Design A Presentation For An Organization You Work For

Design A Presentation For An Organization That You Work For Have Work

Design a presentation for an organization that you work for, have worked for, or would like to work for in the future. The presentation will be used to teach new employees about the sources of power and communication techniques for in-person and virtual negotiations. Should be addressed to new employees and should include the following: A profile of the clients your company serves, the types of negotiations your company encounters, sources of power in negotiation, communication techniques for in-person and virtual negotiations, and how the communication techniques can be used at this organization. As you define each source or technique, please include scenarios to help employees understand how to utilize each source and technique for your company. The presentation should consist of seven PowerPoint slides with speaker notes.

Paper For Above instruction

Creating an effective training presentation for new employees in any organization necessitates a comprehensive understanding of the company's operational context, client profile, and negotiation dynamics. This paper outlines a structured approach to designing such a presentation, emphasizing sources of power and communication techniques pertinent to negotiations. Grounded in theory and practical application, the presentation caters specifically to learners new to the organization, ensuring they grasp essential concepts through clear examples and scenarios.

The initial slide begins with a company profile, briefly describing the organization's core functions, industry positioning, and client base. For instance, if the organization is a technology consulting firm serving Fortune 500 companies, this slide would detail their services, client demographics, and unique value propositions. Understanding who the clients are helps new employees contextualize negotiation scenarios and anticipate client expectations.

The second slide addresses the types of negotiations encountered by the organization. These may include contract negotiations, project scope adjustments, service level agreements (SLAs), or conflict resolutions. For example, during a contract renewal, the negotiation might focus on pricing and deliverables. Clarifying these scenarios equips employees to identify negotiation types early and prepare appropriately.

The third slide introduces the sources of power in negotiation. These include positional power, such as authority or formal role; informational power, derived from expertise or data; relational power, stemming from strong relationships; and contextual power, which depends on the specific situation or environment. An illustrative scenario might be a senior sales manager using their authority (positional power) to sway a client, or a technical expert leveraging their knowledge (informational power) to influence project negotiations.

The fourth slide discusses communication techniques suitable for in-person negotiations. Key skills include active listening, assertive communication, and non-verbal cues. For example, maintaining eye contact and using open body language can foster trust. A scenario could involve negotiations over project deadlines where active listening helps in understanding the client's priorities, enabling the employee to frame proposals effectively.

The fifth slide covers communication techniques tailored for virtual negotiations, such as clear and concise messaging, virtual rapport-building strategies, and leveraging technology tools. Techniques like using visual aids during remote meetings and confirming understanding through summaries are essential. For instance, in a remote negotiation with a distant client, sharing screen presentations to clarify points and asking open-ended questions help ensure mutual understanding.

The sixth slide demonstrates how these communication techniques can be employed within the organization. For example, leveraging virtual communication skills during remote client negotiations or in cross-departmental discussions that require clear articulation. Including specific examples, like negotiating project scope changes with a team member via video call, illustrates practical applications.

The final slide summarizes key points, emphasizing the importance of understanding sources of power and mastering communication techniques to succeed in negotiations. It also encourages ongoing development and practice of these skills in real organizational contexts.

This presentation format, comprising seven slides with detailed speaker notes, ensures new employees gain a fundamental understanding of negotiation dynamics relevant to their roles. Each slide's content is geared towards practical application, supported by relatable scenarios, and grounded in negotiation theory, thus fostering a confident and competent workforce capable of navigating various negotiation settings effectively.

References

• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Thompson, L. (2015). The Mind and Heart of the Negotiator. Pearson.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin.
• Carnevale, P. J., & Pruitt, D. G. (1992). Negotiation in Social Conflict. Open University Press.
• Ury, W. (1991). Getting Past No: Negotiating in Difficult Situations. Bantam Books.
• Blake, R. R., & Mouton, J. S. (1964). The Managerial Grid. Gulf Publishing Company.
• Hampden-Turner, C., & Trompenaars, F. (2000). Building Cross-Cultural Competence. International Journal of Cross Cultural Management, 1(1), 69-83.
• Malhotra, D., & Bazerman, M. H. (2007). Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond. Bantam Books.
• Fisher, R., & Shapiro, D. L. (2005). Beyond Reason: Using Emotions as You Negotiate. Penguin.