國際商務(wù)談判英文版期末試卷答案

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 differe

2、nt and common interests.Stakes 禾 1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 phenomen

3、on ,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 decision making ansd to resolve the dispute and attain the target of negotiation.Trust 信任 : trust means increasing your vulnerab

4、ility 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

5、person fulfills or protect your vulnerability.Distributive Negotiation 兩分法談判: the most common kind in business parties interests are constant, which means A gain is at the expenses of B interests.activities, are also named as-sum g“amzeesro”because the sum of the twoCoalition 談判聯(lián)盟: A coalition is de

6、fined as two or more parties fromdifferent 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 also defin

7、ed 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 member2. negotiation agenda and its arrangement3. formal negotiation4. wrapping upnegotiation produce structure 談判程序的結(jié)構(gòu)1. determine

8、interests and issues2. design and offer options3. introduce criteria to evaluate options4. estimate reservation points5. explore alternative to agreement6. reach an agreementstructure of business negotiation 貿(mào)易談判的機構(gòu)inquiry-offer-counteroffer acceptancetarget level 談判三種目標(biāo)1. desirable target :is what

9、negotiations wish to attain but in reality ralely reach2. acceptable target :is what negotiation make all efforts to achieve3. 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 planningWhere to collect information 信息的收集渠道1.

10、international organization2. governments3. service organization4. directories and newsletters5. online serviceFour cause of unwilling? 不愿意做談判準(zhǔn)備的原因？1. lack of sensitivity2. limited cognition3. lack of familiarty4. inactivity and gambling mindfour steps 談判準(zhǔn)備的步驟？1. target decision2. collecting informat

11、ion3. staffing negotiation teams4. choice of negotiation venueswhen 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 counterpart2. relationship deteriorates and communicate close in a deadlock3. negotiation goes impasse and no alternative available4. established norm

12、s and standards hinder the processWhen to choose third party ' s venUe（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 and no sign of rapprochement, impossib

13、le 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 party s own interest and needs2. find out the other party s interests and demands3. discuss the possibilities of making

14、concession4. reach on agreement of compromising or declare failurewin lose model 輸贏模式1. Determine each party s own interests and stance2. Defend one s own interests and stance3. Discuss the possibilities of making concession4. Reach on agreement of compromising or declare failure Collaborative Princ

15、ipled Negotiation four basic components( 合作原則談判的四個準(zhǔn)則)：: separate the people from problem: focus on interests but not positions: invent options for mutual gain: introduce objective criteriahow to tell a criterion is objective 如何客觀品評判標(biāo)準(zhǔn)1. independent of wills and free from sentimental influence2. vali

16、d and realistic3. at least theoretically accepted by both sideshow to standards for successful negotiation 判定談判成功與否的標(biāo)準(zhǔn)1. satisfy the both valid interests, resolve the conflicts, protect interests2. highly efficient3. improve the relationshipneeds theory 需求理論五種1. physiological needs2. safety needs3.

17、love and belonging needs4. esteem needs5. needs to for self-actualization6. needs to know and understand7. aesthetic needslaw of two level game 雙層法規(guī)level 1 international level :relationship of interests and chances of success of negotiationNo change success possible success increasingLevel 2 domesti

18、c level :win sets, the sets gain the necessary majority amongthe constituentsConclusion：the larger win sets make the more likely an agreement at level 1the smaller win sets can be a bargaining advantage 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 i

19、ts motivation or the greater a party s motivation is ,the weaker its relative.2. dependence: A party s power is diminishing with increasing of itsdependence on the other party3. substitutes: one party s independence increase and thus its power is strengthened when there are more substitutes availabl

20、e for considerationHow to stimulate motivation( 如何刺激對方的動機) ：inducementsattractivenessexternal third party backa time limitHow to increase substitutes( 如何增加擬方替代) ：alternatives which allow operating without the other partythe escalating cost of conflictcontinue despite the other party s discouraging e

21、ffects on its supporters expert counsel, persuasion, communication and legal, historial or moralprecedents to gain access to alternativeDeterminants Affecting a person s 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

22、training2. Changeable Elements: 1) past credit reward; 2) competence of others toperform a task 3) intentions of others; 4) reward systemEffect 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 acce

23、pts and open ofexpression for establishing sound relationship among negotiating team members as well as between negotiating parties. Negotiations based conversely, mistrust provokes rejection and defensireness, damages vollaboration in a group with wish high level of mistrust, members signal of mist

24、rust and expect mistrust from others, thus produce law level of trust.AC Model:1. Competing : mono policing; not listening; exaggerating; attacking2. Collaborating : sharing information & understanding; enlict finding a creative solution; cooperation; during3. Compromising : rushing to settle; p

25、ragmatism; seeking middle ground; setting for less optional solution4. Avoiding : skipping meetings; avoid people; withholding information; delaying5. Accommodating : shading the truth; giving in; bending rules; appeasing 結(jié)論 ： the more stakes and power, the more assertiveness depends on alignment of

26、 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 prison s dilemma game rarely leads to cooperation-iterated prison s dilemma games lead to cooperation and high trust兩分法分類：reward system; relationship; tangible issues; assumptions;strategy usedHow to b