L9-Establishing leadership through strategic internal communication

This chapter informs us how leader communicates internally with employee. Leader should understand clearly about company mission and vision and informs this to all employees to build harmony and accomplish company’s goal.

L8-Building and leading high-performing team

This chapter shows us steps of how to product an effective performance team. The structure is that a manager should select people who are fit on their task and get them to learn from each other to reduce conflict. Then informing the project, goal, and allocating each person’s task. To lead the team to be more professional, let them perform their task by virtual tools which are easier, more flexible, and cheaper than face to face meeting

L7-Leading productive management meeting

This chapter discusses about how to lead an effective and productive meeting. As a manager leading an enrich meeting is a very important role. To do so, planning, establishing, conducting, managing problem and conflict, and ensuring it’s fluent.

L6-Developing emotional intellegence and cultural literacy

Chapter six helps you understand and improve your emotional intelligence and cultural literacy. These interpersonal skills and understand and appreciate cultural differences are very important in the organization. It helps you use leadership communicating and managing effectively.

L5-Using graphics and power point for a leadership edge

This chapter introduces the method of using graphics and PowerPoint in presentation. It is notably using graphics help you deliver your purpose more quickly and more clearly. The graphic can reinforce your message, show clear relationship among the paragraph, and easy to understand and remember. Choosing the right chart in your document is import because it can add to, support, or explain your message best. The main purpose of graph is aid the audience in understanding the data and your central message so you need to make sure the chart can help you communicate your message more effectively. You can utilize PPT to catch the audience attention and every slide must contain meaningful content. Finally use the tools correctly, and you must know these tools are only the good aidance not the replacement.

N12-Best practies in negotiations

According to this chapter. First we will understand the goals and interests, as well as those of the other party. The second practice is diagnosing the fundamental structure of the negotiation. The third practice is identifying and working the best alternative to a negotiated agreement. The forth practice is “be willing to walk away”. The fifth practice is to master the key paradoxes of negotiation, such as: claiming value versus creating value, and sticking by your principles versus being resilient to the flow. The sixth practice is to remember the intangibles. The seventh practice is to actively manage coalitions through communication, to ensure that the power of the coalition is aligned with their goals. The eighth practice is to savor and protect your reputation. The ninth practice is to remember that rationality and fairness are relative because people tend to view the world in a self-serving manner. The tenth, and final, practice is to continue to learn from your experience.

N11-International and Cross-cultural negotiation

This chapter show me about examined various aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation. International negotiation has become the norm rather than an exotic activity that only occasionally occurs. It begins with two important factors that make the international negotiation different. They are environmental context and immediate context. Both of them have the significant effect on the processes of international negotiation. The chapter discusses how to conceptualizing culture and introduce two approaches to examine it. One is to understand the values and norms of culture and another is to understand all cultures contain dimensions. It illustrates the effect of culture on negotiation outcomes, negotiation process, and negotiator cognition and negotiator ethics.

N10-Multiple parties and teams

This chapter shows me about the core of multiple parties and teams. Theme is to actively monitor and manage the negotiation process situations that are significantly more complex than two-party negotiations.

N9-Relationship in negotiation

One major way that context affects negotiation is that people are in relationships that have a past, present, and future. In this chapter, we focused on the ways these past and future relationships impact present negotiations. Our treatment of relationships will come in two major sections. First, we examined how a past, ongoing, or future relationship between negotiators affects the negotiation process. This discussion considers general assumptions that have been made about the theory and practice of negotiation – assumptions that have not taken into account any relationship between the parties – and provides a critical evaluation of the adequacy of negotiation theory for understanding and managing negotiations within relationships. We present a taxonomy of different kinds of relationships and the negotiations that are likely to occur within them. We also broadly described research studies that have examined negotiation processes within exiting relationships. Second, we looked at three major themes – reputations, trust and justice – that are particularly critical to effective negotiations within a relationship.

N7-Finding and use negotiation power

This chpater is finding and using negotiation power focuses on power in negotiation. All negotiators want to control the process of the negotiation to achieve their preconcerted objective. First, the chapter begins with the definition of power. It says there are two different perspectives about power. One is “power over” and another is “power with”. Second, the chapter introduces five major sources of power. Those are informational source of power, personal sources of power, power based on position in an organization, relationship-based sources of power, and contextual sources of power. Final, the chapter tells us how to deal with others who have more power. It provides eight advice of Michael Watkins who specifically addresses the problem of “dancing with elephants” and highlights ways that lower power parties can deal with the big players in business deals and partnerships. In conclusion, when we review the whole chapter, we can understand that “power with” is more critical to successful integrative negotiation.

N6-Communication

Communication is the most basic and important element in the negotiation. In the chapter six, we learn the essential of communication and how to communicate with people. The chapter begins with the question of what communication is during negotiation. It introduces five different categories of communication that take place during negotiations and shows that having more information does not automatically translate into better negotiation outcomes. Then it addresses three aspects related to how people communicate in negotiation: the characteristics of language that communicators use, the use of nonverbal communication and the selection of a communication channel for sending and receiving messages. Final, it is followed by the approaches of improving communication and some special communication considerations at the close of negotiation

N5-Perception, Cognition and Emotion

In the chapter five, we learn that perception, cognition, and emotion are the three basic elements in the negotiation. First, the chapter begins with the definition of perception. It shows that perception is the process by which individuals connect to their environment. Then it introduces four type of perceptual distortion: stereotyping, halo effect, selective perception and projection. Second, this chapter discusses the framing which is a key issue in perception and negotiation. It presents seven types of frames and how frames work in the negotiation. Then, the chapter discusses the ways to manage misperceptions and cognitive biases in negotiation. Final, it talks about the role of mood and emotion in negotiation which has been the subject of an increasing body of recent theory and research during the last decade.

N4-Strategy and planning

This chapter informs us about strategy and planning the negotiation. First, negotiator has to understand one’s key issue that he has to work on. Negotiator has to know the limit of how far the deal can go and is there other way he can go if the deal doesn’t work. Clear the target and set the opening point. Then the negotiator has to learn the other party target, strategy, drive, limit, and ability. After that, plan the process by all the information. The last, define program and duty for both party.

LC10-Leading through Effective External Relations

This chapter show us how to develop an external relations strategy. Leading through effective external relations points out that a positive public image or reputation affects a company’s ability to achieve success. It provides approaches to projects a positive image in public from four aspects. First, there are seven steps to guide you in addressing the entire range of external audiences. Second, leaders of organizations must have high consciousness to building and maintaining a positive corporate image. Third, good relationship with the news media also can bring a positive effect on corporation because the news is an important media to publicize the company’s reputation. Final, every company will face the crisis. The fact shows that positive relationship with the media can make it easier in managing the crisis.

N8- Ethics in Negotiation

We have discussed how ethics questions are inherent in the process of negotiation. We proposed that a negotiator's decision to use ethically ambiguous tactics typically grows out of desire increase one's negotiating power by manipulating the landscape of information in the negotiation. We also addressed on how negotiation can respond to another party that may be using tactics of deception or subterfuge.

LC4 Developing and Delivering leadership Presentations

Chapter four use three processes that help us develop and deliver leadership presentations. There are planning, preparing, and presenting. A powerful presentation includes achieving the greatest impact and presenting with the confident.

L3-Using Language to Achieve a Leadership Purpose

This chapter introduces that in the leadership communication, we need to reflect an appropriate tone and develop a confident style because the readers assume the ethos through both of them. We should make sure that our language is clear, crisp, and meaningful. The article has listed 10 guidelines to us for reference. And how to use the business language correctly is also important for us. The research shows that the correct use of language affects ethos as well so we need to pay attention on grammar and the structure of sentences. Finally, the skill of editing can help us to proofread the essay and reach the perfect effect.

N3-Strategy and Tactics of Integrative Negotiation

This chapter shows us how to negotiate softly and reach both two parties objectives. It’s very important to understand each others’ goal, then exchange the information frankly. In this chapter, we have been told that the fundamental structure of an integrative negotiation situation is to allows both sides to achieve their objectives.

At first, the chapter describes the integrative negotiation process which include creating a free flow of information, attempting to understand the other negotiator’s real needs and objectives, emphasizing commonalities between parties, and searching for solutions that meet the goals and objectives of both parties.

Second, it focuses on the four key steps in the integrative negotiation process: identify and define the problem, understand the problem and bring interests and needs to the surface, generate alternative solutions to the problem and evaluate those alternatives and select among them.

Finally, we also review in greater detail seven factors: first, three types of goals-common, shared, and joint-may facilitate the development of integrative agreements. Second, they must have faith in their problem-solving ability. Third, negotiators must accept both their own and the other’s attitudes, interests, and desires as valid. Fourth, in order to make the integrative negotiation to succeed, the parties should be motivated to collaborate rather than to compete. Fifth, trust may accelerate the collaboration of parties. Sixth, accurate and clear communication is also important. All parties must make sure they know everyone's wants and needs. Seventh, the negotiator must pay attention to the understanding of the dynamics of integrative negotiation. Try to work on their similarities not distinctive, and the last is solve the problem that belong to each other successfully.

N2-Distributive Bargaining

From this chapter, we can understand a distributive bargaining to handle distributive negotiation proactively. Distributive bargaining tends to win the other party. There are some tactics to achieve the bargaining and some deals to handle the other party’s resistance point negotiation. This chapter also shows us some useful gambits for daily life negotiation for everyone. Hardball tactics appears many times in our daily life.

Leadership Communication Chapter2

This chapter shows us how to create an effective leadership documents in certain kind of events. There are two kinds of document which are correspondence and reports. The language, attitude, emotion can cause the message unclear. Be sure that the document coherent to the audience. The leadership communication is very important to the leader. Wrong kind of communicating can change the purpose of documents and affect the leader and organization.

Essentials of Negotiation Chapter1

First, this chapter shows several example to express the nature of negotiation which occur every time aloud our life. Then it also tell us a good story about Joe and Sue Carter and show what happen to them and how do they negotiate during a whole day. Though this big example we recognize that what is the characteristics of a negotiation situation and four key elements of the negotiation process; interdependence, mutual adjustment, value claiming and value creation and conflict. How to managing conflict is important to us because we always meet conflict in our daily life.

Leadership Communication chapter 1

This chapter is talking about the “Strategy Writing Speaking”. There are four objectives in it. First, we should establish a clear purpose which means we should make sure the topic what we want to present before we present it. Second, we should determine our communication strategy. We ensure that all the angles and anticipate any issues that might emerge to interfere with communicating the message we want to deliver. Third, we need to analyze our audiences. We need to clarify the audiences into different groups in order to deliver the right message to the right person. The last concept is we need to select a best structure to make the communication more effectively. We can use several organizational devises, pyramid principle or storyboard to make our message easy to read.

Introduction myself

Hi, My name is Raymond. I was born in GuangZhou which is a big city in south China. I already got my bachelor degree in Finance in China. And I used to work for HSBC data processing Center. I am a senior supervior in the company.

I'm a really humorous and active person who is very eager to learn and try everything. I'm also very interested in learning new languages and getting to know people from different cultures.

As for my part, I can speak mandiran and cantonese fluently. I hope I can learn more in U.S. Just do my best to accomplish all the goals.