1.Negotiation is an element of (human) behavior
2.issues that are（negotiable）
3. takes…between…who have same (interests)
4.Negotiation takes…when…but also in (giving).
5.Negotiation takes…when negotiating parties (trust)…
6.The size of negotiating…limited to a (team) of…
7.If more experts…they should attend as (role handing) and (support) to…team. They should not have a (chief) brief. Experts and specialists need (training) just…
8.The difference between a successful and an (unsuccessful)…ability to (clo) a deal…its (maximum) level of distributing (enough)…The deal….when the (agenda) has…
9.If we are carrying out…(lasting)…that organization.
10.If they are the only people…(strong)…(weak)position.
11.If we are the stronger/dominant party..(quick).Then…(clo) to…minimum requirenment.
12.If we are the weaker/subordinate…(either) quick deal (or)…(oppenet).If there is no clear…(be to hold back).
13.It is said that (90%) of…with the (4%)…to be difficult
.14.The strategy” apparent withdrawal”…(forbearance)..little (deception).
15.Conflicts can provide new (information) about situation. ~bring a (problem) into.. can deal with. ~provide a new (perspective) on a situation. ~produce new (ideas) or new (approaches) to…~lead to a better (understanding) of onelf…It is important that…(maximize)…and (minimize)…of conficts
.16.At the start of…then to (asss)..;..the (differences) between; to analyze the (strengthes)of…(next negotiation).
17.The first principle…keep it ( flaid ) .The.. (espace routes).The.. u (times breaks)…between meetings.
18.Bargaining to our advantage…~At the (beginning)…wants and interest. ~Asss the (situation)..handle it. ~Prepare for each…(round) of bargaining. ~Influence the other…achieve (satisfaction) and.. down . ~Influence the situation..(Bluff) and (brinkmanship)..through it to be. ~Concede at a..(parable) with.. by others. ~Keep the negotiating.. Avoid(impass).~ Recoginze imminent ttlement…is(written)up…(equal satisfaction).
19. In international business..(obrve)local customs
.20.Deal-focud people..(task-oriented) while. .more (people-oriented)
.21.Informal cultures value. .in ( statusnd (power).
22.I n rigid-time cultures (punctuality)…(rarely) interrupted
.23.People of expressive..(uncomfortable). .during a conwersation.
24. Most Europeans shake hands..(less)..but(more)..most (Asians)
.25.Germans feel more.. who (shoes) are brightly polished.
26. The Germans will be..(reasons) for..
.27.France is the land..(Red tape) can be.. governement-run companies.
28. The English are (rerved). they communicate.
(F) In international business.. to the ller. (F)To obrve local customs.. local behavior (F)There are three..with comment
(F)Formal cultures tend.. and power. (T)Orientation to time.. country as well (T)There are he situation
.(F)Among business people.. physical contact (F)Very expressiveclultures.. eye contact (F)sponsive bid
(T)Inten eye contact..intimidate them (F)The Japane treat..very casually (F)A low bid..bargaining phas
(T)ift-giving culture (F)American business moves..British business (T)It f the negotiation
.(F)The an pur (F)An experienced..pau to listen (F)d an agenda
(T)Persons the best deal (T)Without information..and tactics (T)iating table
(F)Quotation actual obligation (F)Arbirtration is just..and the buyer (F)It is wi..for negotiation
(T)The ffective panning (F)Once dify it (T)An agenda can..by both sides
(T)Your f a negotiation (F)When f your weakness. (T)Social events,,the negotiations
(T)We must always..strategic thinking (F)For a uld compromi (F)Learning to deal..a negative position
(F)The first thing…control your own (T)It is imperative..anger appropriately (F)A angular table
(T)Conflicts can..about a situation (F)In w team leader (F)Negotiators pic
(T)In d or goal (F)It isdesirable..his strengths (T)Issues for..a negative position
(T)Core any situations (F)Effective negotiators..full effectiveness
(T)Recessing is a..both parties (T)ntration of energy
