Negotiation goals and targets: Negotiation is a process of settling disputes between two or more people. Organizations negotiate their goals and objectives to help in increasing their productivity (Steele & Beasor, 2017). Negotiation goals vary among organizations; however, the goals are important in determining the negotiation skills, whereas the strategies are the dimensions used to determine the direction of the negotiation, whether it is a win-win or a win-lose. The strategies include, for example, an organization wanting to increase their profits while maximizing the fewer resources they have. They will have to come into the negotiation table with its staff to determine the specific goal they are interested in the negotiations.
Negotiation issues to achieving the goals; to avoid disagreements ensuing during the negotiation process, the negotiating parties from both sides should look into identifying the major issues that are likely to lead to goal achievement (Steele & Beasor, 2017). For the negotiation parties, each of them should consider the past historical events of related nature for the negotiation parties (Dorochoff, 2016). For example, if an organization is negotiating for a pay raise among its employees, the salary increase that the employees are asking should be reasonable. This will involve revisiting the previous salary increment sessions they have had in the past, and observing the amount of money that was increased after their plea. If each employee received an approximate of $50, then they should think of negotiating for a $60 increment.
Bargaining mix: Are the total issues that the negotiators want to be addressed at the negotiator table. Each bargaining mix has its targets (Steele & Beasor, 2017). An organization fighting for a salary increase for their employees will have a package that contains the allowances for the various positions, leave days, medical allowances, and welfare organizations benefits. These issues go hand in hand with the bargaining goal in question. This means that if the negotiators can convince the administrators in charge of their salary increase, they will benefit from the subsidiaries associated with the salary increase.
Interest: The interest of a negotiation strategy is the central point towards the success of a negotiating strategy (Dorochoff, 2016). In interest-based negotiations, the negotiators are targeting a win-win outcome. In these types of negotiations, both sides begin by putting forth their interests, rather than the proposals. It is an integrative negotiation often used to bring along a win-win situation.
BATNA: In some cases, the negotiators adopt a negotiation strategy known as BATNA; it refers to the best alternative to a negotiated agreement (Steele & Beasor, 2017). In this strategy, the negotiators come to the negotiation table with demands on what they need to win. It is mostly assumed by parties who have had failed negotiation outcomes before. BATNA offers excellent results if given time and patience.
Resistance points: are the extremes that can be reached if both parties fail to agree. At this point, there is no more room for the negotiators to engage, and the negotiation terms have reached a dead end (Steele & Beasor, 2017). For example, if the negotiators, wanted the employees to benefit from a $100 salary increase, and the employer insists on offering a $60 salary increase, there is a likelihood that the negotiators will approach a resistance point where the employer, may not want to stretch further. In this case, the negotiating organization should identify their goals, issues to be addressed, and the possible points of resistance that the employer may not want to exceed.
Before presenting themselves in the negotiator's table, organizations must ensure that their targets are achievable and measurable. Every negotiator must show their objectives are measurable and achievable. Opening bids are the offers that a negotiating organization is offered to make, for example, if allowed to make a bid on employees' salary increases, the negotiator can start by quoting $100 per employee, though their real target is about a $50 growth. In this case, the high quotation has widened the negotiations, and in the bid to reduce the salary increase, the employer may fall into accepting $80 per employee. Salary increases may be implemented, considering the social-economic situation of the region (Dorochoff, 2016). Issues presented to the third party is essential in ensuring that all topics of interest have been captured and submitted as required.
In conclusion, organizations must adopt adequate negotiation strategies that are target specific and able to achieve the results required. They should consider the BATNA strategy for the negotiating organization to achieve its results. The opening bid is important to negotiating organizations and must always seize the opportunity that comes along with the opening bid.
REFERENCES
Dorochoff, N. (2016). Negotiation Basics for Cultural Resource Managers. Routledge.
Steele, P. T., & Beasor, T. (2017). Business negotiation: A practical workbook. Routledge.
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