ASPECTS OF TOTAL QUALITY MANAGEMENT APPLIED IN ...

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Annals of the University “Constantin Brâncuşi”of Tg-Jiu, No. 1/2008, Volume 2, ISSN: 1842-4856 international negotiation that impact the negotiation and therefore can significantly influence the outcome either positively or negatively. 1. Basic Conception of Negotiation Process There are two opposing approaches to the concept of negotiations: strategic and synergistic. In the strategic model, resources are perceived as limited. The sides are competitive and bargaining is perceived as who will get the larger portion of the pie. In the synergistic model, resources are unlimited. Each party wants to cooperate so that all can have what they want. Counterparts look for alternative ways to obtain the desired results. 2. Negotiator Selection Criteria These criteria include negotiating experience, seniority, political affiliation, gender, ethnic ties, kinship, technical knowledge and personal attributes. Each culture has preferences and biases regarding selection. 3. Significance of Type of Issue Defining the issues of a negotiation is critical. Generally substantive issues focus on control and use of resources (space, power, property).Relationship-based issues center around the ongoing nature of mutual and reciprocal interests. The negotiation should not hinder relationship and future negotiations. 4. Concern with Protocol Protocol is the accepted practices of social behavior and interaction. Rules of protocol can be formal or informal. American are generally less formal than Germans. 5. Complexity of Language Complexity refers to the degree of reliance on nonverbal cues to convey and interpret intentions and information in dialogue. These cues include distance, eye contact, gestures and silence. There is high-context and low-context communication. Cultures that are high context in communication (China) are fast and efficient communicators and information is in the physical context or preprogrammed in the person. Low-context communication , in contrast, is information conveyed by the words without shared meaning implied. The United States is a low/context culture. 6. Nature of Persuasive Arguments One way or another, negotiations involves attempts to influence the other party. Counterparts can use an emotional or logical approach. 7. Role of Individuals’ Aspiration The emphasis negotiators place on their individual goals and need for recognition may also vary. In some cases, the position of a negotiator may reflect personal goals to a greater extent than corporate goals. In contrast, a negotiator may want to prove he or she is a hard bargainer and compromise the goals of the corporation. 8. Bases of Trust Every negotiator at some point must face the critical issue of trust. One must eventually trust one’s counterparts otherwise resolution would be impossible. Trust can be based on the written laws of a particular country or it can be based on friendship and mutual respect and esteem. 9. Risk-Taking Propensity Negotiators can be perceived as either ”cautious” (low risk takers) or “adventurous”( high risk takers). If a negotiator selects a solution that has lower rewards but higher probability of success , he is not a risk taker. If the negotiator chooses higher rewards but a lower probability of success, than he is a “adventurous” or a risk taker. 10. Value of time Each culture has a different way of perceiving and acting upon time. Monochronic cultures emphasize making agendas, being on time for the appointments and generally seeing time as a quantity to be scheduled. Polychronic cultures stress the involvement of people rather than preset schedules. The future cannot be firm so planning takes on little consequence. 11. Decision-Making System 340
Annals of the University “Constantin Brâncuşi”of Tg-Jiu, No. 1/2008, Volume 2, ISSN: 1842-4856 Broadly understood, decision-making systems can be “authoritative” or “consensual”. In authoritative decision-making, an individual makes the decision without consulting with his or her superiors. However, senior executives may overturn the decision. In consensus decision-making, negotiators do not have the authority to make decisions unless they consult their superiors. 12. Form of Satisfactory Agreement Generally, there are two broad forms of agreement. One is written contract that covers possible contingencies. The other is broad oral agreement that binds the negotiating parties through the quality of their relationship. With these variables in mind, the international negotiator is able to develop a profile of his negotiating counterpart. Bibliography 1. Stoica,M.C.- Comunicarea şi negocierea în afaceri internaţionale, Tehnopress,Iaşi, 2006. 2. Harris,P.R.,Moran,R.T.- Managing Cultural Differences,fifth edition,Gulf Professional Publishing,1999. 3. Fisher,G., International Negotiation: A Cross-Cultural Perspective,Chicago, Intercultural Press,1980. 4. Weiss,S., Stripp,W.- Negotiating with Foreign Business Persons: An Introductory for Americans with Propositions on Six Cultures, New York, Faculty of Business Administration,1985. 341
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