A、offer--inquiry--counter--offer—acceptance
B、offer--counter-offer--refuse—acceptance
C、inquiry--offer--counter-offer—acceptance
D、inquiry--offer--refuse—acceptance
agreement" . Unfortunately, in our world today, many people will interpret negotiation
41.as being the skill of persuading the other people to accept their point of view.
42.Frequently when a deal is struck to the advantage of one of party and the detriment
43.of the other, seeds of disagreement and retaliation are being sown, which can
44.have unforeseen future results. Negotiation is about both sides contributing
45.to an outcome that they feel they can progress the relationship with.
46.It will almost certainly involve in compromise on both sides. A better way
47.to negotiate with is to find out what the needs of the other person are and
48.try to meet them without losing all sight of your own goals. Do not attribute your
49.motives to other people. Regardless of personal style, where there are some things
50.every negotiator should not do, even before the meeting begins—preparation is
51.the first step. Before starting any negotiation calculating the goals is more essential,
52.including what you are and what you are not prepared to compromise and be flexible on.
(41)
•For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
DEBUNKING NEGOTIATION MYTHS
Before developing a mom effective negotiation strategy, we need to dispel several faulty assumptions and myths about negotiation. These myths hamper people's ability to learn effective negotiation skills and, in some cases, reinforce poor negotiation skills.
A pervasive belief is that good negotiation skills are something that people are born with, not something that can be readily learned. This is false because most excellent negotiators are self-made. In fact, there are very few naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fortunate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by theft car-dealership experiences. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which to judge your negotiation skills. The most important negotiations are those that we engage in every day with our colleagues, supervisors, co-workers and business associates. These relationships provide a much better index of one's effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is that most of ns do not get an opportunity to develop effective negotiation skills in a disciplined fashion, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient.
We have all met that person at the cocktail party or on the airplane who boasts about his or her great negotiation feats and how be or she learned on the job. It is only partly true that experience can improve negotiation skills; in fact, naive experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests? The second, problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not improve our ability to negotiate. Finally experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and mom confident, but the accuracy of their judgment and the effectiveness of their behavior. do not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks.
The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like "This is my final offer" or "Take it or leave it" or using threats and bluffs. This is what we call a "tough" style. of negotiation, though negotiators are rarely effective; however, we tend to be impressed by the tough negotiator.
An interesting exercise is to ask managers and anyone else who negotiates and to describe their approach to negotiating. Many seasoned negotiators believe that thee negotiation style. involves a lot of "gut feeling," intuition, and "in-the-moment" responses. We believe that this type of intuition does not serve people well. Effective negotiator involves deliberate thought and preparation and is quite systematic.
According to the article, a person is likely to
A.succeed in negotiation if he is lucky that day.
B.do well if he has studies how to negotiate.
C.have at least one successful negotiation.
D.be a better negotiator if he has inborn talents.
•Choose the best word to fill each gap from A, B, C or D.
•For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.
The nation's supply of vaccine for the impending flu (19) took a big hit Thursday when Chiron Corp. announced it had found tainted doses in its factory.
The company said it will hold up shipment of about 50 million shots—about half the supply U.S. health (20) had hoped to have on hand this year—while it (21) what went wrong and determines whether the vaccine is safe to use.
"There's no product (22) is going to go into the arms of the American public that will not have been (23) to have met the highest standards of (24) " chief executive Howard Pien said.
Pien said the company hopes to ship between 46 million and 48 million doses by early October, about month later than (25) .
About 1 million doses have already been shipped, but no vaccines have yet reached the (26) Pien said. Vaccinations usually begin in September and (27) through the flu season.
Officials with the Centers for Disease Control and Prevention, which oversees the nation's flu vaccine (28) , did not immediately return calls for (29) .
Chiron would not give (30) on the (31) of the contamination, which Pien said was found in a small number of (32) at the company's factory in Liverpool, England.
The company supplies about half the nation's flu vaccine. Aventis Pasteur supplies most of the (33) .
(19)
A.time
B.period
C.season
D.year
•Choose the correct word to fill each gap from A, B, C or D on the opposite page.
•For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.
Leadership
Leadership is the heart of the managerial process, because it involves initiating action. Other terms identifying the same idea are directing, executing, supervising, ordering, and guiding. Whatever term is used, the idea is to (21) into effect the decisions, plans, and programs that have previously been worked (22) for achieving the goals of the group.
Leadership concerns the overall (23) in which a manager influences the actions of subordinates. First, it includes the (24) of orders that are clear, comprehensive, and within the capabilities of subordinates to accomplish. Second, it implies a continual training activity in which subordinates are given instructions to enable them to (25) the particular assignment in the existing situation. Third, it necessarily involves the motivation of workers to try to (26) the expectations of the manager. Fourth, it consists of maintaining discipline and rewarding those who (27) properly. In short, leading is the final action of a manager in getting others to act after all preparations have been made.
The manager's style. of direction depends upon his or her own personal traits and the situation in (28) In leadership, more than any other function, the manager must determine an approach alone, after surveying the (29) that are available. In any event, each manager will (30) well to act as an individual, and not to try to act as others act or to proceed according to the textbook.
(21)
A.set
B.place
C.get
D.put
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