CMG302 SLP 1

Trident University International **We aren't endorsed by this school
CMG 302
Oct 27, 2023
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1 SLP 1: Human Elements in Negotiations Gerald Lorance Contract Management, Trident University International CMG302: Negotiation Pricing and Conflict Resolution Dr. Moutaz Abou-Robieh 24 September 2023
Human Elements in Negotiations Before negotiations can occur there are areas of concer which need to be addressed, as they will affect the outcomes for not only the issue at hand but, could be detrimental in future relationships with the parties involved. The human element in negotiations revolve around emotional intelligence and situational awareness. The abilities to control emotions is often correlated to a person's intelligence level, as well as their abilities to enhance performance and effectiveness in the workplace (Cot, 2017). Emotional Intelligence Key Tenents Emotional intelligence is measured by how well an individual recognizes self-awareness, manages their motivation, understands empathy, utilizes self-regulation, and builds rapport through social skills (Kim et al, 2014). It takes practice and patience to even come close to mastering emotional intelligence, as one may appear calm on the exterior in times of crisis but, may be harnassing a whirlwind of emotions internally. Being able to display emotional intelligence often leads negotiations into a positive outcome for both parties involved. Awareness in Negotiations Getting the best deal for the organization is important, which means an individual will be more capable of achieving success if their emotions are maintained (Tracy, 2013). Likewise, an individual will be less capable of negotiating their deal when emotions are running high. An individual must maintain that they must make concessions in negotiating, it is a game of give and take so that both parties feel like they didn't lose. Confidence is key. Individuals with high self-
efficacy are more likely to succeed, whereas those with low self-efficacy anticipate failure (Stulmacher & Adair, 2014). The Negotiation Scheduling an informal conference with the OSHA area director would be a good start in identifying the specific violations, standards, and methods to make corrections (Busick, 2012). The negotiations for a reduction in assessed penalties should start out on a positive note, outlining the successes and awards achieved thus far. It is important for the employer to have all the facts present for the hearing, outlining protocol and safety precautions which are currently being practiced at the job site. Safety is the number one priority aside from profit, so safety should be shown as a priority in avoiding any repeat violations in the future. It may be brought to the attention of the OSHA area director that some citations may be erroneous while others may be reduced in seriousness, leading to a further conclusion that the employer demonstrates good faith in the development and practicing of a meaningful safety program (Sand, 1994). Summary Higher levels of emotional intelligence is associated with being skillful at problem solving, communication, building rapport, and avoiding conflict. Outwardly displaying a positive attitude and calm demeanor can difuse hostile situations, making negotiations move in a positive direction to achieve a win-win outcome. Emotional intelligence is critical in developing negotiation skills, as it can be useful in promoting greater trust and establishing long term business partnertships (Kim et al, 2014).
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