111年第2學期-6272 風險管理與談判 課程資訊
|1) Participation (40% of your grade) Everyone will be expected to participate in the dialogue and negotiations. Class and cluster team participation and contributions are a very important part of the||5||1) Participation (40% of your grade) Everyone will be expected to participate in the dialogue and negotiations. Class and cluster team participation and contributions are a very important part of the learning process in this course. 2) Mid-term Examination (30% of your grade) 3) Self analysis papers (30% of your grade)|
本課程名額為 70人，已有15 人選讀，尚餘名額55人。
Turn risk into deals. Transform deals into better deals internationally. Resolve intractable risks and problems. Negotiating effectively requires the ability to change the game—moving away from risk and toward collaboration. In this intensive, interactive class, you acquire a proven framework for maximizing the value of your negotiation, whether you are behind the bargaining table with a client or across the table from an opposing party.
Therefore, the objectives of this class include strategies building and exercises in critical thinking, listening and identity based risk and negotiation. We will explore how to negotiate, facilitate and mediate globally and international settings involving employment, contracts, licensing and joint venture, merger and Acquisition, etc. Our goal is to begin the process of understanding the theory, concepts and skills necessary for developing the cultural mobility among participants required to successfully embrace competitive and often conflicted globally diverse environments that will yield effective value added relationships and outcomes.
Office HourTh 14:00-15:20 or by appointment
1. Roy Lewicki, Bruce Barry, David Saunters, Essentials of Negotiation, 7rd ed. (Boston, MA: McGraw Hill, 2019)
Kristin S. Shrader-Frechette，1990。「Perceived Risks Versus Actual Risks: Managing Hazards through Negotiation」, 1 RISK: Health, Safety & Environment (1990-2002)，pp. 341-363
Truth Chou, Jordan Fulbright, Campbell Irwin, Michael Patch, 2021。The Art & Science of Key Risk Indicators: A Case Study Analysis (Raleigh, NC:Poole College of Management, North Carolina State University)
Mauricio F. Blos, Mohammed Quaddus, H.M. Wee, Kenji Watanabe 2009， 「Supply chain risk management (SCRM): a case study on the automotive and electronic industries in Brazil」，Supply Chain Management，Vol. 14 No. 4, pp. 247-252
Dale F Cooper, Pauline Bosnich, Stephen Grey, 2015，「Evaluating and enhancing risk management in an international business」(Cammeray NSW Australia：Broadleaf Capital International), pp.1-15.
William Zartman & GUY Olivier Faure, 2005 「The Dynamics of Escalation and Negotiation」(Cambridge, UK：Cambridge University Press), pp.1-20.
Exercise：Negotiation Competence Self Test自我談判潛力測驗
William Zartman & Jeffrey Rubin ed., 2002。Power & Negotiation, Ch. 1, 2, 3 (Ann Arbor, 2002: University of Michigan Press).
James Sebenius, “The Hidden Challenge of Cross-Border Negotiations,” Harvard Business Review, March 2002, 76-85.
Ian Macduff, 2006. “Your Pace or Mine? Culture, Time, and Negotiation”, Negotiation Journal, 22 (1): 31-45
Jay W. Chai, Eugene J. Meigher, Edward F. Glynn, Dennis C. Cuneo, 1996, “The General Motors-Toyota Joint Venture,” International Negotiation, 1(2): 277-292.