4 14.3 Talking shop Vocabulary Writing the missing words in these sentences. 1. We'll send you a of our product 2. How can we sales without taking on more sales staff 3. I've noticed that there has been a towards ordering later 4. There is an enormous market for this product 5. ACME plc is our major 6. What of sales de nticipate in your region? 7. We have built up a great de among our regular customers 8. After that report on TV, we have had a lot of good 9. Even a company that has a invests in marketing and sales 14.4 Co-operation and competition Reading Read this article and then fill each gap below with one word CO-OPERATION AND COMPETITION IN NEGOTIATION Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above all have a good understanding of the subject. They must also be aware of he general policy of the company or institution in relation to the issues and they must be familiar with the organization structure and the decision-making process However, awareness of these facts may not necessarily suffice to reach a successful outcome personal, human factors must be taken into account. The approach and strategy adopted in negotiating are influenced by attitude as well as by a cool, clear logical analysis of the facts and one's interests. The personal needs or the actors in negotiating must therefore be considered These can include a need for friendship, goodwill, credibility, recognition of status and authority, a desire to be appreciated by one's own side and to be promoted and, finally, an occasional need to get home reasonably early on a Friday evening. It is a well-known fact that meetings scheduled on a Friday evening are shorter than those held at other times. Timing can pressure people into reaching a decision and personal factors can become part of the bargaining process Researchers who have studied the negotiating process recommend separating the people from the problem. An analysis of negotiating language shows that, for example, indirect and impersonal forms are used. This necessity to be hard on the facts and soft on the people can result in the lex, almost ritualistic, style of negotiating I anguage varies according to the negotiating style. In negotiating you can use either a co-operative style or a competitive one. In the co-operative style the basic principle is that both parties can gain something from the negotiation without harming the interests of the other. Or in other words that both parties will benefit more in the long run in friendship and co-operative even if they make some concessions. This type of negotiation is likely to take place in-house between colleagues and departments, or between companies when there is a longstanding relationship and common goals are being pursued Unfortunately co-operative style negotiations without a trace of competition are rare. In most 22 4. ___________________________________________________________________ 14.3 Talking shop Vocabulary Writing the missing words in these sentences. 1. We’ll send you a _______ of our product. 2. How can we _______ sales without taking on more sales staff? 3. I’ve noticed that there has been a _______ towards ordering later. 4. There is an enormous market for this product _______. 5. ACME plc is our major ________. 6. What _______ of sales do you anticipate in your region? 7. We have built up a great deal of _______ among our regular customers. 8. After that report on TV, we have had a lot of good _______. 9. Even a company that has a ______ invests in marketing and sales. 14.4 Co-operation and competition Reading Read this article and then fill each gap below with one word. CO-OPERATION AND COMPETITION IN NEGOTIATION Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above all have a good understanding of the subject. They must also be aware of the general policy of the company or institution in relation to the issues and they must be familiar with the organization structure and the decision-making process. However, awareness of these facts may not necessarily suffice to reach a successful outcome. Personal, human factors must be taken into account. The approach and strategy adopted in negotiating are influenced by attitude as well as by a cool, clear logical analysis of the facts and one’s interests. The personal needs or the actors in negotiating must therefore be considered. These can include a need for friendship, goodwill, credibility, recognition of status and authority, a desire to be appreciated by one’s own side and to be promoted and, finally, an occasional need to get home reasonably early on a Friday evening. It is a well-known fact that meetings scheduled on a Friday evening are shorter than those held at other times. Timing can pressure people into reaching a decision and personal factors can become part of the bargaining process. Researchers who have studied the negotiating process recommend separating the people from the problem. An analysis of negotiating language shows that, for example, indirect and impersonal forms are used. This necessity to be hard on the facts and soft on the people can result in the sometimes complex, almost ritualistic, style of negotiating language. Language varies according to the negotiating style. In negotiating you can use either a co-operative style or a competitive one. In the co-operative style the basic principle is that both parties can gain something from the negotiation without harming the interests of the other. Or in other words that both parties will benefit more in the long run in friendship and co-operative even if they make some concessions. This type of negotiation is likely to take place in-house between colleagues and departments, or between companies when there is a longstanding relationship and common goals are being pursued. Unfortunately co-operative style negotiations without a trace of competition are rare. In most