Subject: Progress on negotiations for the new initiative I should give you all an update on how the talks about the initiative are proceeding. In my last message, I told you that our team had to meet the local leader before proceeding. Well, that meeting happened, and it was quite an event! Initially, we were surprised to be met by a detachment of soldiers we assumed were the leader's bodyguards. They were all decked out in elaborate uniforms and rifles. They formed a corridor through which we walked to meet the leader, standing at the end of the column outside an elaborate audience hall and palace. He shook hands with all of us, introduced us to his wife, and invited us in to sit with them at a low table surrounded by chairs. The leader initiated some small talk, asking about where we were from, what we had seen of the country, what we thought of the culture, and how we reciprocated the small talk. Finally, one person on our team tried to talk directly about the proposed new initiative, but the leader dismissively waved his hand and said that we should discuss it later with some of his colleagues. We took the hint and returned to small talk. Upon adjourning our meeting with the leader, our team was shown into another large audience hall adjacent to the palace and seated at the head table on a dais at the front of a large conference room with fixed tables in the shape of a U. About twenty or thirty men and three women filed in behind us and took their seats around the U. Finally, the team asked us to make our presentation. While most people seemed to be listening, there were also several side conversations going on. When we finished, the local participants began a long and elaborate discussion in their language that didn't appear to have much focus either on us or on the program proposal. For long periods, they even seemed to be arguing among themselves. They occasionally asked us questions, but the discussion focused on several men who made fairly long, vociferous speeches, only portions of which were made in a language we understood or were interpreted for us. The group seemed to circle whether to support our proposal without ever explicitly supporting or rejecting it. I guess they wanted to get all of the views out on the table and assess the lay of the land without committing themselves. When it seemed appropriate, we added our comments and tried to answer their questions. Finally, one of the older men said he liked our ideas and suggested that talks continue at a later undefined time. I guess this will take longer than I figured! Would you please change my return air reservations to late next week? That's all for now. Questions: 1. Identify and explain four (4) cultural barriers to cross-cultural negotiation in reference to the case-
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
![To: The Gang at the Office
From: Alex
Subject: Progress on negotiations for the new initiative
I should give you all an update on how the talks about the initiative are
proceeding. In my last message, I told you that our team had to meet the local
leader before proceeding. Well, that meeting happened, and it was quite an
event! Initially, we were surprised to be met by a detachment of soldiers we
assumed were the leader's bodyguards. They were all decked out in elaborate
uniforms and rifles. They formed a corridor through which we walked to meet
the leader, standing at the end of the column outside an elaborate audience
hall and palace. He shook hands with all of us, introduced us to his wife, and
invited us in to sit with them at a low table surrounded by chairs.
The leader initiated some small talk, asking about where we were from,
what we had seen of the country, what we thought of the culture, and how we
reciprocated the small talk. Finally, one person on our team tried to talk
directly about the proposed new initiative, but the leader dismissively waved
his hand and said that we should discuss it later with some of his colleagues.
We took the hint and returned to small talk.
Upon adjourning our meeting with the leader, our team was shown into
another large audience hall adjacent to the palace and seated at the head
table on a dais at the front of a large conference room with fixed tables in the
shape of a U. About twenty or thirty men and three women filed in behind us
and took their seats around the U. Finally, the team asked us to make our
presentation. While most people seemed to be listening, there were also
several side conversations going on. When we finished, the local participants
began a long and elaborate discussion in their language that didn't appear to
have much focus either on us or on the program proposal. For long periods,
they even seemed to be arguing among themselves.
They occasionally asked us questions, but the discussion focused on
several men who made fairly long, vociferous speeches, only portions of
which were made in a language we understood or were interpreted for us. The
group seemed to circle whether to support our proposal without ever explicitly
supporting or rejecting it. I guess they wanted to get all of the views out on
the table and assess the lay of the land without committing themselves. When
it seemed appropriate, we added our comments and tried to answer their
questions. Finally, one of the older men said he liked our ideas and suggested
that talks continue at a later undefined time. I guess this will take longer than I
figured! Would you please change my return air reservations to late next week?
That's all for now.
Questions:
1. Identify and explain four (4) cultural barriers to cross-cultural
negotiation in reference to the case
2. Identify and discuss three (3) cultural stereotypes in the case.
3. Discuss the differences between the two negotiating teams in terms of
time orientation, power distance, and collectivism/individualism,(give
and explain two differences for each of the three dimensions):](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2F0ca4c5a7-923e-4548-93f2-e68794dbe317%2F4dc6ede5-92b6-412c-86a2-fade8a972965%2Fwa8ypvp_processed.jpeg&w=3840&q=75)
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