You will need to use some of these letters more than once.
1 You should try work out how the other person negotiating feels, and what they want.
2 You need to know what you can use to show movement during the negotiation.
3 Win-win is better for business over a longer period.
4 You need to know if you can stop negotiating if you have to.
5 A win-win negotiation is where the two parties are working hard together.
6 You need to be creative during the negotiation.
7 This type of negotiation is where one party finishes the negotiation in a better position.
8 You should be able to offer something to encourage the other party to reach agreement.
| A There are two main forms of negotiation. Distributive negotiation is where you want to win the negotiation and you must use persuasion to reach your goals. Both parties to the negotiation are looking for a different outcome – both to want to achieve what is best for them. This is known as a ‘win-lose’ negotiation. Integrative negotiation is where both parties are striving together to reach the best compromise solution to the issue and both will achieve something of what they want and offset this against something they do not get. This is also known as a ‘win-win’ scenario. |
| B Before negotiating, it is a good idea to prepare extremely thoroughly. You need to know how you feel personally about the negotiation and how the other party feels about the negotiation. It is also good to find out what style of negotiation they prefer – win-win or win-lose. Write down what your objectives are and try to think what their objectives are. What would be a win for you, and what is your bottom line? You should finally decide on your ‘BATNA’, which is the ‘Best Alternative to A Negotiated Agreement’. Can you walk away from the deal? What other choices do you have? What is the BATNA of the other party? Thinking like them will help you achieve your own goals, because you will understand what it is important to them. |
| C Your objectives should be divided into three categories – your ‘needs’, ‘wants’, and things which would be ‘nice to have’. The ‘needs’ are what you must get out of the negotiation – your bottom line, upon which you are unwilling or unable to compromise. Your ‘wants’ are things that you can be flexible about and allow movement on during the negotiation process. The ‘nice to have’ items can be used as bargaining chips. You shouldn’t allow emotion to come into your objectives – be realistic. Knowing what you want will help you to keep a clear focus during the negotiation. |
| D When aiming at a win-win solution, you should open the negotiation with some small talk. This will help you to get to know the other side a bit better first. The next step is to state clearly your objectives and carefully listen to theirs. Be open about your commitment to a win-win outcome, which will build a long-term business relationship. Once it is clear where everyone stands then areas of disagreement or conflict can be agreed on and then resolved through movement by both negotiators. You should be adaptable and be able to think outside the box during the negotiation, and remember that you are trying to reach a mutually beneficial outcome. Consider what incentives you can offer to close the deal. When mutual agreement has been reached then the agreed-upon terms should be put into writing. |
TASK 4.
Read the article on job interviews and sentences 1–6 below.
For each sentence 1–6 mark one letter (A, B, C or D).
It makes sense to interview no more than six candidates because of the cost and time involved. After the short-listing process of reviewing CVs or application forms against the job description and person specifications, preparation for the interviews can be started.
The aim of the interview is to collect information about the suitability of the candidate for a particular post, not to find out if the candidate is likeable. Individual interviews can be useful, but panel interviews can help protect against individual bias, though they are more expensive. Too many people on the panel can be intimidating: three seems to be a good number, with one chairperson. The interviewers should review the job description, person specification and applications, and be familiar with the requirements of the job. They should make notes of the key areas and discuss these with their colleagues. It should be clear before the interviews start who will ask which questions, because a free-for-all can be confusing for the candidate.
The interview should have a clear structure and this should be explained to the candidate at the very start. The chairperson should link between the phases of the interview and between the panelists. This is especially true for telephone interviews.
There are five phases to the interview. An introduction to the interviewers helps to settle the candidate. Then the structure of the interview should be explained.
The main phase is the questioning of the candidate to obtain the information necessary to make a good decision. Questions should focus on the past, not the future and the panel should avoid hypothetical questions. General questions should lead to more focused questions which are looking for evidence of what the candidate did in certain situations. You will use the CV or application form as the basis for this stage. You are looking for concrete answers which highlight learning experiences and achievements. You should also explore the candidate's background, expertise, knowledge and skills as well as what they think of as their strengths and weaknesses. You are also checking to see if there are any inconsistencies between what the application and the candidate says.
After this, the longest phase, the candidate should be invited to ask any questions they have about the job, the company, or anything else they might want clarified. Remember that the interview is not just about whether you feel the candidate is right for the job: it is also the time for the candidate to decide if the job and the company are suitable for them, and the opportunity for the candidate to question you is essential for them to be able to make this decision. At the conclusion of the interview the chairperson should make it clear when the candidate will hear the results of the interview.
An interview should be relaxed and friendly, but the interviewers should remain in control and be able to draw out nervous or shy candidates and to manage over-confident ones. Making a recruitment error can be very expensive and difficult to correct and interviewing should be seen as a moment of truth in the selection process.
1 In the first paragraph, the writer suggests that six people should be interviewed because
A not everyone deserves an interview.
B it is the right thing to do.
C it takes a long time to read all the applications.
D it is expensive and time-consuming to interview more than six.
2 In the second paragraph, the writer suggests there should be
A a large panel of good interviewers.
B four on a panel including one chairperson.
C a good number of people on the panel.
D a chairperson and two others on the panel.
3 The questioning phase of the interview is
A when the candidate can ask questions about the company.
B the longest and most important part of the whole interview.
C a time to talk about the past and future of the candidate.
D when you can ask what the candidate would do in certain situations.
4 The chairperson's role is important because they
A introduce the interviewers and close the interview at the end.
B control the structure of the interview and connect the phases.
C decide if there will be a second interview or not.
D check to make sure the candidate did not lie on their CV.
5 According to the text the candidate can ask questions
A about what they have forgotten to say in the interview.
B to find out more about the interview.
C to find out when the results will be known.
D to help them decide if they are a good match for the job.
6 Which of the following best summarizes the text?
A An interview takes a long time.
B Interviews should be the same for everyone.
C Interviews are too important to get wrong.
TASK 5.