5.2Management of Negotiators in International Business Negotiations（课件）-《国际商务英语》同步教学（北京理工大学出版社）

Chapter Five Management of International Business Negotiations Section 1 Brief Introduction to Management Section 2 Management of Negotiators in International Business Negotiations Section 3 Management of Teamwork in International Business Negotiations Section 4 Management of Agenda and Communication Forms in International Business Negotiations 下一页 返回 1 Chapter Five Management of International Business Negotiations Section 5 Management of Time and Place in International Business Negotiations Section 6 Management of Atmosphere in International Business Negotiations Section 7 Management of Risks in International Business Negotiations 上一页 下一页 返回 2 Chapter Five Management of International Business Negotiations Section 8 Simulation of International Business Negotiations Section 9 Case Study: The Conclusion of the Price of the Chairs for Airport 上一页 返回 Section 2 Management of Negotiators in International Business Negotiations 2.1 Selection of international business negotiators From the data on developing a negotiator’s profile by Shi Xinping and Wright.C.Philip (2000), we could find that a framework consists of eight potential characteristics that describe a negotiator’s profile: (1) interpersonal competency; (2) cognitive capability; (3) team commitment; (4) individual motivation in negotiations; (5) open-mindedness; 下一页 返回 Section 2 Management of Negotiators in International Business Negotiations (6) adaptive orientation; (7) ideological issues; and (8) perceptions of environmental influence. The eight characteristics here may help the negotiating parties to select and train qualified international business negotiators.Let’s have a look at them briefly. 2.1.1 nterpersonal competency Interpersonal competency refers to the ability to deal with the social relationships between people and it is the basic quality for negotiators to own and the more the negotiators have the skills to deal with interpersonal relationships, the better the negotiation results might be to a l