Thai music

http://radio.sanook.com/radio/player7/?songID=31097&songName=อยู่ตรงนี้

L9

Establishing Leadership through Strategic Internal Communication
In this chapter, We have recognized the strategic role of employee communication. leadership communication needs to suport the strategy and the performance goals, and all communication with them needs to position them top help you achieve those goals.

Assessing employee communication effectiveness. For a new leader in an organization, before developing an internal communication strategy, you may use the scorecard of current employee communication.

Establish effective internal communications, leaders need to pay attention to the other main components of any good communication supports and assists in accomplishing your company strategy.

The model shows that effective internal communication that support management, target messages,support management, target message, effective media and forums, well-positioned staff, and ongoing assessment.

This chapter it give leaders that in order to using missions and visions to strengthen internal communication, designing and implementing effective change communication.

L10

Leading through Effective External Relations
In this chapter, emphasize to leading through effective external relations. The section help to develop an external relations that there are seven steps to guide you in addressing the entire range of external audiences. leaders have to build and maintain a positive corporate image. The news media can lend a positive effect on corporation because the news is an important media to publicize the company’s reputation. A leader should know when to talk to them and how to manage encounters with them. Finally, every company will face the crisis. The fact shows that positive relationship with the media can make it easier in managing the crisis. The chapter also provides guidelines to help companies respond appropriately. To conclude, companies must link all communication activities to ensure they have developed coherent images and a consistency of posture internally and externally.

L8

Building and Leading High-Performing Teams

In this chapter,is discussed the important of team performance.

I have learned how to build an effective team raises both organizational and individual leadership issues by deciding to form teams and forming your team.

Establishing the necessary team work processes that should consider creating your team charter, using action and work plans, delivering the results and learning from the team experience.Managing the people side of teams that leadership should to know position and responsiblities, team experience,expectations, personlity, and cultural differences.

Leadership will handling team Issues and conflict that have to know type of team conflict and handling stituations by approaches.

Finally, helping virtual teams succeed and further reading is thus important for all business leaders to know how to help virtual team succeed.

L7

Leading Productive Management Meetings

This chapter focuses on how to plan and conduct productive meeting by determining when a meeting is the best forum for achieving the required result; establishing objectives, outcomes, and agenda.

First, performing essential planning, you need to define a clear purpose and analyze your audience to determine whether a meeting is the best forum for what you want to accomplish. Your main purpose for meeting might be to inform, but could also intend to persuade or even to instruct in the same meeting.You need determine topics for the agenda that should follow directly from the objectives and end products and should contain the information about timing and objectives. The attendees you invite should be the ones who can contribute to achieving your objectives.You should consider the setting that includes location, equipment, and layout of the room. For on-site meeting, you should establish ground rules that attempt to protect the meeting time as if it were off-site. Setting the time for the meeting can be important.To accomplish your goals, you want people when they are at their best.You should think about people’s schedules and commitments as much as possible. Finally, you will want to anticipate and provide any information the group may need before or during the meeting to accomplish the meeting purpose.If you have not done so beforehand, announce at the start of the meeting the decision-making approach that you plan to use, clarify leader and attendee roles and responsibilities, and establish meeting ground rules.In addition, the meeting will be more productive if your attendees know and use common problem-solving tools such as brainstorming, Ranking or rating, Sorting by category (logical grouping), Edward de Bono’s Six Thinking Hats, Opposition analysis, Decision trees, From/to analysis, Force-field analysis, The matrix, and Frameworks.The primary responsibilities of a meeting leader are to plan the meeting, provide the content, anticipate problems, and ensure process facilitation. Fulfilling the last responsibility may call for the use of a skilled facilitator.

N12

Best Practices in Negotiations

In this chapter, we have learned 10 best practices for negotiators who want to improve their negotiation skills.

1. Be Prepared
2. Diagnose the Fundamental Structure of the Negotiation
3. Identify and Work the BATNA
4. Be Willing to Walk Away
5. Master the Key Paradoxes of Negotiation
6. Remember the Intangibles
7. Actively Manage Coalitions
8. Savor and Protect Your Reputation
9. Remember That Rationality and Fariness Are Relative
10. Continue to Learn from Your Experience

N11

International and Cross-Cultural Negotiation

In this chapter, emphasize International and Cross-Cultural Negotiation; The environmental and the immediate contexts is important to grasping the complexity of international negotiation processes and outcomes.
Some of the factors that make international negotiations different:
Environmental Context
Political and Legal Pluralism, International Economics, Foreign Governments and Bureaucracies, Instability, Ideology, Culture , External Stakeholder
Immediate Context
Relative Bargaining Power, Levels of Conflict, Relationship between Negotiators, Desired Outcomes, and Immediate Stakeholders.
Each of these environmental and immediate context factors acts to make international negotiations
We have learned 10 ways that culture can influence negotiation
1. The definition of negotiation
2. The negotiation opportunity
3.The selection of negotiators
4. Protocol
5.Communication
6.Time sensitivity
7.Risk propensity
8.Groups versus individuals
9.The nature of agreements and
10.emotionalism

N10

Multiple Parties and Teams

In this chapter focus on the negotiation process of multiple paties and teams, learning the nature of multiparty negotiations that more two parties are working to gether to achieve a collective objective. The section identify the factors that make multiparty negotiations more difficult to manage than one-0n-one negotiations.

Mananaging Multiparty Negotiations ensuring that each party have adequate time to speak and be heard, role different outside the negotiation that lend to either equal or unequal levels of power and status in the negotiation. The number of parties tends to become more informational and computational complexity,the social environment changes from a one-on-one to a small-group discussion and the multiparty negotiations are more procedural and strategic complexity.

We have learned managing multiparty negotiations that parties must agree on who is going to be invited to the talks, understanding the Costs and Consequences of no agreement, learning the issues and constructing an agenda, appoint who is chairing or facilitating the process it will proceed more smoothly negotiations; Use and restructure the agenda. Either the chair or the parties to the negotiation may introduce and coordinate the agenda, manage conflict effectively, review and manage the decision rules,strive for a first agreement and manage problem team members.

N9

Relationship Negotiation

This chapter focus on the ways these past and future relationships impact present negotiations and provides a critical evaluation of the adequacy of negotiation theory for understanding and managing negotiations within relationships.

Exploring the ways that existing relationships shape negotiations, theories and researches is based on experimental research settings we evaluated the statue of previous negotiation research and evaluated its status for different types of relationships, particularyly communal sharing and authority-ranking relationships.

N9

N4

Negotiation: Strategy and Planning

In this chapter, discussed important planning and strategy.Effective planning should design a road map that will guide them to agreement. A negotiator have to understand the key issues that must be resolved in the upcoming negotiation, assemble all the issues together and understand the complexity of the bargaining mix, the key interests at stake, define the limits when we could do if this deal does not work out, clarify the targets to be achieved and the opening points, understand my constituents, understand the other party in the negoitaition, plan the process by which I will present and "sell" my ideas to other party and define the important points of protocol in the process.

N7

Finding and Using Negotiation Power

summary

In this chapter, emphasizing about power in negotiation that is important in negotiation, the main point cover a definition of power, sources of power and dealing with others who have more power

We had the concepts about "power over" that is fundamentally dominating and coercive in nature and "power with" that it is jointly share with the other party to collectively develop joing goals and objectives.

The chapter reviewed informational sources of power, personal sources of power, position-based sources of power, relationship-based power and contextural sources of power

N8

Ethics in Negotiation

In this chapter focus on ethical standards for behavior in negotiations that discuss with a sampling of ethical quandaries,learning mean by "Ethics" and realize why do they matter in negotiation?

This topic help to create what questions of ethical conduct arise in negotiation?, The reason why use deceptive tactic? So ask probling questions,force the other party to lie or back off, "Call" the Tactic , discuss what you see and offer to help the other party change to more honest, respond in kind, and ignore the tactic.

N6

Summary
In this chapter, it give us to learn what is communicated during negotiation that discuss five different categories of communication, communication in negotiation is important that convey offers and counteroffers, sharing information influences the negotiation process included evaluate their negotiation outcomes, consists of the Social Accounts and communication about Process.
We have learned people communicate in negotiation by use of language and nonverbal communication including asking good questions in negotiation to improve communication in negotiation beside active listening and reflecting
The chapter conclude special communication considerations at the close of negotiations there are two key aspects of communication; the avoidance of fatal mistakes and the achievement of satisfactory closure in a constructive manner.

N5

Perception, Cognition, and Emotion
We have learned the basic building blocks of all social encounters, including negotiation. Perception, Cognition, Framing, and Emotion is related to the process of negotiation.

Perception is a "sense-making" process that begin with stimulus, attention, recognition, translation, and effecting by behavior.

Framing is a key issue in perception and negotiation, frames define a person, event, or process and separate it from the complex world around vs. Frames are improtant in negotiation because people can encounter the same dispute and perceive it in very different ways as a result of their backgrounds, professional training or past experiences.

Cognitive Biases in Negotiation include

1. Irrational Escalation of Commitment
2. Mythical Fixed-Pie Beliefs
3. Anchoring and Adjustment
4. Issue Framing and Risk
5. Availability of Information
6. The Winner's Curse
7. Overconfidence
8. The Law of Small Numbers
9. Self-Serving Biases
10. Endowment Effect
11. Ignoring Others' Cognitions
12. Reactive Devaluation

Finally, we have learned managing Misperception and Cognitive Biases in Negotiation and considered mood and emotion in negotiation.

N3

Strategy and Tactics of Intergrative Negotiation

In this chapter, we focus on the strategy and tactics of intergrative negotiation that permits both parties to maximize their objectives.

Discussing with an overview of integrative negotiation process by creating a free flow of information attempting to understand the other negoitator's real needs and objectives, and emphasizing the communicaties between the parties and minimizing the differences and searching for solutions that meet the needs and objectives of both sides.

The four key steps in the integrative negotiation process are identifying and defining the problem, understanding the problem Fully-Identify interests and needs, generating alternative solutions, and evaluating and selecting alternatives.

To conclude this chapter with factors that facilitate successful integrative negotiation; If the parties believe are likely to benefit move fram working together than form competing or working separately, the situation offers greater potential for successful integrative negotiation, the parties have tohave faith in one's problem-solving ability, a belief int eh validity of one's own position and the other's perspective, the motivation and commitment to work together, generating trust in the parties will lead to collaboration.

Finally, there must be a clear and accurate communication and an understanding of the dynamics of integrative negotiation.

L1

Developing Leadership Communication Strategy

summary

In this chapter, I have learned to develop leadership communication strategy that leaders need to establish a clear communication purpose and generating ideas by writing or mapping overall ideas. Before leaders determine their strategy , they should consider message, medium/forum, spokesperson, timing, and audience. Analyzing audience it is very important, leaders should to know level of audience that they have different experience and knowledge to help decide approach to audience. They maybe analyze with expertise table, decision-making style or question to clarify audience and organizational context. After readers already conduct audience analysis and create a strategy, they have to organize written and oral communication effectively, they can use the Pyramid Principle or Storyboard for a presentation

N2

Strategy and Tactics of Distributive Bargaining

In this chapter, to learn strategy and tactic of distributive bargaining forhelp negotiators understand the dynamics of distributive bargaining and thereby obtain a better deal. It describes story of Larry and Megan that lead me to understand the distributive bargain situation easily.

I have learned the meaning of target point, resistance point bargaining range and bargaining mix. The bargaining range the key of the negotiation begin. Then, it also concerned with four important tactical tasks. In order to make distributive bargaining effectively, understanding process of taking positions is also important. In this field, it is include opening offer, opening stance, initial concessions, role of concession, pattern and final offers. After negotiating for a long time, you must learn to close the deal.

N1

The Nature of Negoitation

In this chapter, introduce the variety of negotiations everyday by examples. The life of Joe and Sue is one example is shown how negotiations and define the key parameters of a negotiation on situation

I have learned elements of the negotiation that the parties need to managing interdependence, engaging in mutual adjustment, creating or claiming value and managing conflict. The elements is foundational to understanding how negotiation works.

L6

Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication

In this chapter, we have learned appreciating the value of emotional intelligence that understanding emotional intelligence,connecting emotional intelligence to leadership styles

Increasing your own self-awareness by using popular psychological profiles to understand yourself better,using the MBTI,the value of knowing the MBTI and developing an approach to improving emotional intelligence.

The MBTI consists of four dichotomies in 16 combinations. The dichotomies are as follows: Introvert(I) vs. Extravert(E)/Sensing(S) vs. iNtuitive(N)/Thinking(T) vs. Feeling (F)/Judging (J) vs. Perceiving (P)

We can improve your nonverbal skills that you can learn as much as possible about any culture in which you will be interacting. You do not judge someone's actions out of context or leave the actions unexplored when important to you or the organization, develop your understanding or sensitivity to nonverbal cues and assess your own use of nonverbal communication.

The chapter discussed about improve your listen skills,mentor others and provide feedback, realize the value of cultural literacy and use a cultural framework to understand differences.

L5

Using Graphics and PowerPoint for a Leadership Edge

In this chapter, leaders need to know recognize when to use graphics to improve presentation and documents that help reinforce the message, provide a road map to the struture of a presentation, illustrate relationships or concepts visually, support assertions, emphasize importatnat ideas, and maintain and enhance interest. This chapter focuses selecting and designing effective for data charts to add to presentation and document, leaders should to represent data ethically, creating meaningful and effective text layouts, employing fundamental graphic content and design principles with conveying messages clearly and effectively, selecting the most effective colors and fonts.

Leaders have learned making the most of powerpoint as a design and presentation tool will be success if leaders can create their own. Considering decide on layouts and templates, creating documents using powerpoint, inserting grahps and other objects andusing animation

L4

Developing and Delivering Leadership Presentations

The Main point in this chapter is emphasized to help leaders for developing and delivering leadership presentations, plan and prepare a presentation include process of present effectively and with greater confident.

Planning presentation leaders need to determine strategy, analyze audience, select the medium and delivery method and organize and establish their logical structure

Preparing a presentation to achieve the greatest impact consists of developing the introduction, body, and conclusion. After that leaders should to create the graphics for presentations. Besides leaders should testing the flow smoothly and that it is logical, editing and proofreading when prepare the presentations is complete , the leaders should practicing to facillitate effective delivery while leaders present they need to getting nerve under control, eye contact to everyone, stanc and gestures reflect attitude toward subject, audience and reveal confident and voice and speech patterns are important that speak clearly.

overall effect must project a strong, positive ethos in all presentation situation, to appear confident and project a positive ethos when presenting neet to focus energy and audience, create , maintain rapport and adopt a secure stance.

L3

Using Language to Achieve a Leadership Purpose

In this chapter mention using language to achieve a leadership purpose. Reader will learn to achieve a position ethos through tone and style communication in a style that is clear and concise by guidelines will help leaders achieve greater conciseness and a style that is more direct and forceful.

Using business language correctly is important for leaders that recognise the language rules that matter, the power of punctuation, additional punctuation rules and sexist language.

This chapter leaders have found employing efficient and effective editing techniques by this acronym "Do Save Money"(D = Document S = Sentences M = Mechanics)

Leaders may have known word processing programs have made creating documents much easier even though they have caused some possible problems but this chapter guide them to arrange the problems and use it for writing more efficient and effective.

L2

Creating Leadership Documents

summary

In this chapter, I have learned to create leadership documents excellently,selecting the most effective communication medium that consider Pros and Cons of Each Written Medium suited for the context and message. Creating individual document that leaders should find the phased approach for work the best and more productive. Creating team document are the process of document creation with a team setting by the single-scribe approach or the multiple-writer approach.

However, leaders may working alone or with a group, they need to control the versions of your documents.

This chapter discuss creating coherence when writing typical business documents by organizing your content and including the content expected by your audience.

Moreover, leaders need to conform to content and format expectations in correspendence and the formating business documents effectively.