Business Ethics and Communication

Business Ethics and Communication Negotiation: Negotiation can be defined as a strategy by which individuals settle contrasts or any disputes. It is a procedure by which trade off or understanding is come to while keeping away from contention and dispute. Negotiation is a technique by which individuals settle contrasts. It is a procedure by which compromise or understanding is come to while keeping away from contention. In any contradiction, people justifiably expect to accomplish the most ideal result for their position (or maybe an association they speak to). Nonetheless, the standards of fairness, seeing common advantage and keeping up a relationship are the eyes to an effective result specific types of negotiation are utilized as a part of numerous circumstances worldwide undertakings, the legitimate system, government, modern question or household connections as examples. Notwithstanding, general negotiations can be learned and connected in an extensive variety of exercises. Arrangements can be of incredible advantage in settling any distinctions that emerge amongst you and others. Negotiation is a discourse between at least two individuals or gatherings, expected to reach an understanding, resolve purpose of distinction, or pick up preferred standpoint in result of exchange, to produce heaps of activity, to can anticipate individual or aggregate favorable position, to craft outcomes to fulfill different interests of two people parties required in arrangement handle. Negotiation is a procedure where every gathering required in arranging tries to pick up leverage for themselves before the end of the procedure. Negotiation is proposed to go for trade off. Arrangement happens in business, non profit associations, and government branches, legitimate procedures, among countries and in individual circumstances, for example, marriage, separate, child rearing, and everyday life. he investigation of the subect is called negotiation hypothesis. professional arbitrators are often particular, for example, union moderators, influence buyout mediators, peace negotiators, hostage mediators, or may under different titles, for example, representatives, administrators, etc. Negotiation Theory: The establishments of negotiation theory are choice examination, behavioral basic leadership, amusement hypothesis, and negotiation investigation. Another grouping of hypotheses recognizes Structural Analysis, Strategic Analysis, Process Analysis, Integrative Analysis and behavioral examination of negotiations. People ought to make partitioned, intelligent choices; and negotiation investigation considers how gatherings of sensibly brilliant people ought to and could make joint, communitarian choices. These hypotheses are interleaved and ought to be drawn closer from the manufactured point of view. Negotiation Process: With a specific end goal to accomplish an attractive result, it might be valuable to take after an organized way to deal with negotiation. For instance, in a work circumstance an addressing may should be organized in which all gatherings included can meet up. i) Preparation and Planning: Prior to the begin of negotiations one must know about clash, the history prompting to the negotiation the general population included and their view of the contention desires from the negotiations and so forth. ii) Ground Rules definition: Once the arranging and technique is created, one needs to start characterizing the guidelines and methodology with the other party over the negotiation itself that will do the negotiation. iii) Clarification and Justification: At the point when beginning positions host been traded both the gatherings will clarify enhance, illuminate, support and legitimize their unique requests. This need not be fierce. iv) Bargaining and Problem Solving: The quintessence of the negotiation process is the genuine give and take in attempting to hash out an assention, an appropriate deal. It is here where concessions will without a doubt should be made by both sides. v) Closing and Implementation: The last stride in the negotiation process is formalization the understanding that has been worked out and creating and strategies that are essential for execution and observing. Influence of Negotiation in business outcomes: The nature of a negotiation relies on two things; the nature of the essential relationship between the gatherings included and the nature of the correspondence that happens. A decent association with great correspondence between gatherings ought to empower fruitful negotiation. A poor association with poor correspondence is probably not going to add up to much. The way of a relationship thusly has an effect upon the nature of correspondence inside it. In the event that we dont believe somebody, we are in risk of either dismissing what they say or searching for shrouded implications that might possibly really exist. The way of a relationship impacts intensely upon negotiation and is a noteworthy affecting variable on the probability of tasteful results. Subsequently we will take a gander at connections from another edge that of force and perceive how this new perspective is probably going to affect arranging strategies. When we get to be distinctly mindful of something or somebody interestingly, we go into an association with that thing or individual. Connections can be straightforward your association with somebody who serves you in a shop, or complex your association with your mom. As connections turn out to be more intricate, they can be distinguished by a developing level of reliance as it were, the amount we require whoever or whatever it is. 1.2 Skills of Negotiation: Some of the effective negotiation skills are as: i) Problem Analysis, ii) Active Listening, iii) Emotional Control, Verbal Communication, Collaboration and Teamwork, Decision Making ability, Interpersonal skills, etc. Approaches of Negotiation: There are four approaches of negotiation that are defined as under: i) Win-Lose Approach: This is likewise called aggressive, zero entirety, or asserting quality approach. This approach depends on the preface that one individual can win just to the detriment of the other. ii) Lose-Lose Approach: This arrangement approach is embraced when one arranging accomplice feels that his own particular advantages are debilitated and he does whatever he can to guarantee that the result of the negotiation is not reasonable to the interests of the other party too. iii) Compromise Approach: This approach gives a result which is some change over the dilemma result. To stay away from a predicament, both sides surrender a part of what they had initially looked for and settle for something not as much as that. iv) Win-Win Approach: This arrangement approach is likewise called as collective or making esteem approach. It is better than all arrangement approaches. It brings about both the gatherings feeling that they are accomplishing what they needed. Tactics of Negotiation: Six most important tactics of negotiation are as: i) Sharing information ii) Rank order priorities iii) Know target price and walkaway terms iv) Make first offer v) Do not counter too low vi) Counter offer should make both parties satisfied Part 2 2.1Â  Developing strategy by using negotiation theory and process in order achieve positive outcome for the business: Taking the case Between Kiwi Bank and Investor Be understandable and manufacture esteem. This is vital, and its what isolates the great mediators from the bosses. When you have a solid faith in what youre negotiating for, you will sparkle. Turned into an ace at introducing your considerations and thoughts with the goal that others see the esteem. A tip on the best way to do that wellÂÂ   is to be immediate while displaying a circumstance. Be clear about what is normal. Examine approaches to apply how it can happen. Dont just discuss what requirements to happen. Give and Take: At the point when a man surrenders something or yields on part of a negotiation, dependably try to receive something consequently. Else, youre molding the other party to request increasingly while diminishing your position and esteem. Keeping up an adjust will build up that both sides are equivalent. 2.2Â  Meeting notes: When you have an issue, when theres something you participate in with Kiwi Bank that requires understanding so it turns into a negotiation, the principal exhortation is to think in association terms, truly concentrate on a shared objective, of getting expenses out, for instance, and make inquiries. Try not to make requests or statementsyou know, would we be able to do this better et cetera. In the event that the association with Kiwi Bank is really an organization, negotiating to determine contrasts ought not jeopardize the tenor of the association. Dont invest energy complaining. Be issue solvers. Approach Kiwi Bank by saying, We should cooperate and drive costs down and create it so much less expensive you dont need to supplant me, in light of the fact that on the off chance that you work with me I could improve. Learn from and campaign with individuals and their accomplices who have validity, and with individuals having issues in the field. Dont disregard little issues or let things rot. Do not let Kiwi Bank turn out to be more than 20% of your organizations business. Its difficult to consult with an organization that controls yours. Never go into a meeting without a reasonable plan. Make great utilization of the purchasers exposure. Leave with answers. Try not to make casual conversation. Come to the heart of the matter; their time is profitable. Convey fundamental issues to the surface. Assault them head on and discover determination up close and personal. Trying to feign Kiwi Bank is never a smart thought. There is dependably somebody willing to do it less expensive to pick up the business. You need to regard the relationship as a marriage. Correspondence and bargain is critical. Dont underestimate that in light of the fact that the purchaser is youthful they dont recognize what they are discussing or that it will be a simple offer. Most youthful purchasers are extremely driven to climb inside the organization and can be a portion of the hardest, most taught purchasers you will experience. Know your item the distance from the creation stance to the end utilize. Odds are your purchaser does, and will anticipate that you will be much more proficient. Part 3 3.1Â  Reflective report in order to analyse performance in applying negotiation strategy: Dissects a progression of effective arrangement making systems valuable when negotiating with a capable accomplice Kiwi Bank, the nzs famous bank, sold $315 billion worth of products in 2006. With its determined concentrate on EDLP (ordinary low costs) and the ability to represent the moment of truth; providers, an association with Kiwi Bank is either the Holy Grail or the kiss of death, contingent upon ones point of view. There are various media records of the corporate stone monument riding its providers into the ground. In any case, shouldnt something be said about the individuals who figure out how to survive, and flourish, while managing the exemplary hardball arbitrator? In Sarah Talley and Frey Farms Produce: Negotiating with Kiwi Bank and Tom Muccio: Negotiating the PG Relationship with Kiwi Bank, HBS educator Jim Sebenius and Research Associate Ellen Knebel demonstrate two altogether different associations doing only that. The cases are a piece of an arrangement that include hard dealing circumstances. The idea of win-win dealing is a decent and effective message, Sebenius says, yet a great deal of our understudies and administrators confront partners who arent occupied with playing by those standards. So what happens when you experience somebody with a lot of force, as Kiwi Bank, who is additionally a definitive non-debatable accomplice? The case points of interest how PG official Tom Muccio pioneers another provider bank organization amongst PG and Kiwi Bank. Based on closeness (Muccio migrated to Kiwi Banks turf in Arkansas) and developing trust (both sides in the end disposed of expound legitimate contracts for Letters of Intent), the new relationship concentrated on building up a joint vision and critical thinking process, data sharing, and by and large moving far from the most reduced shared element estimating issues that had characterized their communications beforehand. From 1987, when Muccio started the progressions, to 2003, in the blink of an eye before his retirement, PGs deals to Kiwi Bank developed from $350 million to $7.8 billion. There are evident contrasts amongst PG and a much littler substance like Frey Farms, Sebenius notes. Kiwi Bank could plainly live without Frey Farms, however its quite difficult to live without Tide and Pampers. References Negotiation Process [Online] Retrieved from: https://iedunote.com/negotiation-process-five-steps (Accessed on 29-12-2016) Negotiation Theory [Online] Retrieved from: https://en.wikipedia.org/wiki/Negotiation_theory (Accessed on 29-12-2016) Negotiation and business outcomes [Online] Retrieved from: http://www.shell-livewire.org/business-library/employing-people/management/resource-management-working-with-suppliers/Negotiation-4-Relational-influence-and-power/ (Accessed on 30-12-2016) Negotiation tactics [Online] Retrieved from: http://www.forbes.com/sites/work-in-progress/2013/12/05/six-surprising-negotiation-tactics-that-get-you-the-best-deal/2/#2d18685837e9 (Accessed on 30-12-2016) Negotiation Approaches [Online] Retrieved from: http://www.managementstudyhq.com/approaches-to-negotiation.html (Accessed on 30-12-2016) Developing strategy [Online] Retrieved from: http://www.vistage.com/blog/growth-strategy/six-successful-strategies-for-negotiation/ (Accessed on 30-12-2016)

Research Proposal Childhood Obesity Essay

The topic of this research proposal is addressing childhood obesity in the United States. This epidemic has been going on for many years now and has become an issue most recently being addressed by the United States government through their task force, which hopes to end this problem. By reviewing the many factors involved which include economic boundaries for the children’s families, early education in nutrition, and progress made in battling this epidemic thus far, we will be able to determine when it is the best time to introduce good nutritional knowledge and application, as well as physical activity, for children in the United States in hopes of ending this problem overall. In order to determine this answer, the researcher will need to research the changes that have taken place thus far by reviewing articles that show what certain states have been actively promoting healthy eating and physical activity, like in Portland ME who has educational programs for residents. This program also allows for scholarships for these programs for families who cannot afford the classes. The researcher will also have to review articles in the ProQuest database that show what has been studied so far regarding nutrition for young children as well as other sources like the White House website articles related to the task force being led by First Lady Michelle Obama. The researcher will also need to show an overview of the current problem at hand with one in three children in the country qualifying as obese. The researcher will review some of the problems that may be contributing factors like target marketing to children by fast food establishments and limited physical activity by children today, By reviewing all of this information, the researcher should be able to show progress made toward ending this problem and answer when good nutrition and physical activity should be introduced in a child’s life.

Gillette’s Acquisiton of Duracell Essay

The purpose of this report is to first discuss the reasons why Duracell’s performance has been decreasing over the past four years, and then recommend some strategic actions Gillette should take to turn Duracell around. This report will begin by providing a brief introduction on the acquisition of Duracell by Gillette, followed by the reasons it lacked success, and finally end with the proposed recommendations for Duracell. Currently, Gillette’s operating segments include personal grooming, small appliances, and oral care products, and the portable power segment. In the portable power segment, Duracell’s major competitors consist of Energizer and Rayovac while new and emerging ones included Sony, Kodak, Panasonic, and other private label brands. The collective entrance of these competitors in the 1990s is the primary reasons for Gillette’s lack of success in the battery industry, discussed below. The key reason Gillette has been unable to achieve the same success in batteries that it has with shaving products is due to the competitive dynamics in the alkaline battery industry. The period of four years from 1997 to 2000 experienced rapid technological innovation in the alkaline battery industry by not only the major players but also from new and small entrants in the industry. Two of these small players were Sony and Panasonic. Sony introduced its â€Å"Stamina Line† of batteries in 1997, which was quickly followed by Panasonic’s â€Å"Panasonic Plus† to compete with Duracell’s â€Å"Copper top† line. Within the same year, the Rayovac Corporation replaced its existing battery with the Rayovac â€Å"Maximum† and priced the product at 20 per cent below the two industry giants – Duracell and Energizer. In the following year (1998), however, Gillette launched its first upgrade of Duracell’s offerings named the â€Å"Duracell Ultra†. This new line did not replace the original â€Å"Copper Top† line that was competing with the product of Sony and Panasonic in the previous year but rather, followed Gillette’s regular move with shaving upgrades of placing a premium on its items. Therefore, Ultra was priced at a 20 per cent premium over the older technology. Nonetheless, the competition was still pouring in. The advent of Energizer’s â€Å"Advanced Formula† happened to be in the same month as Gillette’s Ultra and was claimed to last nine percent longer than the than the Ultra. The major drawback for Gillette, however, was that no price premium was placed on the new upgrade by Energizer and was introduced at the same price point as its previous product. In contrast to Energizer’s upgrade as well as stiff competition from other players, Gillette launched the â€Å"new† Ultra in February of 1999 which claimed better performance. This was rebutted by Energizer’s â€Å"super premium† line of batteries described as e2 (launched in June 2000) and was priced four to six percent higher than Ultra. Finally, in the same month, Duracell announced its third generation of Ultra with more efficiency but no increase in price. This all showed Gillette’s inconsistency in terms of pricing and lack of strategy. It is clear that the introduction of the Ultra led to a series of new innovations of alkaline batteries by both Energizer and Gillette. Gillette had hoped that its innovations would be differentiated products and be perceived industry-wide as unique and valued. However, the company set too high a price premium in order to achieve differentiation for batteries and customers simply did not accept the price/performance proposition Duracell offered its customers. Further, the differentiation strategy that must provide uniqueness valued by customers did not exist as customers perceived batteries to be commodities. One publication of Consumer Reports even indicated that the â€Å"moral on battery shopping is simple: buy by price. This clearly contradicts Gillett’s strategy of price premiums for differentiated offerings and is the prime reason for Gillette’s lack of success. In other segments of Gillette’s business, such as personal grooming, customers are willing to pay premiums for shaving products because they feel an attachment to those products as they are used daily. Attempting to transfer this strategy onto batteries did not work because customers perceived batteries as a commodity not used in their daily routine. On the other hand, companies like Rayovac have simply followed a cost leadership strategy and have seen increases in their operating margin of 32% from 1998 to 1999 and 66% from 1999 to 2000, respectively. The reasons for Gillett’s lack of success in batteries have been outlined above. In terms of strategic actions that Gillette should take, it first needs to deviate from its â€Å"differentiation† only policy that it has used for its shaving products because it is clear that batteries are perceived as a commodity and customers will not accept high price premiums. The proposed recommendation is to achieve competitive advantage by integrating an overall cost leadership strategy with differentiation. This type of strategy is generally harder for competitors to duplicate and will enable Gillette to provide two types of value to customers: differentiated attributes (high quality in batteries, reputation) and lower prices (through lower costs in value-creating activities). The idea is to provide unique value to customers in an efficient manner. In other words, Gillette needs to adopt the cost leadership strategy and attain parity on the basis of differentiation relative to competitors. Duracell needs to be able to stay â€Å"on par† with competitors with respect to differentiated products. In effect, the company needs to pursue overall cost leadership positions in its batteries segment, but still needs to pay attention to emerging higher performance alkaline batteries. In more practical terms, Gillette can first achieve cost differentiation with an aggressive approach to adopting efficient-scale facilities. Tight cost and overhead control can lead to economies of scale where per unit costs will significantly decrease with larger production runs, larger facilities, and allocating fixed costs (such as marketing and R&D) across more units produced. On the other hand, closing down plants in areas of slumping sales can lead to greater efficiencies in costs. Together, these policies will protect Gillette from rivalry of competitors such as Energizer and Rayovac (and new entrants) due to Duracell’s strong existing market share (43%) and reputation in the industry. Moreover, Gillette needs to eliminate small costs that can cumulate over a period of time to yield substantial gains. For example, marketing expenses have accumulated to $370 million from 1998 to 2000 simply because of new product launches each year but without necessity for batteries. These expenses can be controlled by simply conducting secondary market research and analyzing external sources more carefully such as Consumer Reports as they have indicated that consumers are buying batteries by price. Finally, Duracell can still provide its customers the unique value they desire through its reputation and brand loyalty. Introducing a new and improved product with high quality every two years (rather than every year) will allow customers to seek new quality and value while maintaining customer loyalty. These are the proposed recommendations for Gillette when considering a turnaround strategy for the portable power segment and Duracell.

Teaching the Teacher Using the Train the Trainer Model

Too often, the last thing any teacher wants after a day of teaching in the classroom is to attend professional development (PD). But, just like their students, teachers at every grade-level need ongoing education to keep up with educational trends, district initiatives, or curriculum changes. Therefore, the designers of teacher PD must consider how to engage and motivate teachers using a model that is meaningful and effective. One model that has demonstrated its effectiveness in PD is known as the Train the Trainer model. What Is the Train the Trainer Model? According to the Society for Research on Educational Effectiveness, Train the Trainer means: initially training a person or people who, in turn, train other people at their home agency. For example, in a Train the Trainer model, a school or district may determine that question and answer techniques need to be improved. The PD designers would select a teacher,  or group of teachers,  to receive extensive training in question and answering techniques. This teacher, or group of teachers, would, in turn, train their fellow teachers in effective use of question and answering techniques.   The Train the Trainer model is similar to peer-to-peer instruction, which is widely recognized as an effective strategy for all learners in all subject areas. Selecting teachers to act as trainers for other teachers has many advantages including reducing costs, increasing communication, and improving school culture. Advantages to Train the Trainer One major advantage to the Train the Trainer model is how it can assure fidelity to a particular program or strategy for  teaching. Each trainer disseminates prepared materials in exactly the same way. During the PD, the trainer in this model is similar to a clone and will stick to a script without making any changes. This makes the Train the Trainer model for PD ideal for large school districts who need continuity in training order to measure the effectiveness of a curriculum between schools. The use of the Train the Trainer model can also help districts to provide a consistent professional learning process for compliance with mandated local, state, or federal requirements. A trainer in this model may be expected to use the methods and materials provided in the training in their own classrooms and perhaps to model for fellow teachers. A trainer may also provide interdisciplinary or cross-curricular professional development for other content-area teachers.   The use of the Train the Trainer model in PD is cost effective. It is less costly to send one teacher or a small team of teachers out for expensive training so that they can return with the knowledge to teach many others. It can also more cost effective to use the trainers as experts who are provided time to revisit teacher classrooms to measure the effectiveness of the training or to model the training throughout the school year. The Train the Trainer model can shorten the timetable for new initiatives. Instead of the lengthy process of training of one teacher at a time, a team can be trained at once. Once the team is ready, the coordinated PD sessions can be offered for teachers simultaneously and initiatives put in place in a timely manner. Finally, teachers are more likely to seek advice from other teachers than from an outside specialist. Using teachers who are already familiar with the school culture and the school setting is an advantage, especially during presentations.  Most teachers know each other, personally or by reputation within a school or district. The development of teachers as trainers within a school or district can set up new pathways of communication or networking. Training teachers as experts can also increase leadership capacity in a school or district. Research on Train the Trainer There are several studies that illustrate the effectiveness on Train the Trainer method. One study (2011) focused on special education teachers who delivered such training that was a â€Å"cost-effective and sustainable method for improving the access to and accuracy of teacher-implemented [training].† Other studies have shown the effectiveness of the train the trainer model including: (2012) food safety initiative and  (2014) science literacy, as well as for social issues as seen in the Report on Bullying Prevention and Intervention Professional Development by the Massachusetts Department of  Elementary and Secondary Education (2010). The practice of Train the Trainer has been used nationally for many years. Initiatives from the National Literacy and National Numeracy Centers have provided leadership and training for educational institutions and consultants, who â€Å"train school heads, lead math teachers and expert literacy teachers, who in turn train other teachers​.† One drawback to the Train the Trainer model is that the PD is usually scripted in order to serve a specific purpose or to address a specific need. In larger districts, however, the needs of a school, classroom or teacher may differ and the PD delivered according to a script may not be as relevant. The Train the Trainer model is not flexible and may not include opportunities for differentiation unless the trainers are provided materials that can be tailored for a school or classroom. Choosing the Trainer(s) The selection of a teacher is the most critical part in developing the train the trainer model. The teacher selected as a trainer must be well-respected and able to lead teacher discussions as well as listen to his or her peers. The teacher selected should be prepared to help teachers to link the training to instruction and to demonstrate how to measure success. The teacher selected must be able to share results (data) on student growth that is based on training. Most important, the teacher selected must be reflective, be able to accept teacher feedback, and above all, maintain a positive attitude.   Designing Professional Development Before implementing the Train the Trainer model, the designers of professional development in any school district should consider the four principles that American educator Malcolm Knowles theorized about adult education or andragogy.  Andragogy refers to â€Å"man led† rather than pedagogy which uses â€Å"ped† meaning â€Å"child† at its root. Knowles proposed (1980) principles he believed were critical for adult learning. Designers of PD and trainers should have some familiarity with these principles as they prepare the trainers for their adult learners.  An explanation for application in education follows each principle: Adult learners have a need to be self-directing. This means instruction is effective when teachers have been involved in the planning and in the evaluation of their professional development. Train the trainer models are effective when they respond to teacher needs or requests.Readiness for learning increases when there is a specific need to know. This means that teachers learn best, like their students, when the professional development is central to their performance.  Life’s reservoir of experience is a primary learning resource; the life experiences of others add enrichment to the learning process. This means that what teachers experience, including their mistakes, is critical because teachers attach more meaning to experience rather than knowledge that they acquire passively.Adult learners have an inherent need for immediacy of application.  A teacher’s interest in learning is increased when professional development has immediate relevance and impact to teacherà ¢â‚¬â„¢s job or personal life. Trainers should know that Knowles also suggested that adult learning is more successful when it is problem-centered rather than content-oriented.   Final Thoughts Just as the teacher does in the classroom, the trainer’s role during PD  is to create and maintain a supportive climate so that the instruction designed for teachers can take place. Some good practices for the trainer include: Be respectful of fellow teachers.Show enthusiasm about the training topic.Be clear and direct in order to avoid miscommunication.Ask questions in order to receive feedback.Use â€Å"Wait Time† to encourage questions and allow time to think about an answer or response. Teachers understand firsthand how mind-numbing an afternoon of PD could be, so using teachers in the Train the Trainer model has the benefit of adding  elements of camaraderie, appreciation, or empathy to professional development. Trainers will work hard to meet the challenge of keeping their peers engaged while teachers who are learning may be more motivated to listen to their peers rather than a consultant out of the district. Ultimately, using the Train the Trainer model may mean highly effective and less  boring professional development simply because it is peer-led professional development.