everyday experience.Though this big example we recognize that what is the characteristics of a negotiation situation and four key elements of the negotiation process; interdependence, mutual adjustment, value claiming and value creation and conflict. How to managing conflict is important to us because we always meet conflict in our daily life.

LO_CH7: Emotional Intelligence and Interpersonal Skills for Leaders

The main points of emotional quotient are:
- be aware/understand/express yourself
- be aware/understand/relate to others
- deal with strong emotions and control impulses
- adapt to change and solve problems of personal/social nature

So then emotional intelligence begins with ability to identify and manage emotions in ourselves and others and also ability to translate these emotions into actions using social problem solving ability.

To find out more about ourselves, we can use the MBIT (Briggs Myers) personality types which are 4 types in 16 combinations:

Extrovert vs Introvert
Sensing vs Intuitive
Thinking vs Feeling
Judging vs perceiving

We communicate by talking, but we also communication by nonverbal cues. Understanding more about non-verbal cues help us understand more about communication. To improve these cues, we can learn about cultures you will interact with. We shouldn’t judge someone's actions out of context. We should develop understanding/sensitivity to non-verbal cues. And to apply what we learned, we should assess our own non-verbal cues.

Also for good leadership, listening is an important skill to have. Some ways to improving Listening Skills include stop talking, stop thinking ahead to what you want to say, avoid multi-tasking, empathize with speaker, don’t interrupt, but ask questions if necessary, use eye contact but not stare, listen for ideas, not just facts, listen with open mind, not just want you want to hear and pay attention to non verbal cues

Sometimes, success as leaders measured by ability to motivate and develop other people. Some good suggestions for motivating are provide direct help, enough resources and time, react to success/failure with learning chance instead of just result, set clear goals and why goals matter, recognize effort and praise subordinates, work collaboratively, make things fun and relaxing, provide emotional support and give feedback.

Just like mentoring, networking is a good way to connect with people and give back in professional and personal setting. When attending an event, consider benefit of event. Prepare appropriate self-introduction and be ready to open conversation and keep it moving. Afterwards have a plan following the event.

LC6: Developing Emotional Intelligence and Cultural Literacy to strengthen Leadership Communication

In chapter 6 of developing emotional intelligence and cultural literacy to strengthen leadership communication, you can know EI and cultural literacy affect the climate and morale of organizations and groups you lead. First, this chapter discusses the value of emotional intelligence, Reuven Bar-On point out the EI is emotional and social knowledge and ability to identify and manage emotions in yourself and in others. You can choose one of the six leadership styles to express yourself in the leadership communication effectively. Next, improving self-awareness, nonverbal skills, listening skills can allow you to interact with and lead others. Then, you should be particularly sensitive to the feelings of others and able to establish way to motivate people who work with you. Finally, understanding the cultural diversity of different countries may help you to communicate with audiences that form the complexion of most of the world’s corporations today.

LC5 : Using Graphics and Power point for Leadership

In this chapter introduces the method of using graphics and PowerPoint in presentation. It is notably using graphics help you deliver your purpose more quickly and more clearly. The graphic can reinforce your message, show clear relationship among the paragraph, and easy to understand and remember. Choosing the right chart in your document is import because it can add to, support, or explain your message best. The main purpose of graph is aid the audience in understanding the data and your central message so you need to make sure the chart can help you communicate your message more effectively. You can utilize PPT to catch the audience attention and every slide must contain meaningful content. Finally use the tools correctly, and you must know these tools are only the good guidance not the replacement.

LC 04 : Creating leadership documents

Professional documents fall into one of two board types : 1 correspondence ( text messages, e-mail, memos, and letters) and 2 reports (including proposals, progress reviews, performance reports, and research documentation). As with any effective leadership communication, you need to clarify your purpose, analyze your audience, and develop a communication strategy before you put pen to paper or fingers to the keyboard to create a document.

LC 03 : Using language to achieve a leadership purpose

To project a confident tone when you speak and when you write, you need to possess confidence not only in your knowledge on the subject but also in your ability to capture the content in the right words used in the right way.

One way to make your writing clear is to make it concise. Clear writing is direct, to the point, and free of jargon, pomposity, and wordy constructions.

LC 02 : Developing leadership communication strategy

In this chapter, you will learn about establish a clear communication purpose, develop your communication strategy, analyze your audiences, and organize written and oral communication effectively. Strategy consists of two actions : 1. Determining goals and 2 developing a plan to achieve them.

To achieve your intended results, you first need to establish a clear purpose. You will usually find that you have one of three general purposes :
- To inform - transfer facts, data, or information to someone
- To persuade - convincing someone to do something
- To instruct - instructing someone in a process

Your strategic planning can be complex or simple, but you should build it around a methodical approach that calls on your analytical skills, just as you would call on those skills for any problem you need to solve.

Leaders need to communicate to audiences with a range of expertise from the layperson or non expert to the technical or highly specialized individual

LC 01 : What is leadership communication?

Leaders are individuals who guide, direct, motivate, or inspire others. They persuade others to follow them or pursue goals they define. They control situations, Without effective communication, leaders accomplish little. Without effective communication, a leader is not effective.

Communication is the transmission from one person to another or to many people, whether verbally or non verbally. The complication in communication comes from the interruptions or interferences in that transmission, whether the sender causes them or receiver. Communication becomes even more complex when you need to think about how best to communicate to all internal and external stakeholders.

Letter Of Introduction

To Dr.Sylvia Y.Schoemaker Rippel
Lincoln University,Oakland
CA 94612.

Dear Dr.Sylvia,

Hope You are doing well ! am Rajiv Williams a student of your class BA 370 and this letter is stating a little information about myself which I thought would be useful to you in order establish further communication through out the time of this course at an inter as well as an intrapersonal level.

To start with I am From India with a Bachelor's Degree in Commerce and pursuing a Masters Degree In Lincoln University with International Business as the concentration and also I wish to do a Dual Major In Financial Management and International Banking as well.I would state myself to be a highly focused individual with an immense amount of determination amalgamated with hard work and motivation.
I am an Indian Born roman Catholic hence the name williams as you must have been pondering ever since the start of this letter.

I am a very jovial,friendly and trust worthy person so much to say about myself,on a serious note,I believe in having intellectual friends and I 
Culturally I come from a very broad minded family and hence  america wasn't much of  a culture shock to me as many others would have faced as I am the only child to my parents I was given a lot of freedom and independence. I believe a great deal in Ethics and Morals which i carry as part of the indian culture .

My Dad is a Police officer in the Indian Police Service (Similar to the FBI in USA) and my Mom is an Established and Recognized beautician in the Indian Movie Industry (Bollywood as Hollywood In USA) and my family has had a strong economic and financial background as my parents are professionals for 25 yrs and over and I truly appreciate all that they have done for me and it is very difficult staying away from family, so I wish to attain my education and go back to India and work in an Business Environment in the Marketing sector for an organization that runs international and global operations to be specific in the retailing segment for a 3-4 years before I setup my own business of Subway Restaurants as I believe in this venture and I have been planning  on this for a very long time.

Hope all the above information provided is as per your expectations , i would sincerely request you to provide me a feedback to all that I have written and the style of writing .

Yours Sincerely
Thanks 
Rajiv C Williams