Reference no: EM133213196

Introduction to trading technique

1. What factors, which may not be obvious, can affect a human resource manager's performance as a negotiator?

2. Offer a definition of the concept of "negotiation" within the context of conflict mediation.

3.Mention the components of negotiation performance.

4.Describe, using an example

Reference

KNOW NEGOTIATE

One of the tasks of a Human Resources professional is knowing how to negotiate with workers, unions, employers, Administration, etc. Furthermore, throughout our lives there are always things to negotiate, things to discuss, positions to defend, things we want and people who want others; To be a great negotiator you must have:

ASSERTIVE BEHAVIOR: With assertive behavior we refer to that ability that the negotiator has by having an open mind, being able to place himself in the position of the opponent; you can only communicate with someone you understand. Try to objectively understand the point of view of the opposing party.

ACTIVE LISTENING: The ability of active listening is possessed by the negotiator who masters communication and listening techniques. It is essential to know how to listen: actively, creatively, understandingly. Allow the other party to finish their sentence. You should not judge or give advice.

ASK: The art of questioning is widely used, you have to ask at all times to obtain as much information as possible, also, asking is used to solve problems that arise in the negotiation. It is advisable that closed questions are not used at the beginning of the negotiation (they force an answer, Yes or No), since the other party may feel pressured.

In no case can you successfully negotiate without developing a plan of action, a strategy or a tactic. There are many tactics or negotiation strategies, these are just an example:

The «sausage» tactic is ultimately nothing more than obtaining concessions gradually, consisting of not asking for the totality of what is intended at the outset, which could scare the other party, but for a small portion, a simple «slice», to , when it has been achieved, continue asking for another one, and then another, and so on.

For example: do not request at the same time, in a collective bargaining, salary increases, vacations, reduction of working hours, but one thing at a time.

The Great Wall is about being unyielding and not giving in. Basically it is characterized by wearing down the opponent indicating that there is no other possible alternative to the one we propose. It must be used with caution and evaluating the power of the opponent very well.

The "all that glitters is not gold" tactic consists of ensnaring the other party with a very attractive offer but one that progressively becomes less suggestive. For example, many banks use this tactic in their advertisements for super accounts, they offer high interest rates that are not so much if we take into account the commissions, expenses... In any case, the desire to open a super account has already been generated in you.

The ultimatum tactic should never be used early in the negotiation. It should only be used when there are indications that the other party is willing to give in. It is a frontal pressure tactic. Be careful not to break the negotiation into a deadlock unless you have new alternatives to get the negotiation back on track.

In the absence tactic, at a certain point in the negotiation, one of the parties discovers that the person who has to give the approval is absent and nobody knows how to contact him.

The "Excuse me, can you repeat it" tactic allows us to have advantages when negotiating based on our poor ability to interpret the other party's words.

This allows, for example, repeating difficult questions, gaining time to reflect and find good answers, to go back on certain commitments with a "sorry I didn't understand it well" or "that's not what I meant".

The Mafia tactic occurs when one person subjects another to some kind of manipulation based on inconvenience to their state of personal satisfaction.

Thus, when the other person is placed in an uncomfortable chair, or lower than one's own, or with the light in front of their face? It is about getting some kind of advantage based not on arguments or dialectical skills but on arguments or physical or emotional discomfort.

The "anger" tactic is often an effective way of signaling to the opponent that we have reached the limit of our concessions. Almost always it is about showing anger, but controlled, of course, to try to get some advantage in the deal