管理溝通全集5談判-展示頁(yè)
2025-01-20 14:47本頁(yè)面
【正文】 益 ★ 背景 講理，但不屈服于壓力 對(duì)對(duì)手溫和，但對(duì)談判主題采取 強(qiáng)硬態(tài)度 追求的目標(biāo)：在顧及效率及人際關(guān)系之下達(dá)成需要 的 滿足 以自身受益作為達(dá)成協(xié)議 的 條件 對(duì)談判對(duì)手 施加 壓力 對(duì)談判對(duì)手及談判主題均采取強(qiáng)硬態(tài)度 追求的目標(biāo)：獲 得 談判 的 勝利 Part 5 NEGOTIATING Negotiating means taking action in order to achieve a situation acceptable to both parties. A negotiation is a meeting between two parties, and the objective is to reach an agreement over issues which: are important in both parties’ views may involve conflict between the parties need both parties to work together to achieve their objective ★ 管理者的世界是張談判桌 ★ 談判動(dòng)力：需要和需要的滿足 談判的要素和種類 談判策略 談判技巧 第一節(jié) 談判的要素和種類 一、談判活動(dòng)的基本要素 ■ 談判主體 (參與談判的當(dāng)事人 ) ■ 談判客體 (談判的議題及內(nèi)容 ) ■ 談判目的 ■ 談判結(jié)果 CHECKLIST: Negotiating Objectives What are our objectives? What outes do we want? Are our objectives specific, timed, and measurable? Do we have a fallback position? If we were in their shoes, what would our position be? Do we know their objectives? If not, how can we find out? What demands are they likely to make? What concessions are we likely to have to give? Do they know our objectives? Our fallback position? How much room for manoeuvre is there between our two positions? How strongly are we mitted to our objectives as a negotiating team? As representatives, how strongly are our constituents behind us? What is the best oute we can realistically hope for? The worst we would be prepared to settle for? 二、談判的種類 ■ 對(duì)抗性談判 (“零和 ” 談判，競(jìng)爭(zhēng)性談判 ) ■ 合作性談判 (“雙贏 ” 談判 ) 表 5． 1 對(duì)抗性談判與合作性談判比較 對(duì)抗性談判 合作性談判 預(yù)期的目標(biāo) 短期，雙方目標(biāo)不相協(xié)調(diào)都在競(jìng)?cè)⊙巯碌膶?shí)利，無(wú)視長(zhǎng)期關(guān)系的發(fā)展 長(zhǎng)期，同時(shí)強(qiáng)調(diào)眼下實(shí)利和長(zhǎng)期合作關(guān)系 對(duì)對(duì)方的觀感 不信任，懷疑，相互提防 開(kāi)誠(chéng)布公，傾向于相信對(duì)方 談判的導(dǎo)向 強(qiáng)調(diào)己方的要求和談判的實(shí)力地位，無(wú)視對(duì)方的關(guān)系，甚至利用這種關(guān)系達(dá)到眼前的
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