國際商務(wù)談判英文版期末試卷答案

1、1 negotiations談判: a negotiation is a process of communication between parties to manage conflicts in order for them to come to an agreement, solve a problem or make arrangements. conflicts沖突: a conflict is dispute, disagreement or argument between two or more interdependent parties who have differen

2、t and common interests. stakes利益: stakes are the value of benefits that may be gained or lost, and the costs that may be incurred or avoided. information 信息 : information is generally esteemed as a valuable commodity in a sense that it has power to reduce uncertainty. power能力: is a social phenomenon

3、 ,which endows people with control negotiation power談判力 : negotiation power is the ability that one negotiator can make use of to control over and affect the other side s decision making and to resolve the dispute and attain the target of negotiation. trust 信任: trust means increasing your vulnerabil

4、ity to another person whose behavior is not under your control in a situation in which the penalty, lose or deprivation you would suffer if the other person abuses or fails to protect your vulnerability is substantially greater than the benefits, reward or satisfaction you would gain if the other pe

5、rson fulfills or protect your vulnerability. distributive negotiation 兩分 法 談 判: the most common kind in business activities, are also named as “zero-sum games” because the sum of the two parties interests are constant, which means a gain is at the expenses of bs interests.coalition 談判聯(lián)盟 : a coalitio

6、n is defined as two or more parties from different political, social or economic groups coordinate their actions or combine their resources to achieve a particular aim because they believe that together they will have a better chance of reaching their goals the separately. culture 文化: culture is als

7、o defined as an integrated system of learned behavior patterns that are characteristic of the members of any given society. negotiation produce 談判程序步驟1. introduction of team member 2. negotiation agenda and its arrangement 3. formal negotiation 4. wrapping up 2 negotiation produce structure 談判程序的結(jié)構(gòu)1

8、. determine interests and issues 2. design and offer options 3. introduce criteria to evaluate options 4. estimate reservation points 5. explore alternative to agreement 6. reach an agreement structure of business negotiation 貿(mào)易談判的機構(gòu)inquiry-offer-counteroffer acceptance target level談判三種目標(biāo)1. desirabl

9、e target :is what negotiations wish to attain but in reality ralely reach 2. acceptable target :is what negotiation make all efforts to achieve 3. bottom target :is what negotiations will defend and safeguard which all their efforts 信息的直接用途： problem solving 信息的間接用途： strategic planning where to colle

10、ct information信息的收集渠道1. international organization 2. governments 3. service organization 4. directories and newsletters 5. online service four cause of unwilling? 不愿意做談判準備的原因？1. lack of sensitivity 2. limited cognition 3. lack of familiarty 4. inactivity and gambling mind four steps 談判準備的步驟？1. targ

11、et decision 2. collecting information 3. staffing negotiation teams 4. choice of negotiation venues when is the third party desired? 什么時候選擇第三方加入談判？1. power is relatively lower than other counterpart 2. relationship deteriorates and communicate close in a deadlock 3. negotiation goes impasse and no a

12、lternative available 4. established norms and standards hinder the process 3 when to choose third partys venue(何時選擇第三方談判地點)：1) first, the two negotiating parties are hostile and antagonistic to each other, or even engaged in a fighting against each other. 2) second, negotiation goes into an impasse

13、and no sign of rapprochement, impossible to carry on negotiation in neither party s place. 3) third, a dispute is stirred up when both parties strongly demand to host the negotiation. win-win model 雙贏模式1. determine each partys own interest and needs 2. find out the other partys interests and demands

14、3. discuss the possibilities of making concession 4. reach on agreement of compromising or declare failure winlose model 輸贏模式1. determine each partys own interests and stance2. defend one s own interests and stance3. discuss the possibilities of making concession 4. reach on agreement of compromisin

15、g or declare failure collaborative principled negotiation four basic components( 合作原則談判的四個準則 )：1.people: separate the people from problem 2.interests: focus on interests but not positions 3.gaining: invent options for mutual gain 4.criteria: introduce objective criteria how to tell a criterion is ob

16、jective 如何客觀品評判標(biāo)準1. independent of wills and free from sentimental influence 2. valid and realistic 3. at least theoretically accepted by both sides how to standards for successful negotiation判定談判成功與否的標(biāo)準1. satisfy the both valid interests, resolve the conflicts, protect interests 2. highly efficient

17、 3. improve the relationship needs theory 需求理論五種1. physiological needs 2. safety needs 3. love and belonging needs 4. esteem needs 4 5. needs to for self-actualization 6. needs to know and understand 7. aesthetic needs law of two level game 雙層法規(guī)level 1 international level :relationship of interests

18、and chances of success of negotiation no change success possible success increasing level 2 domestic level :winsets, the sets gain the necessary majority among the constituents conclusion：the larger winsets make the more likely an agreement at level 1 the smaller winsets can be a bargaining advantag

19、e for a country at level 哪些因素影響談判力：1. motivation: a party s power is increasing with decreasing of its motivation or the greater a party s motivation is ,the weaker its relative. 2. dependence: a party s power is diminishing with increasing of its dependence on the other party 3. substitutes: one pa

20、rty s independence increase and thus its power is strengthened when there are more substitutes available for consideration how to stimulate motivation( 如何刺激對方的動機 )：1.offering inducements 2.demonstrating attractiveness 3.getting external third party back 4.placing a time limit how to increase substit

21、utes(如何增加擬方替代 )：1.has alternatives which allow operating without the other party 2.absorb the escalating cost of conflict 3.can continue despite the other party s discouraging effects on its supporters 5 4.use expert counsel, persuasion, communication and legal, historial or moral precedents to gain

22、 access to alternative determinants affecting a persons trustful or mistrustful behavior(影響人的信任或不信任行為的決定因素)：1. unchangeable elements: 1) childhood education; 2) professional or special training 2. changeable elements: 1) past credit reward; 2) competence of others to perform a task 3) intentions of

23、others; 4) reward system effect or trust 信任的效應(yīng)結(jié)論trust stimulates intellevtual development and originality, and leads to greater emotional stability and self-control. trust facilitates accepts and open of expression for establishing sound relationship among negotiating team members as well as between

24、 negotiating parties. negotiations based conversely, mistrust provokes rejection and defensireness, damages vollaboration in a group with wish high level of mistrust, members signal of mistrust and expect mistrust from others, thus produce law level of trust. ac model: 1. competing: mono policing; n

25、ot listening; exaggerating; attacking 2. collaborating: sharing information & understanding; enlict finding a creative solution; cooperation; during 3. compromising: rushing to settle; pragmatism; seeking middle ground; setting for less optional solution 4. avoiding: skipping meetings; avoid peo

26、ple; withholding information; delaying 5. accommodating : shading the truth; giving in; bending rules; appeasing 結(jié)論：the more stakes and power, the more assertiveness depends on alignment of interest and relationship; the more mutual interests and the more mutual trust, the more cooperativeness 一次囚徒和多次囚徒的結(jié)論-one-short prisons dilemma game rarely leads to cooperation-iterated prisons dilemma games lead to cooperation and high trust兩分法分類： reward system; relationship; tangible issues; assumptions; strategy used how to build a