MPA 212 HRMD

1. COMMUNICATION
AND
NEGOTIATION
MONICQUE A
BINABISE
MPA211
NOVEMBER 11, 2023

2. COMMUNICATION
Communication is fundamental to the existence and
survival of humans as well as to an organization. It is
a process of creating and sharing ideas, information,
views, facts, feelings from one place, person or group
to another. .
Communication is omnipresent in all aspects and
functions of management. Simply said, without
effective communication, an organization simply
cannot function. Be it decision-making, planning,
coordination or any other function of management
communication is a very significant part of them all.
The same is also true for the function of controlling.
https://study.com/academy/lesson/what-is-negotiation-the-five-steps-of-the-negotiation-
process.html#:~:text=The%20negotiation%20process%20consists%20of,party%20to%20resolving%20the%20conflict.
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3. COMMUNICATION IN PROCESS OF CONTROL
Information about
the plans and
objectives of the
firm are
communicated to
the managers
setting the
standards in the
control process
These standards
are then
communicated to
the managers who
have to oversee
the actual
functioning of the
activities
Once the actual
performance
happens,
information is
gathered,
tabulated and
communicated to
these managers
for review and
evaluation
If the performance
meets the
standards et, this
information is
communicated
upwards to the
higher managers.
Such information
is also fed into the
operating systems
as a satisfactory
or good result. If there are
adverse deviations
from standards
then that
information is also
fed into the
operating system.
This is so the
mistakes are not
repeated and
corrective actions
can be taken
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4. FEEDBACK OF
INFORMATION
TWO KINDS OF FEEDBACK LOOPS
CLOSED FEEDBACK LOOP
• there is a self-adjusting mechanism built into the
system. So no outside action or influence is
necessary in case there are deviations from the
standards. The system is so arranged that the
deviations will self-correct.
OPEN FEEDBACK LOOP
• This system leaves room for flexibility and
correction. In case of deviations, there is enough
room for outside sources to perform corrective
actions. So we can adapt the system according to
the changes in the environment.
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5. PROCESS OF
COMMUNICATIO
N
SENDER
or the communicator generates the
message and conveys it to the
receiver
MESSAGE
is the idea, information, view, fact,
feeling, etc. that is generated by
the sender
ENCODING
The message generated by the
sender is encoded symbolically
such as in the form of words,
pictures, gestures, etc. before it is
being conveyed
MEDIA
the manner in which the encoded
message is transmitted
DECODING
the process of converting the
symbols encoded by the
sender
RECEIVER
the person who is last in the
chain and for whom the
message was sent by the
sender
FEEDBACK
Once the receiver confirms to
the sender that he has
received the message and
understood it, the process of
communication is complete
NOISE
It refers to any obstruction that
is caused by the sender,
message or receiver during
the process of communication
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6. IMPORTANCE OF
COMMUNICATION
The Basis of
Co-ordination
Increases
Managerial
Efficiency
Fluent Working
Increases
Cooperation
and
Organizational
Peace
Boosts Morale of
the Employees
Presentation Title
https://study.com/academy/lesson/what-is-negotiation-the-five-steps-of-the-negotiation-
process.html#:~:text=The%20negotiation%20process%20consists%20of,party%20to%20resolving%20the%20conflict.
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The Basis of
Decision Making

7. Types of
Communication
Formal Communication
• Vertical Communications as the name suggests flows
vertically upwards or downwards through formal
channels.
• Horizontal or lateral communication takes place
between one division and another.
Informal Communication
• Any communication that takes place without following
the formal channels of communication
• often referred to as the ‘grapevine’ as it spreads
throughout the organization and in all directions
without any regard to the levels of authority
Unofficial Communication
• refers to employee communication outside of the
workplace on matters unrelated to work. Friendly
meetings, dinner outings, and social gatherings
among employees are examples of unofficial
communication channels 7

8. NEGOTIATION
Most often, negotiation is a process that involves
many unique elements and aspects of consideration.
In business fields, the negotiation process must
account for internal factors, such as people
(workers), equipment, procedures, and external
business ventures, including the economic climate,
market competition, and interests of business
partners and shareholders. When utilizing the
negotiation process, all parties must consider the
consequences of their choices and determine the
best possible outcomes to present to other
negotiating parties before a final decision is reached.
https://study.com/academy/lesson/what-is-negotiation-the-five-steps-of-the-negotiation-
process.html#:~:text=The%20negotiation%20process%20consists%20of,party%20to%20resolving%20the%20conflict.
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10. STAGES OF NEGOTIATION
PREPARATION
AND
PLANNING
This is a time when
you take a moment
to define and truly
understand the terms
and conditions of the
exchange and the
nature of the conflict.
DEFINATION
OF GROUND
RULES
It’s time to work with
the other party to
define the ground
rules and procedures
for the negotiation.
CLARIFICATIO
N AND
JUSTIFICATIO
N
Both you and the
other party will
explain, clarify,
bolster and justify
your original position
or demands.
BARGANING
AND
PROBLEM
SOLVING
You and the other
party will use various
negotiation strategies
to achieve the goals
established during
the preparation and
planning process
CLOSURE AND
IMPLEMENTATION
This is the stage in
which procedures
need to be
developed to
implement and
monitor the terms of
the agreement.
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11. TYPES OF
NEGOTIATION
STRATEGIES
Getting to
Yes by William
Ury and Roger
Fisher
Getting
More by Stuart
Diamond
Never Split the
Difference by Chris
Voss with Tahl Raz
Presentation Title
https://study.com/academy/lesson/what-is-negotiation-the-five-steps-of-the-negotiation-
process.html#:~:text=The%20negotiation%20process%20consists%20of,party%20to%20resolving%20the%20conflict.
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12. This book, and the concept of principled
negotiation that it introduced, was
determined to change the way people make
deals, and millions of readers flocked to it to
digest its sage advice. In principled
negotiation, one moves successfully through
the process by determining which needs are
fixed and which needs are flexible for the
negotiators. It was meant to be a negotiation
strategy by which agreements could be made
without damaging business relations.
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Getting to
Yes by William Ury
and Roger Fisher

13. FIVE MAJOR POINTS
Separate the
people from the
problem
This describes the
way the parties
should interact with
each other
throughout the
negotiation process.
Negotiators are only
people, and they
have personal
interests in their
positions.
Focus on
interests, not
positions
A party’s position is
something he has
decided upon. His
interests are the
reason why he’s
made that particular
decision. Each party
should attempt to
explain their interests
clearly and have a
full understanding of
the other party’s
interests.
Invent options
for mutual gain
It’s during this stage,
that falls within the
bargaining
discussion part of the
process, that parties
should get together
and try to generate
as many possible
options for
resolution. Parties
can focus on shared
interests to generate
as many win-win
solutions
Insist on using
objective criteria
Using objective
criteria can keep the
discussion polite and
the relationship
preserved during the
negotiation process
Understand your
“BATNA”
The BATNA – the
best alternative to a
negotiated
agreement – is the
most advantageous
course of action a
party can take if
negotiations fail and
an agreement can’t
be made
Getting to Yes by William Ury and Roger Fisher
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14. Diamond’s approach focuses on finding and
valuing the perceptions and emotions of
others rather than using the traditional
tactics of power, logic, and leverage. “Think
of yourself as the least important person in
the negotiation,” a written quote on his
website suggests. “Even with hard bargainers,
it has to begin with their feelings and
perceptions, their sensibilities.”
Getting More emphasizes valuing the trust
aspect of negotiations, encouraging
participants to be transparent and
constructive, not manipulative.
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Getting
More by Stuart
Diamond

15. In Chris Voss’s negotiation strategy, by empathizing with the
other party, the negotiator is able to win trust and bring that
other party over to his side, where he then involves her in the
solving of “her problem
Chris Voss also provides some psychological techniques that
help connect you, as the negotiator, to the other party. He
suggests “mirroring” what the other party says by repeating
their last three words before adding your own thoughts.
Mirroring helps the other party feel more secure and heard.
The negotiator can also help foster a level of security with the
other party by giving them the chance to offer up a few “no”
responses to requests. “Pushing too quickly for a yes can lead
to mistrust,” he says. By asking questions that “bait the ‘no,’”
Voss helps the other party feel in control. “Is this a bad time to
talk?” he might ask. “No,” the other party might reply, “this is a
good time.”
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Never Split the
Difference by Chris
Voss with Tahl Raz

16. SEVEN
ELEMENTS
OF
NEGOTIATI
ON
THE ELEMENTS OF THE
HARVARD NEGOTIATION
METHOD
INTEREST
a position is what a party wants
whereas an interest is why
ALTERNATIVES
is rather a way to satisfy our
interests in the event that we
cannot do so in the negotiation
RELATIONSHIPS
help determine how fixed your
stance is on certain positions,
how aggressive you can be on
certain issues, and what
negotiation approach you can
take
OPTIONS
are the different combination of
outcomes possible. They differ
from alternatives, which explore
what happens if you cannot
reach an agreement.
LEGITIMACY
You need some objective
standard of fairness for the
claims made and not just
something that you have
discussed at the negotiating
table.
COMMUNICATIO
N
It goes beyond voicing your
position and your offer. It also
involves listening, the tone of
your voice and even body
gestures and movements
COMMITMENT
Firstly, you want to ensure
that the outcome that you
have agreed to is realistic.
Secondly, both parties must
be able to uphold their end of
the bargain.
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17. Building
Rapport
and Trust
Understandi
ng Interests
and Needs
Managing
Emotions
Creating
Win-Win
Solutions
EFFECTIVE
COMMUNICATION
IN NEGOTIATION

18. STRATEGIES FOR
EFFECTIVE
COMMUNICATION
IN NEGOTIATION
Active Listening
Understand, Empathize, and
Clarify
Clear and Concise
Communication
Say What You Mean
Non-Verbal Communication
Pay Attention to Body
Language
Emotional Intelligence
Manage Emotions
Effectively
Use Effective Questioning
Techniques
Gather Information and
Clarify
Negotiate with Respect and
Courtesy
Foster Collaboration
Flexibility and Adaptability
Be Open To New Ideas
Practice Active Negotiation
Continual Improvement
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19. Effective communication is a critical component of
successful negotiation. By actively listening,
communicating clearly, managing emotions, and
fostering collaboration, negotiators can build trust,
understand each other's needs, and reach
mutually beneficial agreements. Incorporate these
strategies into your negotiation toolkit and
continually practice and refine your
communication skills. By doing so, you will
enhance your ability to navigate complex
negotiations and achieve successful outcomes.
Remember, effective communication is the key to
unlocking the full potential of negotiation.
- TANVEER MOHAMMAD NOMAN

20. REFERENCES
• https://www.uagc.edu/blog/what-organizational-
management#:~:text=Organizational%20management%20refers%20to%20the,effic
ient%20operations%20and%20optimal%20performance.
• https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-
leading-and-controlling-2/
• https://smallbusiness.chron.com/importance-organizational-skills-2885.html
• https://study.com/academy/lesson/what-is-negotiation-the-five-steps-of-the-
negotiation-
process.html#:~:text=The%20negotiation%20process%20consists%20of,party%20t
o%20resolving%20the%20conflict.
• https://www.thetrainingbox.eu.com/the-7-elements-of-the-harvard-negotiation-
method/
• https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/stages-of-
negotiation/
• https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/types-of-
negotiating-strategies/
• https://www.toppr.com/guides/business-studies/directing/communication/
• https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.investopedia.com%
2Fterms%2Fn%2Fnegotiation.asp&psig=AOvVaw0hBto1NHDj61lgWZS1Tk2Q&ust=1
696172933622000&source=images&cd=vfe&ved=0CAUQjB1qFwoTCLCyu-
rO0oEDFQAAAAAdAAAAABAE
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21. Thank you