5.-7. anyag Flashcards
Patterns of human activity
Culture
Mental structure and patterns of behaviour
Cultural model (CM)
The study of personal space
Proxemics
PDI
Power distance index
IDV
Individualism vs collectivism
MAS
Masculinity vs femininity
UAI
Uncertainty avoidance index
LTO
Long-term vs Short-term orientation
Task-oriented, highly organised planners
Linear-active culture
Talkative, impulsive culture
Multi-active
listening culture
Reactive
Widely held, simplified and essentialist belief about a specific group
Deeply embedded within social institutions and wider culture
Stereotype
Flexible, inward
Valued cohesion, participation, communication, personal space like family, mentoring, nurturing, tight networks
Clan
Flexible, outward
Dynamic, entrepreneurial, people take risks, values innovation, adaptability, growth, cutting edge services or products
Adhocracy
Stable, inward
Favours structure and control, coordination and efficiency, stability is important, timeliness, smooth processes
Hierarchy
Stable, outward
Results-oriented, getting the job done, valued competition and achievement, customer-driven
Market
A method by which people settle differences
A process by which compromise or agreement is reached while avoiding argument
Negotiation
Both sides feel they have gained something positive through the process of negotiation and both sides feel their point of view has been taken into consideration
Win-win outcome
Zero-sum or win-lose negotiation
A bargaining approach in which one person succeeds only if another person loses
Two parties one issue
Distributive negotiation
Win-win or collaborative negotiation
A bargaining approach where negotiating parties attempt to reach a mutually beneficial solution
Two parties multiple issues
Integrative negotiation
ZONE
Zone of negotiation
ZOPA
Zone of possible agreement
BATNA
Best alternative to a negotiated agreement
Multiple parties one issue
Auction
Multiple parties multiple issues
Coalition
One negotiator is antagonistic while the other is more reasonable, working together to make you lose control.
This technique is often used to manipulate the other party’s emotions.
Good cop - bad cop
Opening with an extremely bad offer to surprise the other party.
This tactic aims to set a low starting point for negotiations.
Shock opener
Arguing that an issue is non-negotiable, often backed by questions or dream offers that suggest nothing is.
This strategy is used to assert control over certain topics in negotiations.
Strictly off limits
Getting agreement on each point one at a time, preventing renegotiation of any issue.
This method breaks down the negotiation into smaller, manageable parts.
Slice the salami
A request made just before finalizing the deal, hoping the other party won’t want to lose the deal.
This tactic creates urgency and pressure to agree quickly.
Last minute demand
Referring to a superior who has withdrawn a concession, requiring a restart of negotiations with the boss.
This can shift the dynamics and power in the negotiation process.
Message from god
Claiming that the offer is extraordinary and that your boss will be angry if you don’t take it.
This tactic creates a sense of urgency and fear of missing out.
Once in a lifetime
Pretending to misunderstand the other party to gain an advantage.
This tactic can be used to manipulate responses or create confusion.
Excuse my English
Applying time pressure by stating the negotiation is over if the offer is not accepted immediately.
This is often a bluff to force a quick decision.
Take it or leave it
Unassertive and uncooperative, does not deal with the conflict, diplomatically sidestepping an issue, postponing an issue until a better time, withdrawing from a threatening situation.
Avoiding
Unassertive and cooperative, neglects his own concerns to satisfy the concerns of the other person, self-sacrifice, selfless generosity or charity, obeying another person’s order when you would prefer not to.
Soft negotiator.
Accommodating
Assertive and uncooperative, pursues his own concerns at the other person’s expense, a power-oriented mode defending a position which you believe is correct, or simply trying to win.
Hard negotiator.
Competing
Moderate in both assertiveness and cooperativeness, to find a mutually acceptable solution that partially satisfies both parties, gives up more than competing but less than accommodating, splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.
Compromising
Assertive and cooperative, aiming to find a solution that satisfies both parties.
Involves exploring the disagreement to learn from each other’s insights or trying to find a creative solution to an interpersonal problem
Collaborating
Foreign entity buys a stake in companies in another country
Foreign direct investment (FDI)
Increasing market share, taking advantage of economies of scale
M&As, takeovers
Multinationals may offshore operations to another country where and/or taxes are low
Tax havens
Delegating operations to another contractor / company not necessarily in another country
Outsourcing
Economic development conducted without threatening future generations to meet their needs
Sustainable development
Sustainability
SDGs
To produce particular goods more efficiently than some other countries
Comparative advantage
Produce goods more efficiently than than any other country
Absolute advantage
Imports and exports without any government restrictions
Free trade
Restriction of trade by trade barriers
Protectionism
Tax charged on imports
Tarrifs
Quantitative restrictions of goods that can be imported
Quotas
Financial support by the government mostly to infant industries to keep prices low
Subsidies
Rules, regulations, standards to reduce imports
Administrative controls, barriers
Money flowing in and out of a country
Balance of payments (BoP)
If inflow exceeds outflow
In surplus
If outflow exceeds inflow
In deficit
Total value of a country‘s visible exports and imports
Balance of trade
Total value of a countries visible and invisible trade
Current account balance
