Managing the Process of Negotiation
A model of the negotiation process in the industrial relations context is presented which indicates specific negotiating behaviours. It is argued that there are five phases of activity which negotiations move through and three deadlocks that might emerge. These are described, but the point is made that there is nothing in the dynamics of the negotiation process which guarantees that the parties will parallel their movement through the phases, and that the parties have to co‐ordinate their activities to move through to a settlement.
Negotiate Better Deals
Serious negotiation begins when two parties are prepared to make an exchange for mutual advantage. Company A has something to offer Company B which Company B values more than Company A. Likewise, Company B has something to offer Company A which Company A values more than Company B. Reciprocation is possible. A successful negotiation can lead to the improvement in the conditions of both parties. There are usually five phases in any negotiation.
Situational determinants of leadership structure
Leadership has long been a topic of considerable interest in the social sciences. Nearly every aspect of leadership has been the subject of some degree of study. The present paper is concerned with some of the situational factors which determine the form of leadership which will arise and be accepted in a group. Two basic questions will be considered: 1. Under what conditions will there be pressure toward centralized authoritarian leadership? 2. Under what conditions is a more participative democratic form of leadership likely to arise? While this is certainly not a new topic, this paper attempts to develop a somewhat more systematic approach than has ordinarily been undertaken toward this subject. I feel that the "model" developed in this paper provides a framework or structure for further experimentation and theoretical development that has perhaps previously been lacking. My initial interest in making such a study was stimulated by observations made last summer in Indonesia and Burma of a strong desire, particularly among certain high government officials, for centralized control. I observed this same trend beginning to develop in Malaya. Recent releases from Ghana suggest that this situation is not confined to Asia. Particularly in Indonesia, which is the situation most familiar to me, there was an eadership has long been a topic of conoriginal attempt at developing a free society and a free enterprise economy. In each of the countries mentioned there was no revo-