5.3Management of Teamwork 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 3 Management of Teamwork in International Business Negotiations 3.1 Three levels of a negotiating team As for the levels of a negotiating team, the first level refers to the chief negotiator, or the leader, who has a lot of authority as well as a lot of responsibility.Taking the leadership of the team, the chief negotiator shall plan, organize, lead and control the following negotiation.To be specific, his duties include the supervision of negotiating process, having a good command of the negotiation progress (进程), listening to the instructions and advice of professionals, coordinating the views of negotiating team members, deciding the important items of negotiations, signing an agreement on behalf of his organization and reporting the negotiation. 下一页 返回 Section 3 Management of Teamwork in International Business Negotiations The second level of a negotiating team refers to knowledgeable experts and professionals.Their roles are to clarify the willingness and conditions to carry out negotiations, understand their counterparts ’ intentions and conditions, find out each other’s differences, or gaps, make professi