Negotiating Skills

2941 Words Jul 17th, 2014 12 Pages
NEGOTIATING SKILLS

CASE STUDY TOPIC:
MANAGING INDUSTRIAL UNREST: A CARIBBEAN CONUNDRUM

By

David A. Matthery

Table of Contents
Executive Summary 3
Identification and examination of angle being used 4
Case Analysis (Application of negotiating skills concepts) 5
Conclusion 10
Bibliography 12

Executive Summary
The organisation structure determines the manner and extent to which roles, power and responsibilities are delegated, controlled and coordinated, and how information flows between levels of
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Identification and examination of angle being used
Cultural Implications
This case study is being analysed from the angle of “Cultural Implications”. “Culture determines the “meaning system” of a social environment”. (Lewicki) It often shapes what kinds of power are seen as legitimate and illegitimate or how people influence and react to influence. Culture often translates into deeply embedded structural inequalities in both organisations and society at large. (Lewicki)
Organisational culture is the behaviour of humans who are part of an organisation and the meanings that the people attach to their actions. Culture includes the organisation values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviours and assumptions that are taught to new organisational members as a way of perceiving, and even thinking and feeling. Organisational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Inside organisations power inequality of the "boss-subordinates relationships" is functional and reflects inequality according to Hofstede. (1980) Power can be located within the individuals and their relationships; it is also based in the context, situation or environment
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