How Meaningful Is The Concept Of International Human Resource Management Business Essay - Free Essay Example

Sample details Pages: 9 Words: 2659 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? In todays world, it has become an intense requirement for us to manage the human resource when taken in a global context. A lot of companies all around the world have started climbing the ladder of success by efficiently managing the human resource. As national markets have chained up together to form one large global market, it has thus made managing human resource more crucial and unpredictable because of the uncertainties when it is taken in a global context. Don’t waste time! Our writers will create an original "How Meaningful Is The Concept Of International Human Resource Management Business Essay" essay for you Create order A its impact, the human resource management has been categorized into general HRM, Comparative HRM, Strategic HRM and Comparative HRM (Schuler, 2000), which has been discussed further down. Human Resource Management The three different types of HRM are mainly derived from the general HRM, which forms the basic functional unit of any developing organisation, which needs a special attention in this section of the study. HRM enables every person of the organisation to carry out a task that matches his/her job profile thus manages time as well.HRM needs expertise to manage the people and time in the most efficient way which would have a positive impact on the function of the organisation. HRM should be updated not only for the improvement of the organisation, but for the development of the future perspective as well.HRM, thus continuously involves itself in the development of tasks which are essentially needed for the proper function of an organisation. A number of continuous improvement tools like Kaizen, 5S, TQM etc are available which should be implemented in the organisation to improve its function and performance at a very higher level. Thus, the work of HRM mainly includes managing and devel oping those features of the organisation for example, its people and its practices, which the organisation can stress on considering it to be its skill helpful in making its stand in the global market. They also help the organisation to focus on factors such as its competition in the market, the arriving technologies, the way it could structure the business to better suit the environment and its legal implications which would help the business to know where it stands and to improve the ways it could prolong its sustenance in the market. Personnel versus HRM HRM which was earlier restricted only to a domestic focus has now shifted to a wider global focus. In the context of an organisation, HRM, which used to have an impact on the operation, has now started having a strong impact on the strategic issues of the organisation. HRM department which was only restricted to recruiting people has now grown closely connected to the operation department of the organisation. They in addition to recruitment have started working in a close contact with the managers and the customers of the firm. Thus the HRM has climbed from a domestic issue to a more global issue, and so have their goals. The role of the personnel management is restricted to attracting people to the organisation, whereas, the HRM deals with making the workforce competitive and obliges itself to the profitability of the organisation as well. (Schuler, 2000). Earlier the real concern was given only to the development and improvement of human resource products and services when com pared to understanding how it might imply on the strategy of the business. Consequently, human resource expertise has become more generalists (Schuler, 2000). HRM operates at both individual and department level. At individual level, it concentrates on making individuals multi-skilled, on contrast to which, at the department level, it tries to work with a group of skilful expertise to serve the customer needs. As seen, the personnel management thrives on practices that focus on an individual level, whereas the HRM focuses on teams when compared to individuals. Figure 1 provides a clear distinction between the personnel Management and Human Resource Management. Fig 1. Comparison between personnel and Human Resource management (Schuler, 2000) Comparative HRM As the world today runs on a intense battlefield, business practitioners have started paying due considerations to the factors that would affect and influence an organisations ability to get adapted to the socio- economic changes that it is subjected to. For instance, various success stories have started surfacing about the economic performance of organisations because of its contribution towards forming a flexible labour market. (Budhwar and Debrah, 2001). Developing countries have started restructuring their labour markets to increase recruitment and productivity. However, there had been a lot of variations in the comparative HRM, because of the difficulties in the methods adopted for carrying out the comparative researches which yield and develop theories. (Schuler, 2000). There has been an alternate view as well. The idea of comparing the human resource management of various countries has not come along so well. Though there has been an extensive study of HRM, neither the re had not been any good comparative studies of the HRM practices between two different countries, nor there any study of HRM in relationship to the business strategies and its impact on developing competitive skills. Though there has been an extensive study of HRM, neither there had not been any good comparative studies of the HRM practices between two different countries, nor there any study to examine the relationship of HRM to the business strategies and its impact on developing competitive skills. Thus a lot of attentions need to be focussed on the practices of the HRM when it comes to a global context (Brewster, 1999). Every organisation adapts itself to the national culture it is subjected to, however, when firms move globally or in other words, globalise, there becomes an intense need to shift their HRM practices that would suit the culture of that particular nation they exist in. This is the positive challenge faced by the organisations all around the globe. The more the firm tries to globalise, the more intense it has the impact of the culture, which is represented by its workforce. (Brewster and Harris, 1999). As an organisation moves from a domestic level to a more globalise level, it starts confronting different cultures which has said earlier represented by its work force. Thus it becomes difficult to do business because of the practical issues related to the cultural implications. This might create a lot of dilemma. For instance, which religious holiday must the organisation regard which further depends upon the workforce employed. Also, the organisation might have problem in accepting a particular standard language as the workforce would be multi-linguistic. Similarly, many other legal and political aspects needs to be noticed while taking the comparative HRM into consideration. (Brewster and Harris, 1999). Strategic HRM Strategic HRM, which is largely based upon the business strategies, concerns the following: (a) HRM has become a inseparable constituent of the organisations as it decides over the strategy taken up by the firm. (b) HR policies are practiced consistently across all the levels of hierarchy in the organisation and (c) HR practices have become so essential component of success that line managers and employees have retained it at all levels in the organisation in the day -to -day life. These points explain that the strategic HRM gets itself involved from the top to the bottom order of the organisation. These ideas also state that: it joints, it integrates, and it connects across all levels in organizations (Jackson and Schuler, 2000). Its main purpose is to form a proper balance between the human resource and the strategy of the organisation, and decides over how the human resource of the firm could be efficiently used to attain all the required strategies of the firm. The main compone nts of SHRM are illustrated in Fig. 2. Fig. 2. Main components of Strategic HRM (Jackson and Schuler, 2000) Generally, firms are required to define, obtain and retain the business strategies during agitations and these requirements mainly decide over the overall growth, flexibility and the profit margin of the organisation. Various factors such as the economic state and the culture to which the business is subjected may decide over the requirement of the firm and would influence it to establish its business strategies. Human resource managers have repeatedly been working on combining the HRM activities with the strategic activities, so that they could state what the requirement is in establishing the business strategies. Not only in the agitations, but also in the non-commotion times, there have been distinct linkages found between HRM and Strategic HRM. These linkages are favoured by the organisation, which helps in implementing these strategies. (Jackson and Schuler, 2000). To initiate a particular act, the business has to convert itself into a state of action, which further decides upon its strategic business goals (Schuler 2000). To attain these strategic goals, the business relies on the fact that the statement conveys a more specific action element, starting with an influence on a variety of human resource activities.(Schuler, 2000). International HRM The world has been undergoing constant changes every single day. No matter what the size of the market is or no matter how intense the market is, an organisation has to take risks in globalising itself to taste the fruit of success. And also, the success of many products and services depend upon the location and taste. However, many multinational enterprises still have hurdles thriving upon a diverse environment. The MNEs as their name suggests, are globally competitive and are managed nationally like they were one large market with distinctly separate and similar market and internationally as one large market. (Brewster and Harris, 1999). Though these trends provide a lot of opportunities, they had put a lot of challenge at the front as well about how the MNEs can compete efficiently and attain success. Having understood the scenario clearly, it becomes the job of the international HRM to management the firm locally and internationally as well. The ability to withstand in an un known global market and operating with a multinational workforce marks the main difference between the domestic and international HRM. (Brewster and Harris, 1999). 5.1 Approaches to International HRM There are three main approaches that distinctly mark the international HRM from the others. Work in this field signified a cross-cultural management approach and examined human behaviour within firms to form an global perspective (Adler, 1997). The second approach involved itself from the close relationship between the HRM and the industries and provides a comparison and analysis of the HRM practices in various countries (Brewster and Hegewisch, 1994). Finally, the third approach provides its complete focus on the different aspects and ideas of HRM in organisations operating in global markets. (Dowling, Welch and Schuler, 1999). Thus, these approaches help us to find what the implications of the HRM practices are, when the firm is internationalised or globalised. Each of the given three approaches function with a different view towards the international HRM. 5.2 Defining International HRM from the perspective of a MNEs: Before stepping up with the international HRM, one should make oneself clear with the definition of the general HRM, which refers to those policies or practices undertaken by any organisation to consider and manage human as its resource in the most efficient way. There are a wide range of activities that the HRM might include, mainly, Human resource planning, staffing, performance management, training and development, compensation and benefits and labour relations. (Dowling, Welch and Schuler, 1999). Initially, what is required here is to analyse which of the above mentioned practices mainly is affected and changes when HRM is internationalised. This question could be easily answered by analysing the model which was first presented by Morgan (1986) and was provided with three different aspects. (a) According to his model, the three basic practices or activities of the human resource mainly include possession of the resources, allocating resources and using the resources and the above mentioned six activities are just the expansion of these basic activities. (b) When the business is internationalised, the nations that are involved in the activities are categorised as the host country which locates a subsidiary, the home country that accommodates the prime head quarter of the operation and the rest of the countries that are utilised for obtaining finance and for profitability. (c) As we have already seen. Something that makes an internationalised firm distinct from a domestic firm is its multinational workforce. The employees of the workforce can be categorised as Host country nationals, the ones belonging to the nation where the subsidiary is located, Parent country nationals, the ones belonging to the country which accommodates the head quarters and Third country nationals, the employees from the rest of the countries (Morgan, 1986). . For example, lets take the strategy followed by one of the most powerful and successful multinational organisation named IBM (International Business Machine).When it has its operations based in Australia, for instance, which becomes its home country. It employs the Australians as its home country nationals and sends its American and for instance Indian employees who are the parent country nationals and other country nationals respectively on projects or similar works outside. Thus keeping a proper balance. Morgan (1986) states International HRM as the interactivity between three main activities namely the practices of the human resource, the type of the employees involved and the country in which the operations of the firm are undertaken. It is further noticed that the basic activities of the domestic and international HRM are all one the same. For instance, both involve activities such as HR planning and staffing (Morgan 1986), however, what differentiates both is the workforce . The domestic HRM involves employees only from the country its operations are based. Thus, the variation between domestic HRM and international HRM is seen only in the workforce employed (belonging to different nationalities), not in the human resource policies are practices undertaken, which sort of remains similar. Though we speak about the success stories of multinational organisations, there are still a lot of companies that have neglected the complexities involved in the internationalising the operations, which may be evident from the examples of a number of firms which have tasted failure as a result of poor human resource management. Not to be surprised, today the domestic HRM has started adopting the features of international HRM as it has started employing people from different nationalities even within a countrys boundary. Thus the gap between the domestic and international HRM has narrowed down because of the increased focus given by the domestic organisations on t he management of issues raised due to employee diversification, thus bringing them a step closer to the practice of the international HRM. Though diversities may arise in organisations within a single nation, it necessarily doesnt happen the same way in the case the firm moves global. The Scenarios might be similar, but not exact. 5.3 Strategic international human resource management SIHRM is stated as the policies and practices of the human resource management which are extracted from the strategic activities of an international firm which further determine and have an impact on the functions and objective of the organisation (Schuler et al., 1993). As there is a lot of consistency between the strategic activities of domestic and international HRM, a lot of factors have been discussed in literatures in the field of International management and business and international HRM (Dowling et al., 1999). These factors and their linkages have been discussed in the figure 3. Fig. 3. Factors in SIHRM (Schuler, 2000) Conclusions HRM, which was traditionally pertained only to activities related to recruiting people has now moved into a diverse field which is more significant and decides over the strategic activity of the firm. Not only the human resource managers, but also, the line managers have started getting themselves involved in HRM, making it an inseparable part of the organisation. As it has become a key success factor, everyone in the firm has started making a considerable contribution to its practices of managing diversity of people. As discussed earlier, the HRM has not only become intense in international grounds, but in domestic grounds as well. The discussed four different types of the HRM shows that the HRM activities and the management activities must go hand on hand to obtain the strategic objectivity of the firm.

Economic Issues Between the North and South Causing the...

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Effective Communication and Health Literacy for Orientation

Question: Discuss about theEffective Communication and Health Literacy for Orientation. Answer: Topic: The importance of effective communication and health literacy in a culturally safe healthcare environment Target audience: An orientation session for new staff in the workplace. Type of interaction with the audience: During the presentation, both verbal and non-verbal cues will be used. Specifically, tonal variation and body language will be used. In the course of the presentation, the audience will be allowed to ask questions and offer contributions where necessary. In addition, examples will be used to ensure the audience understands the concepts that will be presented. The audience will also be asked to answer certain questions to make the presentation more interactive. The presentation will use existing literature and health models to enhance the understanding of the concepts. The REDE model will be used to illustrate the elements of effective communication. Further, the cultural practice program for the Aboriginal and Torres Strait Islander will be used to discuss the importance of effective communication in a culturally safe environment. Nutbeam model of health literacy will be illustrated in the presentation and importance of health literacy in the culturally safe environment will be discussed. Effective communication is the process of sharing thoughts, information and feeling among individuals through speech, writing or body language. The presentation highlights the main elements of effective communication. Effective communication assists vulnerable patients to understand and make appropriate decisions about their treatment and care (Bramhall, 2014). Nevertheless, effective communication requires pertinent interpersonal skills, self-awareness, and awareness of others. In the past, communication has been viewed as a tool for healthcare providers alone. Patients and healthcare providers should understand and develop effective communication skills to facilitate and enhance the quality of healthcare. Further, the presentation discusses the barriers to effective communication in healthcare settings. Based on this view, patients, caregivers, and healthcare professionals should overcome the barriers to effective communication. For patients and carers, the barriers to effective co mmunication are the lack of privacy, being weak, difficulty explaining feelings and blockage of communication cues by healthcare providers (Neese, 2015). On the other hand, the blocks to effective communication for medical professionals are inadequate time, high workload, lack of support, emotion barriers and distress (Bramhall, 2014). The patients and nurses should always adhere to the principles of effective communication. Communication is perceived as a transaction as well as message creation. The process of communication should ensure patient satisfaction and protect the health professional (Frenkel Cohen, 2014). Both the nurse and patient should understand that communication is unidirectional meaning that any of these parties can initiate the communication process. The use of certain technical terms might block the communication process because the patient can misinterpret technical terms (Kourkouta Papathanasiou, 2014). The REDE model can be used to achieve effective communication in a healthcare setting. Primarily, the REDE model promotes relationship-centred communication to improve the quality of care. This model optimises personal connections is several stages of relationship including establishment, development, and engagement (Windover, Boissy, Rice, Gilligan, Velez, Merlino, 2014). The presentation discusses these elements of REDE model. Establishing a relationship This stage proposes the creation of an enabling and supportive environment where there are collaboration and trust. Healthcare professionals should focus on building an emotional bank with their patients and carers. Respect should be promoted in this phase because it is the first encounter. Healthcare professionals should set the design of care collaboratively even though it might be time-consuming. They should also introduce electronic health record to enhance patient care. Lastly, the provider should demonstrate empathy, which is the capacity to acknowledge and understand the situation of others (Windover, Boissy, Rice, Gilligan, Velez, Merlino, 2014). Developing the relationship After the initial step, the relationship continues evolving and growing. Healthcare professionals should attempt to know the patient and understand their critical signs in a biopsychosocial context. They should listen reflectively as the patient narrates their feelings and thoughts. In this case, the nurse should attempt to obtain the history of present illness (HPI). The importance of provider-patient communication has been extensively documented in the recent literature (Cheng, Bridges, Yiu, McGrath, 2015). Engaging the relationship The main elements of this stage are patient education and treatment. As the healthcare professional continues to offer treatment, they should also enhance the patients knowledge. Education aims to obtain consent, enhance patient self-efficacy, treatment adherence and self-care of chronic health conditions (Windover, Boissy, Rice, Gilligan, Velez, Merlino, 2014). The healthcare professional should share the diagnosis with the patient, involve the patient in designing a treatment plan, and dialogue throughout the process of delivering care. The presentation will further discuss the meaning of effective communication and its significance in healthcare. Effective communication in a culturally safe environment is very important. Recent studies have found that good communication improves patients emotional health as well as symptoms resolution (Leonard, 2017). In addition, effective communication enhances several physiological measures including like blood pressure and reduces reported pain. Effective communication increases the chances of developing a mutually positive and advantageous relationship between the healthcare provider and the patient. Additionally, effective communication increases the level of confidence and self-empowerment for the patient because they understand their diagnosis and treatment. In most instances, communication reduces the issues of misunderstanding and errors linked to diagnosis, treatment and medication administration. The cases of medication non-adherence can also be reduced through good com munication. Communication further improves the level of respect and reputation between the nurse and the patient (Cultural.org, 2012). Health literacy can be perceived as the capacity to access, comprehend, analyse and convey information as a way to enhance, sustain and promote health in various settings (Medibankhealth, 2018). The presentation discusses how health literacy is defined in Australia and its association with healthcare delivery. In Australia, health literacy is defined as the skills and knowledge needed to comprehend and apply information associated with health issues like disease prevention and management, drugs and alcohol, accident prevention, and first aid. Health literacy can also be viewed as the ability to understand and use health information to improve the delivery of healthcare and make suitable health decisions (Lambert, et al., 2014). Low level of health literacy often occurs in vulnerable communities and it is associated with socially disadvantaged populations. Poverty and low education attainment are important predictors of health literacy level. Traditionally, health literacy concentrate d on health care services and had a finite concentration on the capacity to address words and numbers in medical contexts. Over the last few years, the idea of health literacy has evolved significantly to include the aspects of reading and acting on written health information (Van den Broucke, 2014). Health literacy is an important determinant of public health and determines the outcomes of patients across different healthcare settings. Low health literacy is not only an issue of the minorities because it even exists in the majority populations. The presentation discusses the Nutbeam model of health literacy. The Nutbeams model of health literacy consists of three levels including functional literacy, interactive health literacy, and critical health literacy (Nutbeam, 2015). Functional literacy is the capacity to use common literacy skills to address issues associated with health such as reading medication labels. This kind of literacy is applied mainly in clinical settings where information is conveyed to patients. In case a patient has poor functional health literacy skills, they might be unable to read prescription and written materials. On the other hand, interactive literacy emphasizes the development of cognitive skills as well as the capacity to operate in social environments (Mitchell Begoray, 2014). Interactive literacy depends on a sturdy foundation of the first level, which is functional health literacy. At this level, patients develop the ability to analyze message effectively and interact with others in the env ironment. Critical literacy depends on the other level of health literacy including functional and interactive literacy. Individuals who are at this level of health literacy can facilitate community development. Besides, persons at this level of health literacy can analyse health problems, determine the challenges and benefits of each aspect. The presentation will highlight the benefits of health literacy. Health literacy is essential in a culturally safe environment due to various factors. Undeniably, low health literacy is linked to poor health knowledge, poor health status, high mortality, high rates of hospitalisation and high costs of care. Nutbeam model insinuates that health literacy can act as a strategy for empowerment. Based on the model, health literacy allows an individual to seek, access and analyse health information (Lowell, Schmitt, Ah Chin, Connors, 2014). Health literacy enhances the appropriate use of medication and subsequent outcomes. Patients with high health literacy can use medication appropriately, which improves the outcome of their symptoms (Fincham, 2013). Additionally, health literacy increases the involvement of patients in medical decision-making. High order competence is positively associated with greater involvement in making decisions about medications (Brabers, Rademakers, Groenewegen, van Dijk, de Jong, 2017). Health literacy is even important for patients diagnosed with chronic health conditions. Health literacy allows patents diagnosed with chronic health conditions to access information, and apply appropriate skills to manage their condition (Poureslami, Nimmon, Rootman, Fitzgerald, 2016). In a culturally safe environment, health literacy allows the nurses to apply promote health based on the culture. The healthcare providers can address the needs of consumers in culturally diverse populations. Furthermore, health literacy integrates with effective communication to ensure the needs of the health consumers are met effectively. Word count: Rationale 1500 Presentation 250 Total - 1750 References Brabers, A. E., Rademakers, J. J., Groenewegen, P. P., van Dijk, L., de Jong, J. D. (2017). What role does health literacy play in patients' involvement in medical decision-making? PloS one , 12 (3), e0173316. Bramhall, E. (2014). Effective communication skills in nursing practice. Nursing Standard , 29 (14), 53-59. Cheng, B. S., Bridges, S. M., Yiu, C., McGrath, C. (2015). A review of communication models and frameworks in a healthcare context. Dental update , 42 (2), 185-193. Cultural.org. (2012). Communicating effectively with Aboriginal and Torres Strait Islanderpeople. Retrieved 4 16, 2018, from https://www.cultura.org.au/sites/default/files/2017-02/Communicating%20effectively%20with%20Aboriginal%20and%20Torres%20Strait%20Islander%20people_1.pdf Fincham, J. E. (2013). The public health importance of improving health literacy. American journal of pharmaceutical education , 77 (3), 41. Frenkel, M., Cohen, L. (2014). Effective Communication About the Use of Complementary and Integrative Medicine in Cancer Care. J Altern Complement Med , 20 (1), 12-18. Kourkouta, L., Papathanasiou, I. V. (2014). Communication in nursing practice. Materia socio-medica , 26 (1), 65-67. Lambert, M., Luke, J., Downey, B., Crengle, S., Kelaher, M., Reid, S., et al. (2014). Health literacy: health professionals understandings and their perceptions of barriers that Indigenous patients encounter. BMC health services research , 14 (1), 614. Leonard, P. (2017). Exploring ways to manage healthcare professionalpatient communication issues. Support Care Cancer , 25 (Suppl 1), 7-9. Lowell, A., Schmitt, D., Ah Chin, W., Connors, C. (2014). Provider Health Literacy, cultural and communication competence: towards an integrated approach in the. Northern Territory. Medibankhealth. (2018). Health Literacy Implications of Australia. Retrieved 4 16, 2018, from https://www.medibankhealth.com.au/files/editor_upload/File/Medibank%20Health%20Literacy%20Implications%20for%20Australia%20Summary%20Report.pdf Mitchell, B., Begoray, D. L. (2014). Electronic Personal Health Records that Promote Self-management in Chronic Illness. The Online Journal of Issues in Nursing , 15 (3). Neese, B. (2015). Effective Communication in Nursing: Theory and Best Practices. Retrieved 4 16, 2018, from https://online.seu.edu/effective-communication-in-nursing/ Nutbeam, D. (2015). Defining, measuring and improving health literacy. HEP , 42 (4), 450-456. Poureslami, I., Nimmon, L., Rootman, I., Fitzgerald, M. J. (2016). Health literacy and chronic disease management: drawing from expert knowledge to set an agenda. Health promotion international , 32 (4), 743-754. Van den Broucke, S. (2014). Health literacy: a critical concept for public health. Arch Public Health , 72 (1), 10. Windover, A. K., Boissy, A., Rice, T., Gilligan, T., Velez, V. J., Merlino, J. (2014). The REDE model of healthcare communication: optimizing relationship as a therapeutic agent. Journal of patient experience , 1 (1), 8-13.

Pembertons dilemma free essay sample

Me and our team worked on an exercise called Pemberton’s Dilemma. In preparation, I was initially confused with scenario of the Pembertons dilemma. I took the book of Negotiation: Readings, Exercises and cases and read in detail regarding the exercise. I waited for the professor to provide the team and the role whether our team were country market or corner store. I also Read the instruction given in the handout’s for the exercise were we note our profit’s or loses and which also had the objective of the exercise. Plan Used to maximize the Profit’s or minimize the loses. We got the role of corner store. The plan that our team used initially was strictly competitive to gain profits since we don’t have any idea about the counter party and later it became accommodating. After we went a negotiation conversations with the counter party in two negotiation breaks’ which were of 5 minutes each. We will write a custom essay sample on Pembertons dilemma or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page As a team we planned from the instructions to gain profit against the counter party in order to maximize our team’s profits at any cost, but maximizing the profit along with a long-term relationship in the future was tough. I believe the strategy our team used was collaborative. At the end of the negotiation exercise both our team and counter party have equal profit’s along with good relationship. How plan was started and conversation went on in the Team As a team our member had an initial strategy that was communicated well , alternatively I have another way of moves so that our team opens the store for fewer week’s which reduces work load in handling the store open for less time and gaining profit’s when compared to the counter party opening the store more time . I later Identified in my plan the profit’s that were going to be made were less when compared with the proposal of our team member. When discussing, our initial moves are opening the store for the first four week’s since to maximize our profits and also as we don’t have any Idea regarding the actions of Country store team. Initially for the first three week’s both our teams opened the stored since we don’t want to lose the profit’s . But as the case If both opens each store loses 20,000 $ and we made loses. Even in the fourth week we did the same thing because the profits are going to be doubled. But we incurred losses since both of the teams had same intention and we both opened the stores. So we thought to have a negotiation with the counter team so that loses were going to be minized. Negotiation happened in break-At our first negotiation the team agreed to stick to our competitive strategy and maximize our profit at any cost. The counterpart’s strategy was also so the same. The counterpart agreed upon our discussion in order to maintain mutual benefit’s . We used the negotiation as an open opportunity to go against what was agreed on. At I believe both parties changed their strategies and had a collaborative decision. Continuation of the role play The corner store team then did accept our plan and went in a collaborative situation. We both closed the stores for the next three weeks so that each gained mutual benefits. Now the time came where the profits are going to be tripled. This is the time that we are going to trust each other. They remained loyal and we remained in the same loyalty and both closed the stores, so that no penalty is going to be levied and our profits for the week are in positive direction when compared to the previous week. Negotiation happened in break-2 So the constraints If only one store opens, the other loses. If both open, both lose. However, if both stay closed, there won’t be any penalty, but will lose the potential profits for that day. This is core to the whole idea of the prisoner’s dilemma. Through cooperation and negotiation methods we cannot have a higher return possible through action of one opening and the other closing unless their won’t be any penalty. So we both the corner store and the country store mutual interests are maximizing the profit’s . so we focused on the mutual gains. Continuation of the role play After the second negotiation took place with counter party. We continued the strategy of closing the next three weeks . Now the ultimate time has come. Since they came to negotiation with us without acting individually we have to be trust worthy. We didn’t play any dirty tricks and kept the same hope from them by our conversation with them in the negotiation breaks and even in the role play . On the top the alternate opening or closing of stores and our relationship continuous only we both have trust in each other even after the twelfth week. Even at the final point the counterpart stayed closed along with us. Our only possible threat was what if they went against us mutual benefits. But it didn’t happen. Observing the gestures Following our competitive plan, we didnt express any type of attitude , we had relaxed actions and made no facial expressions. Even the counter party has the same behavior. Their behaviors made us believe that the counterpart was following us for mutual benefits. Personal Evaluation When we are working in a team relating to any aspect we first must have a communication with other members of the team so that we can have small ideas regarding their ideas or behaviors . So I introduce myself to other and listened about the others. Initially as I thought a plan of implementing the role-play, the other team member has another idea. As in my plan our store work’s less than other store and gains same profits. But the plan of my other team member is different. so I separated my position with my interest and agreed upon his opinion. Learning from the exercise I believe the team was able to utilize the Negotiation methods: separating positions from problems and inventing options for mutual, examining the situation and assessing the relationship further. If both teams utilized an interest based negotiation, we might have been able to form a collaborative and comprehensive solution to any negotiation. What I would do different in a similar future situation in my personal or professional life is try and understand thoroughly the problem at hand and be able to recognize the main interests and invent the options for mutual gains along with a Banta (Best alternative to a negotiation agreement) , unless the other party don’t play any dirty tricks.