Chapter 1

Team building translate into success You are ready to incorporate some team building into your group's activities so that you can improve their ability to perform well as a group. It is critical for people who work (or even play) together to be able to work with each other. You have confidence in each of your employees and you want to ensure that every bit of their time is maximized to be focused on the job. To accomplish this, you need to consider exercises and activities that can help to develop their ability to work together. Even the best of managers will need additional tips and methods to help them to take an ordinary experience and make it a successful one. The following are a few tips you can use to build your event successfully. 1. Be sure that for every aspect of your activity, for example each small group activity or small task, there is a goal established. What do they need to accomplish both in the activity and in the building activity? 2.Try to incorporate the skills of each team member into the process of establishing the activity. For example, if each participant needs to provide some skill for the whole group to accomplish an activity, ensure that each participant is doing an activity that they can do well in. 3. Ensure that the group activity is something that can translate into the work place. For example, there should be some type of parallel from the activity to the actual work place situation in order for this activity or event to be a success. 4. Endeavour to remove the group from the work place. While some activities may seem to be a great choice for in the office, getting them out of the office is critical to actually focusing on the goals rather than on the staff, the day to day tasks and habits that they have. 5.Avoid the preaching. Whilst there is an importance of building your team through motivating speeches and organised activities together, if you only use a preaching method, you and your team will miss out on the actual learned benefit. People do not react well to simply being scolded or lectures the entire time. As you work to build your team, keep in mind that the best events are those that you all can work together to accomplish because you are using the skills that you already have. It is critical to develop a group activity that works for everyone and in some way shows off the same skills that they use in the work setting. That way, anything learned and obtained through the actual team building exercises and activities can be taken away and immediately applied to their daily work life.

Why do people join in a group? Why do people join groups? Why do people want to be around other people? Is it because they are bored with themselves or may it be that they need a hand or two to help them out with something? There are many reasons why people want to form groups and for a

healthy lifestyle its good to join a group, researches have said,Human interaction especially in a group format with a few members is mentally good for the human brain. Groups form because four people may have a certain hobby in common or have something in common in general, groups many times form in the work field because the manager needs to assign a project to a group and not let employees run solo. Groups often are a better source of knowledge than one individual and it kind of goes back to the old saying of two heads are better than one. Going along with that saying, it is sweet and simple that a group is definitely more powerful on providing a better quality result and smarter decisions than an individual can if he/she is working alone. Dont get me wrong though, there is a variety of reasons that people join groups but I am explaining the base of why a group is more powerful than an individual. You can easily say there are members of a certain group that are motivated by task concerns meanwhile, there is a handful of members of a certain group that are motivated by interpersonal attraction to the rest of the group members. The first out of the four reasons why people join groups is interpersonal needs. There are two theories that provide us the definitions of what Interpersonal needs are and they are Maslows Theory and Schutzs Theory. Maslows Theory is formed of five components that make up a triangle of superior hierarchy; they are Physiological Needs, Safety Needs, Belongingness Needs, Esteem Needs, and Self-Actualization Needs. Schutzs Theory is based on Inclusion Need, Control Need, and Affection Need, Interpersonal Needs deals with interpersonal behavior. These three things are the basic human needs that influence all individuals as they form and interact in groups. Now, every person is his/her own person and needs vary but often groups provide settings in which such needs can be satisfied. The second reason is group and team goals and these goals are identified by accomplishments that transcend the group members individual goals. Accomplishments of team goals in the workplace are related to greater group attraction, individual satisfaction, and employee job satisfaction. Once individuals adopt group goals, however, their individual goals are superseded. The many needs and goals that individuals bring to

small groups may be incompatible with the groups goal. This is a potential source of problems in small group communication. Group and teams goals are just as important as individual needs and goals that need to be achieved but when you are part of a group, communication has to surpass its standard level just so every member of that group will understand each other. Moving onto the third reason and that is Interpersonal attraction which is built upon similarity, complementarity, and last but not least physical attractiveness. Brief summary on all these, similarity deals with how compatible are you with other members in your group and what do you have in common with each and every one of them. Complementarity deals with when one of the members needs to perform one need while another group member wants that need to be perform on themplease dont get the wrong idea here. For example, one member has a high need to control while another member has a high need to be controlled. The final one is physical attractiveness and to each an every one of us we are beautiful in our own little way. The only thing is that in a group physical appearance diminishes in importance over time and it is more important to males than females. Basic thought is that, people will be attracted to others that relatively look like they look on the outside. The final reason is Group attraction and this deals with members can be attracted to a group because they are attracted to the members but they may be attracted to the group itself if you havent thought about that. Starting with group activities, people that are into the same activities few other people are, they are more likely to form a group. They are able to have discussions about those activities and most often find out they have more in common than they thought. The same thought goes along for group goals, people are attracted to a certain group because of a certain goal but also to certain groups that are dedicated to their goals. Group membership dealing with how you participate and your work you put into a group which this deals with members themselves.

Chapter 2
Pointers of Young leader The God-Centered Heart It probably doesnt need to be said, but if you are going to be working with Christian teens you should be a Christian yourself. This doesnt mean that you have to be the most knowledgeable Christian in the world, but you do need to have some understanding of your faith and you need to have a heart centered on God. An effective youth worker will be able to demonstrate their own relationship with God as an example for teens. It is hard to teach someone something you do not do yourself. The philosophy Do as I do, not as I say, doesnt go very far with teenagers. Devotions, daily prayer time, and daily Bible reading will help you grow in your relationship with God and provide support in working in youth leadership. The Servant Heart The servant heart is also important. Youth ministry takes a lot of work. You will most likely need to be available to help set-up, clean-up, and attend events beyond regular services. Youth pastors often need a lot of help in planning and executing youth ministry events. Without a servants heart you are not setting a Christian example to your students. Being a servant is a huge part of being a Christian. Christ was a servant to man, and He called people to be servants to one another. It does not mean you have to be a slave to ministry, but you need to come ready to help out whenever possible. Big Shoulders Adolescence is hard, and Christian teens are no different. Just because they are Christians does not mean that they do not go through trials and tribulations like everyone else. A great youth worker is there for the students. He or she has big shoulders that can handle tears, laughter, introspection, and more. As a youth worker you carry the weight of what is going on in your students lives. Youth workers need to have empathy for the students they work with. Empathy is being able to put yourself in the students shoes. You also need to have good listening skills. It

is not okay to just hear what a student is saying. You should listen actively and ask questions. A lot of what teens say is between the lines. A great youth worker is available for students anytime. This does not mean sacrificing a personal life, as you need to set boundaries, but it does mean that if a student calls you in crisis at 2am, it is par for the course. Teen angst does not just happen between the hours of 9 to 5. A Sense of Responsibility and Authority Being responsible is a huge part of being an effective youth worker. You are a leader, and responsibility comes with the territory. You are responsible for certain tasks, supervision, and being an example. You need to be authoritative enough to keep students in line. Just because a teen is a Christian does not mean they make the best decisions. As a responsible and authoritative youth worker you need to set boundaries that show there is a line between you being a students friend and leader. Certain acts require that you contact parents and pastors. Certain actions mean that you have to stand up to a teen to tell him or her she is doing wrong. A Positive Attitude There is nothing more damaging to youth ministry than a cranky leader. If you complain the entire time, your students will start to associate negative traits with the youth group and church as a whole. Even in the worst of times you need to be able to put on a calm face. Keep your focus on the good in every situation. Yes, it is hard sometimes, but as a leader you need to keep your students focused in the right direction. There is a lot of responsibility when you become a youth leader. By learning to enhance the top 5 characteristics of a great youth leader, you can become an example to the students and other leaders. Your youth group will reap the rewards as your group grows. Take the time to find areas in which you can learn and grow as a leader.

International Leadership Examples

Henry Ford
Famous as Born on Born in Died on Nationality Works & Achievements Businessman 30 July 1863 Dearborn, Michigan 07 April 1947 United States Ford Quadricycle, Inventor and Owner of Ford Motors Company, Model T cars and production of several other automobiles.

Henry Ford, a renowned industrialist in America, was the founder of the Ford Motor Company. He also sponsored the development of the assembly line technique of mass production. Ford's launching of the Model T refashioned transportation and American automobile industry simultaneously. As a proud owner of the Ford Motor Company, he grabbed the status of one of the wealthiest and most famous person in the entire world. He was highly deemed for his concept 'Fordism' which involved huge production of cheap goods paired with higher pay to workers. Ford had a universal perception with consumerism as the root to peace. His earnest commitment to orderly decreasing costs came out in numerous innovations related to technical and business. These discoveries also included a franchise system under which a dealership was established in each city of North America and also on the main cities in six continents. In 1920s, Ford was recognized globally for a "Fordism System" that was looked to guarantee modernity, high salaries and inexpensive consumer goods but Ford's "Anti-Semitism" led to controversy in the same time period. Henry Ford Childhood and Early Life Henry Ford was born on July 30, 1863 on a farm in Greenfield Township close to Detroit, Michigan to William Ford and Mary Litogot. His father was born in Ireland but belonged to a family of Western Englands origin. His family migrated to Ireland when the plantation was created by English. His mother was from Michigan whose parents died when she was quite young and was then adopted by her neighbors. When Henry was in his teens, his father gifted him a pocket watch. At the young age of 15, he dissolved and reunited the timepieces of neighbors and friends many times and

gained a status of a watch repairman. In 1876, Ford was highly depressed by the demise of his mother. His father wanted him to take over the family farm over the course of time but he denied telling his father that he loved the farm just because his mother was there. In 1879, Ford left home and started working as an amateur machinist in Detroit city. He started with James F. Flower & Bros and later with the Detroit Dry Dock Co. But in 1882, he returned back home to work of the family farm and became adroit at operating the Westinghouse portable steam engine. Ford was eventually appointed by Westinghouse Company for steam engines servicing. Simultaneously, he also studied bookkeeping at Goldsmith, Bryant & Stratton Business College in Detroit. Career Henry Ford was hired as an engineer with the Edison Illuminating Company in 1891 and later became chief engineer after his promotion in 1893. He then had a lot of time to dedicate to his personal experiments on gasoline engines. These experiments ended up in 1896 when he completed his self propelled vehicle and named it Ford Quadricycle. On June 4, he test drove the vehicle several times and came out with various methods to improve the vehicle. Ford was introduced to Thomas Edison in 1896s meeting. The latter agreed of Fords automobile experimentation, which encouraged him to further experiment. Thus in 1898, Ford designed his second vehicle. With the support of the capital of Detroit lumber baron William H. Murphy, he resigned from Edison and established at Detroit Automobile Company on August 5, 1899. But the automobiles produced in this company were of poor quality and expensive. For the same reason, the company got dissolved in 1901. In 1901, C. Harold Wills supported Ford to design and built a 26-horsepower automobile. With the ultra success of this automobile, Murphy and other stockholders in the Detroit Automobile Company came together to form the Henry Ford Company on November 30, 1901. Ford worked as a chief engineer. But when Murphy brought Henry M. Leland as a consultant in the company, Ford left it bearing his name in 1902. Afterwards, Murphy renamed the company as Cadillac Automobile Company.

Ford then teamed up with the former racing cyclist Tom Cooper and produced the awesome 80+ horsepower racer "999" which was driven to victory in a race by Barney Oldfield in the late 1902. Ford Motor Company Ford with the support of an old acquaintance, Alexander Y. Malcomson, a Detroitarea coal dealer, established an automobile manufacturing company named "Ford & Malcomson, Ltd. Ford designed a cheap automobile and both the partners leased the factory. They finalized a contract with a machine shop owned by John and Horace E. Dodge to give over $160,000 in parts. The sales were very slow which gave birth to a crisis when the Dodge brothers asked for the payment of their initial shipment. With the response, some more investors were brought in by Malcomson, drawing the Dodge brothers to take a portion of a new company. On June 16, 1903, Ford & Malcomson was reabsorbed as the Ford Motor Company with the capital of $28,000. Ford and Malcomson, the Dodge brothers, Malcomson's uncle John S. Gray, Horace Rackham, and James Couzens were some original investors in Ford Motor Company. Ford organized an exhibition of a newly designed car on the ice of Lake St. Clair. He drove a mile in only 19.4 seconds, establishing a new land speed record at 91.3 miles/hour. The race driver, Barney Oldfield seeing the success of this vehicle gave a name to this model 999 honoring racing capabilities. He took the new automobile around the country which made Ford, a well known brand all around the United States. Henry Ford was also among the initial backers of the Indianapolis 500. Model T On October 1, 1908, the Model T was introduced which came out with some innovations like steering wheel on left, enclosed engine and transmission, solid black was given to four cylinders, etc. The car was very easy to operate and drive, simultaneously it was cheap accompanying with inexpensive repair. In 1908, it was sold at $825 only. Amazingly, the price of the car felt down every year. By the same, Ford grabbed excessive publicity in Detroit ensuring that each newspaper must have stories and advertisement about this new vehicle. Eventually, the car was known all

over the North America. Fords views to come out with efficient and cheap products made him introduce moving assembly belts into his plants in 1913, especially for farmers enabling huge increment in production. With the passing of the days, sales kept on increasing and by 1918, every second car in America was Model T. The final total production was an amazing 15,007,034. In December 1918, Ford passed his presidency of Ford Motor Company to his son, Edsel Ford but the final decision authority was with Henry himself. Afterwards, Ford established another company called Henry Ford and Son. He just enacted as if he were about to take his best employees to the new company but the actual goal was to frighten the rest of the holdout stockholders of the Ford Motor Company so that they sell their stakes to him, before their value is lost. The trick worked and Henry and his son purchased all the shares from the stockholders and thus, making the family the sole owner of the company. But as a result of increasing competition, the sales of Model T declined horribly by mid 1920s. Though Edsel urged Henry to make changes in Model T so that it could be in sync with the newer models offered by the other companies, the latter denied. Later Career By the year 1926, Henry realized that he could not go longer just remain solely dependent on his Model T and thus, evolved Model A. While Henry looked after the technical aspects of the car, such as the design of the engine, chassis and so on, his son Edsel worked on the exterior body of the vehicle. In the December of 1927, Ford Model A finally hit the road and was much appreciated and applauded by the mass. By 1931, more than 4 million of Model A cars was produced. Following that year, Ford Company adopted an annual model change system. Ford Airplane Company During World War I, Ford stepped in the aviation business and built Liberty engines. Although post-war the company went back to manufacture automobile but in 1925, it took the Stout Metal Airplane Company. Fords aircraft, 4AT Trimotor (Tin Goose)

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gained great success. The plane was very similar to Fokker's V.VII-3m. The Trimotor took its first flight on June 11, 1926 accommodating 12 passengers at a time. Ford was later honored by the Smithsonian Institution for changing the aviation industry. After producing about 200 trimotors, the production stopped in 1933 because of poor sales. International Business Ford always believed in the companys global expansion. His views were also that the international trade and cooperation led to global peace. In 1911, he established Ford assembly plants in Britain and Canada. In a short span of time, the company became the largest automobile manufacturer in the world. Ford, in collaboration with Agnelli of Fiat, introduced the first Italian automotive assembly plants in 1912. In 1920s, first plant was launched in Germany, Australia, India and France and by 1929, Ford had dealerships on six continents. Ford also experimented taking a commercial rubber plantation in the Amazon jungle known as Fordlndia but it failed. Ford agreed on Joseph Stalin's invitation to build a model plant at Gorky. The Ford Motor Company had a policy under which the company could do business in any country where the United States had diplomatic relationships. By the year 1932, Ford became one-third manufacture of automobiles all over the world. Most of the people insisted that Fordism illustrated American capitalist development and the automobile industry was the key to studying the economic and social relations in the United States. Later Career Edsel Ford died of cancer in May 1943, following which Henry assumed the presidency of the Ford Motors Company. But by this time Ford was elderly and ailing. He also had some cardiovascular problemsand was mentally unfit, therefore not suitable for the post responsibility. The directors of the company nevertheless elected him, but he served the position until the end of the war only. During this time span, the company faced a huge decline and lost more than $10 million a month. The administration of President Franklin Roosevelt also considered that the company should be taken over by the government but this consideration never progressed. 11

Awards & Honors 1928: Was awarded the Franklin Institute's Elliott Cresson Medal. 1938: Ford was presented the Grand Cross of the German Eagle, which happens to be the highest medal awarded by Nazi Germany to foreigners. 1999: Was among 18 included in Gallup's List of Widely Admired People of the 20th Century, from a poll conducted of the American people. 1965-78: United States Postal Service honored Ford with a Prominent Americans series. Timeline: 1863: Henry Ford was born. 1879: Worked as a machine apprentice. 1882: Returned back home and worked steam engine operator. 1888: Wedded Clara Bryant. 1893: The couple was blessed with a baby boy, Edsel. 1896: Successfully demonstrated his experiment by running his first car, Ford Quadricyle. 1899: Backed by some investors, established the Detroit Automobile Company on August 5. 1901: Detroit Automobile Company was dissolved; Henry Ford Company was formed 1902: Ford left Henry Ford Company; Teamed up with Tom Cooper to produce 999 1903: Ford, partnered with some other investors, formed the Ford Motor Company with a capital of $28,000. 1908: Model T was introduced. 1913: Mass production of Fords moving assembly line began. 1918: Edsel succeeded Henry as the President of Ford Motor Company 1920: Popularity of Fords car was on the peak. 1926: Drop in the sales of Model T prompted Henry to make a new car, Model A. 1930: Universal Credit Corporation owned by Ford emerged as a major car financing organization. 12

1938: Ford was presented the Grand Cross of the German Eagle, which happens to be the highest medal awarded by Nazi Germany to foreigners. 1943: Edsel Ford expired; Henry Ford yet again gained control over the company. 1945: Owing to his ill health, Henry gave over the presidency to his grandson Henry Ford II. 1947: Henry Ford died of cerebral hemorrhage.

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Andrew Carnegie
Famous as Born on Born in Died on Nationality Works & Achievements Industrialist, Businessman, Entrepreneur and a major Philanthropist. 25 November 1835 Dunfermline, Fife, Scotland 11 August 1919 United States Established Carnegie Steel Company which was the largest enterprise in the world before its merger into U.S Steel, Founded many philanthropic organizations like Carnegie Corporation of New York, Carnegie Endowment for International Peace and the Carnegie Museums of Pittsburgh.

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Andrew Carnegie was a ScottishAmerican industrialist, businessman, entrepreneur and a major philanthropist. Carnegie earned the major part of his wealth in steel industry. He built the Carnegie Steel Company which in 1890s was the largest and most profitable industrial enterprise in the world. Later, he sold it to J.P. Morgan who created U.S. Steel. Carnegie, in the later part of his life, turned towards philanthropy and did significant work in the field of education and culture. He founded various organizations like Carnegie Corporation of New York, Carnegie Endowment for International Peace, Carnegie Institution of Washington, Carnegie Mellon University and the Carnegie Museums of Pittsburgh. Carnegie was considered as the second-richest man in history after John D. Rockefeller. Andrew Carnegie Childhood & Early Life Andrew Carnegie was born on November 25, 1835 in Dunfermline, Fife, Scotland. His fathers name was William Carnegie. Following the hard times as a handloom weaver and being a victim of widespread starvation, his father decided to move his family to Allegheny, Pennsylvania in the United States in 1848. Andrew started as a bobbin boy at the age of thirteen, changing spools of thread in a cotton mill 12 hours a day, for 6 days a week. For this, he was paid a meagre wage of $1.20 per week. In 1850, he took the job of a telegraph messenger boy in the Pittsburgh Office of the Ohio Telegraph Company, at $2.50 per week. The new job had its benefits; Andrew now could enter the local theatre without paying any admission fee. Within a year, the young Andrew was promoted to the post of operator. In 1853, Andrew was employed by Thomas A. Scott of the Pennsylvania Railroad Company as a secretary/telegraph operator. At the age of eighteen, Andrew Carnegie became the superintendent of the Pittsburgh Division. His job at Pennsylvania Railroad Company proved to be 15

Andrew Carnegie Timeline: 1835: Born in Dunfermline, Fife, Scotland. 1848: His family moved to Allegheny, Pennsylvania in the United States. 1850: Took the job of a telegraph messenger boy in the Pittsburgh Office of the Ohio Telegraph Company. 1853: Was employed by Thomas A. Scott of the Pennsylvania Railroad Company. 1855: With the help of Scott invested 500$ in the Adams Express. 1881: Took his family to a trip to United Kingdom. 1886: His younger brother Thomas died, purchased the iron ore fields around Lake Superior, Published his renowned book, Triumphant Democracy. 1888: Bought the rival Homestead Steel Works 1892: Combining all his assets and those of his associates, he formed Carnegie Steel Company. 1901: Sold his company to J.P. Morgan for the formation of United States Steel Corporation. 1919: Died in Lenox, Massachusetts due to bronchial pneumonia.

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Chapter 3
Sources of Conflict There are many causes or reasons for conflict in any work setting. Some of the primary causes are:

Poor Communication: different communication styles can lead to misunderstandings between employees or between employee and manager. Lack of communication drives conflict underground. Different Values: any workplace is made up of individuals who see the world differently. Conflict occurs when there is a lack of acceptance and understanding of these differences. Differing Interests: conflict occurs when individual workers fight for their personal goals, ignoring organizational goals and organizational well-being. Scarce Resources: too often, employees feel they have to compete for available resources in order to do their job. In a resource scarce environment, this causes conflicts despite awareness of how scarce resources may be. Personality Clashes: all work environments are made up of differing personalities. Unless colleagues understand and accept each others approach to work and problem-solving, conflict will occur. Poor Performance: when one or more individuals within a work unit are not performing - not working up to potential and this is not addressed, conflict is inevitable.

Resolving Workplace Conflict Addressing Conflict There are a number of ways that can be utilized to address workplace conflict: Avoidance: hiding our head in the sand, hoping the conflict will go away. Collaboration: working together to find a mutually beneficial solution. Compromise: finding the middle ground whereby a little is given and little is gotten. Competing: may the best person win. Accommodation: surrendering our own needs and wishes to please the other person. It is generally believed that either collaboration or compromise are the most productive forms of addressing conflict because there is not a winner or loser but rather a working together for the best possible solution. Conflict Resolution Arriving at a positive resolution of conflict is always the ultimate goal. In resolving conflict, it is important to make sure you do the following:

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Clearly articulate the causes of the conflict openly acknowledging there will be differing perceptions of the problem(s). Make a clear statement of why you want the conflict resolved and reasons to work on conflict. Communication of how you want the conflict resolved. Address the issues face-to-face (notes, email correspondence, memos are not a productive way to resolve differences). Stick to the issues. In trying to resolve conflict, it is tempting to resort to name calling or bring up issues from the past. It is important to address specific behaviors and situations if change is to take place. Take time out if necessary. In the resolution of a conflict, our emotions may interfere with arriving at a productive resolution. If this transpires, take a time-out and resume resolving the conflict at another designated time.

Concept of Negotiation 1) It is a process by which the involved parties or group resolve matters of dispute by holding discussions and coming to an agreement which can be mutually agreed by them. It also refers to coming to closing a business deal or bargaining on some product. 2) It also means exchange of negotiable instruments such as bills of exchange, cheques etc in exchange of goods, service or money. Objectives Of Negotiation Negotiation: objectives In Negotiating Contracts the normal objectives will include one or more of the following: Certainty The aim of contract negotiation is firstly to achieve certainty, to record what is being supplied, when, in what quantities and to what standard, and what are the consequences of delay or failure to meet the agreed requirements. Many a dispute is caused by the failure of the parties to define at the beginning of their relationship exactly what is going to happen; one example in my experience was the failure of a major IT agreement because the parties both thought that their man was project managing the project, in fact the issue had never been agreed. This is especially important in the case of complex projects, where project plans and methodologies will normally be prepared as part of the contractual documentation. The Best Deal Seeking clarity does not conflict with the view that negotiations should achieve the best deal, it merely points out that both parties to a negotiation have to understand what it is that they have agreed to. Many disputes have their origins in a lack of clarity. Careful discussions 18

of each element of the deal also ensure that each party's objectives are acknowledged and dealt with. In the main negotiators should aim for a win-win solution which benefits both parties. Achievement of an Organization's objectives In their book "Drafting and Negotiating Computer Contracts", Paul Klinger and Rachel Burnett [pub. Butterworths, London 1994, to be reissued Nov. 2002] the authors note that "The goal of every negotiation must be to achieve a result which, even if it falls short of the original objective, can be considered a satisfactory advancement towards it. Compromise is an essential feature of most successful negotiations: each party needs to walk away afterwards feeling that he or she has gained." (Chapter 2, page 13) Although most people, when asked, will say that money is the most important element in negotiation, in practice it may be only one of a number of elements. Only in unsophisticated markets, is pricebargaining the main element of the discussions. In most markets, quality, reliability of supply, the transform of "know-how" and the creation of a long-term relationship will be of equal or greater importance. Creation of a long-term relationship between the parties Whilst this is not always possible, and some cultures, such as the Japanese, place more emphasis on this aspect of negotiation, this is increasingly important as companies build networks of alliance partners. Partnering in industries like aerospace and IT is essential, due to the complexity of the products and related projects. As the supply chain evolves into a virtual organization partnering is becoming increasingly important in all industries. The "Ritual Dance" Few organizations are prepared to acknowledge that the process of negotiation often serves internal political functions. The process of negotiation with third parties may be necessary ensure that new policies are accepted within the organization. There may also be a political or social need to "prove" that the company has driven a hard deal with the other party. This is sometimes the case in cultures like South Africa, which are often exposed to high levels of conflict within their societies. US companies will sometimes be driven by such concerns. Sometimes being shouted at is just a normal form of social discourse in that society; it may have no serious aggressive meaning. A skilled negotiator will ignore bad behavior by the other side and proceed with the deal, or maneuver the opposing negotiator into a fight where his (and it not always a he) aggression blinds him to his real objectives - he also needs a deal and to retain his kudos with his fellows. Like a

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skilled ju-jitsu fighter the negotiator will seek to let the opposing side over-balance. Never, ever, lose control of your temper during negotiations. Walkover deals can be achieved and these normally happen where ignorance leads the other side to negotiate in a very aggressive manner, this results in a game known as "chicken", the first one to jump loses. In such situations the normal course of events is that one person underestimates the other side and announces to the other members of his team that he will wipe the floor with that idiot, or words to that effect; the negotiation then becomes unpleasant. The game is played by sitting tight, being aggressive back if necessary, shouting if you have to. The other negotiator then makes the mistake of linking his ego to the game, and in his determination to win he loses control and loses face in front of the group, especially if you remain calm in the face of his behavior. There are variations to this game. The Board room politics of the other company are nothing to do with the negotiator; who may have to take care to ensure that the negotiation reflects a number of critical elements within his own organization, for example legal and sales. A Negotiator is also paid to walk away from a bad deal A good negotiator must be prepared to walk from a bad deal, not to get the sale at any price. Your company will not normally thank you for an unprofitable contract, or one with a poor partner, or where it is unclear what the other side will actually do. If your company is prepared to make a deal at any price, unless this is the launch sale, then it has problems, see commercial infrastructure. Not all deals are good ones... A good negotiator must be prepared to walk from a bad deal, not to get the sale at any price. Your company will not normally thank you for an unprofitable contract, or one with a poor partner, or where it is unclear what the other side will actually do.

Importance Of Negotiation While negotiations are the key for any successful business, it is vital for any organization to make correct and pleasant agreements with the opposite parties they are dealing with. The better you are at negotiating, the better your position gets, the smallest of negotiating mistakes can ruin the whole company and finally we see there are no takers for it. As much important is stressed on business communications, negotiating a deal plays a similar role, almost the same, there is not much difference in both the terms, provided they are used in separate dictums, although the same! Okay, so lets not get in to all that 20

confusion, instead lets get better at negotiating our business plans. Some people strike a good business deal with effective negotiation, there is no luck factor involved, no emotions or magic days work, what works in grabbing a deal is hard core marketing of your company if you want to sell or buy the products, or taking over or mergers. Negotiation requires lots of business discipline; these are the factors, which are counted by the opposite parties while striking a deal. Negotiations are a part and parcel of any business unit, whether small or big, you have to make your point straight and clear with the negotiating parties. For a successful business relations and negotiation, I bring you some basic steps people follow before negotiating any type of a business deal. No matter, whatever type of business you are in to, or negotiating on behalf of your company, be very confident and analyze each of your negotiating points in detail: Preparation All the business dealings require a business planning, for capitalizing of funds, or selling their products, or taking over the companies. Gather all the positive points about your company if you are looking to sell your company, if the person you are going to deal with is very experienced in his field, he may want to find loopholes, give him no chance of any arguments, have all your details ready. Some individuals have specific styles of negotiating, you can talk to individuals who have dealt with the person earlier, and you would be better prepared for the outcome. If you are negotiating as a buyer, have a detailed knowledge about the product, before you finalize the deal, more often than not; individuals having nil knowledge are the biggest prime targets of cheating. Have all your goals fixed in the mind before you go for any negotiations, provide them more information than they expect from you and be realistic of your undertakings. There may be many hurdles in getting in to fixed terms and conditions during the deal, the best is to prepare yourself for all types of outcomes and be ready with the solution. Strategies Business Strategy is the base of any business communication; unless you have a strategy planned, how can you negotiate? A proper planned strategy with detailed business information is a must if you are looking for smooth negotiation without any compromises. Nothing will come to you at first hand, you will have to strive hard for

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getting things done, and remember you wont get something without asking, so be clear on the things you expect from them. Leverage Find the grounds that will give you good leverage on the opposite parties, once you find even a single thing they are lagging behind in, bring that point forward while your negotiations are on and in mean time you can keep gathering all your plus points. If you are negotiating as a supplier and if market demands are more than the supply, you would be in a better position at bargaining and be sure of your terms and conditions. If your products market demand is low than the supply, then you cannot do much about it except that you can create yourself a strong foundation and demonstrate your knowledge and skills and expertise of your profession, perhaps that may yield you good returns. Offer The next thing after going through varied negotiating sessions, comparing both sides demands and leveraging of positive notes, there comes the actual offer. Your companys or the other partys offer should have a detailed info on all the terms and conditions accepted in the negotiations, it should have all the specifics, the offer price, quantity and quality of goods, the deliverables, incentives to be paid if any, royalties to be paid if any, the warranties given by whatever negotiating parties, the terms and acceptable conditions and other important details. Avoid misunderstandings relating to any of your dealings with other parties; have everything written in papers legally. Every step of your negotiation and dealing would be a learning process so grab the maximum you can from the processes. Win on win Negotiations for companies are done on par with the quality output the company is yielding and the parties for business, communicate accordingly. Understanding each others priorities goes a long way in building positive relations and bonds for a successful business venture. You should not be solely looking for your benefits, give important look up on what other parties have to say and limit your plans accordingly. Have their importance at their place and bring forward all the things you want in your negotiations. Deal Closure

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The deal closures may bring along the happy news for both the parties, remember its the end game and all the plans and strategies are fixed, you cannot turn your back nor change your plans now without informing the other party. Its the long job completed and you have to start taking steady steps in to fulfilling your obligations towards the deal made. Negotiations are very much a part of business culture, they keep happening round the year, you need to be very specific of what you want for your company, what are your targets, things you want to take over, the expertise you want to get in your company and the amount of stakes you can give. Be clear on whatever steps you are taking.

Chapter 4
OB Equation Knowledge * Skill= Ability Attitude * Situation= Motivation Ability * Motivation = Potention Human Resources Potential Human Performance* Resources* Opportunity= Organizational Results.

Ways of removing workload or pressure Adequate sense of time management. Work/Job is an play or game. Appropriate mental strength. Arranging refreshment as well as entertainment. To understand job responsibility. If arise any complexity then share It with others. Environment & infrastructural development. Managerial Skills What makes a good manager? Innate traits or acquired skills? Assuming that a manager is one who directs the activities of other persons and undertakes the responsibility for achievement of objectives through such efforts, successful management seems to rest on three basic developable skills: technical, human and conceptual. The relative importance of these three skills varies with the level of managerial responsibility. (See diagram, below.)

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Technical Skill The technical skill implies an understanding of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures, or techniques; it involves specialised knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline. Vocational and on-the-job training programmes largely do a good job in developing this skill. Human Skill This refers to the ability to work with, understand and motivate other people; the way the individual perceives (and recognises the perceptions of) his superiors, equals, and subordinates, and the way he behaves subsequently. The person with highly developed human skills is aware of his own attitudes, assumptions, and beliefs about other individuals and groups; he is able to see the usefulness and limitations of these feelings. He is sufficiently sensitive to the needs and motivations of others in his organisation so that he can judge the possible reactions to, and outcomes of, the various courses of action he may undertake. Human skills could be usefully devided into (a) leadership ability within the manager's own unit and (b) skill in intergroup relationships. Experience shows that outstanding capability in one of these roles is frequently accompanied by mediocre performance in the other. Intragroup skills are essential in lower and middle management roles and intergroup skills become increasingly important in successively higher levels of management. To acquire the Human Skill, the executive must develop his own personal point of view toward human activity so that he will (a) recognise the feelings and sentiments which he brings to a situation, (b) have an attitude about his own experience which will enable him to re-evaluate and learn from them, (c) develop ability in understanding what others by their actions and words are trying to communicate to him and (d) develop ability in successfully communicating his ideas and attitudes to others. The process of acquiring this ability can be effectively aided by a skilled instructor through use of case problems coupled with impromptu role playing. It is important that

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the trainee self-examines his own concepts and values, which may enable him to develop more useful attitudes about himself and about others. Conceptual Skill This skill involves the ability to see the enterprise as a whole; it includes recognising how the various functions of the organisation depend on one another, and how changes in any one part affect all the others; and it extends to visualising the relationship of the individual business to the industry, the community, and the political, social and economic forces of the nation as a whole. The conceptual skill involves thinking in terms of the following: relative emphasis and priorities among conflicting objectives and criteria; relative tendencies and probabilities (rather than certainties); rough correlations and patterns among elements (rather than clear-cut cause-and-effect relationships). Training can enhance previously developed conceptual abilities. In developing the conceptual skill, some of the best results have been achieved through "coaching" of subordinates by superiors. One way a superior can help "coach" his subordinate is by assigning a particular responsibility, and then responding with searching questions or opinions, rather than giving answers. Another excellent way to develop this skill is through trading jobs: by moving promising young men and women through different functions of the business but at the same level of responsibility. Special assignments, particularly the kind which involve interdepartmental problems, can also help develop this skill. Relative Significance of Managerial Skills Conceptual Human Technical Supervisory level

Conceptual Human Technical Middle mgmt level Conceptual Human Technical * Top mgmt level

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* Technical skills are not so important for the chief executives in large organisations where such executives have extensive staff assistance and highly competent, experienced technical operators are available. In smaller organisations, however, where technical expertise is not as pervasive and seasoned staff assistance is not available, the chief executive has a much greater need for personal experience in the industry. Psychology Psychology is both an applied and academic field that studies the human mind and behavior. Research in psychology seeks to understand and explain thought, emotion and behavior. Applications of psychology include mental health treatment, performance enhancement, self-help, ergonomics and many other areas affecting health and daily life. Attitude development Attitude is one of the most important aspects of an individuals' personality. Having the right attitude makes it all the difference. If you take a close look at the most successful people out there, you will see that the individuals in any career, have positive attitudes. It is important to cultivate positive attitude towards life in order to achieve success in both professional and personal aspirations.

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