Summaries, Group Mandy LNSMP

Summary:

N-Ch6 (Lin)
In this chapter, we focus on leverage in negotiation. All negotiators want leverage, they want to know what they can do to put pressure on the other party, persuade the other to see it their way, get the other to give them what they want, get one up on the other, or change the other’s mind. Also we discussed the nature of leverage in negotiation. By leverage, we mean the process of gaining or using various sources of power in order to obtain and use temporary advantage over the other negotiating party.


N-Ch7 (Nicolas & Sally)
In this chapter, we discussed the primary factors that negotiators consider when they decide whether particular tactics are deceptive and unethical. Much of what has been written on negotiating behavior has been strongly normative about ethics and has prescribed “should” and ‘should not”. This approach facilitates the understanding of how negotiators actual make decisions about when and where to sue specific tactics.


L-Ch9 (Mandy)
In this chapter, we explored how to establish leadership through strategic internal communication. We began the chapter by examining the strategic role of employee communication. Strategic and effective employee communication holds an organization together and allows it to function effectively and efficiently. The reason “why” is explained by using strategic employee communication model. The model consists of 7 components, they are strategic objectives, supportive management targeted messages, effective media/forums, well-positioned staff, on-going assessment and integrated processes. We then turned to discuss using visions and missions to strengthen internal communication. Effective internal communication requires leaders to ensure all important messages, such as missions, visions, and strategic objectives, are understood by all employees. Finally, the chapter concluded by exploring how to design an effective change communication program. In this section, we reviewed the 3 levels of changing communication effort, and 6 essential change communication steps. It is because to establish leadership through strategic internal communication successfully, an effective change communication program must be supported.


L-Ch10 (Pauline)
In this chapter, we examined how to lead through effective external relations. The chapter begins with an overview of how to develop an external relations strategy. In this portion, we used analytical framework for strategic communications explained the 6 steps to develop an external relations strategy. The chapter then shifts to discuss the best practices of companies valuing reputation. It is because corporate reputation greatly affects profitability and overall success. Next, the chapter moves to explain how to work with the news media. Working effectively with the news media requires establishing a positive relationship and always being prepared in interviews with them. This section pays particular attention to explain how to manage encounters with the news media. It includes preparing for the interview, performing during the interview and following up afterward. The chapter ends with explaining how to handle crisis communication. All companies should have a crisis communication plan and ensure all employees know what to do if a crisis occurs.