Unit 6 - Enhancemnet Skills

Unit 6 –Enhancement Skills
Ms.Supreet Wahee
Unit Overview
 Presentation Skills
 Negotiation Skills
 Telecommunication & internet based
communication
 Group Discussion Skills
MBA I C-Slides by Ms.Supreet Wahee

Negotiation Skills

Where do use this skill?
 Everything is negotiated.
 Family and personal
 “ Where should we go for dinner?”
 “ Can I borrow the car?”
 Academic research
 “ Fund my project.”
 “ Publish my paper.”
 Business ventures
 “ I want a raise.”
 “ Invest in my company.”
“ Pay me a license fee or I’ll sue you.”

Definition:
Negotiation is a basic means of getting what you want from
others by interactive communication designed to reach an
agreement
“Negotiation is about getting the best possible deal in the best

possible way.”

Negotiation – What is it? ‘Negotiation is an
explicit voluntary
traded exchange
‘The process by
which we search for
between people who
the terms to obtain want something from
what we want from each other’
somebody who
wants something Gavin Kennedy
from us’ To negotiate
is to trade
Gavin Kennedy
something we
have for
something we
want.
Confer with others to Anon

reach a compromise or
agreement.
Concise Oxford Dictionary

FEATURES OF NEGOTIATION
 Minimum two parties

 Predetermined goals
 Expecting an outcome
 Resolution and Consensus
 Parties willing to modify their positions
 Parties should understand the purpose of negotiation

Negotiating is about WHY, not
WHAT
The purpose of negotiating is seeing if you can
get your interests met through and agreement,
versus an alternative.
Positions are WHAT we want
Interests are WHY we want something
Negotiate the WHY….not the WHAT

Why do we NEGOTIATE ?
 To reach an agreement
 To beat the opposition
 To compromise
 To settle an argument
 To make a point

IMPORTANCE OF NEGOTIATION
Certainty
The aim of contract negotiation is firstly to achieve certainty, to record what is
being supplied, when, in what quantities and to what standard, and what are the
consequences of delay or failure to meet the agreed requirements.
The best deal
Seeking clarity does not conflict with the view that negotiations should achieve
the best deal, it merely points out that both parties to a negotiation have to
understand what it is that they have agreed to.
Achievement of an Organization's objectives
The goal of every negotiation must be to achieve a result which, even if it
falls short of the original objective, can be considered a satisfactory
advancement towards it.
Create of a long-term relationship between the parties
Whilst this is not always possible, and some cultures, such as the
Japanese, place more emphasis on this aspect of negotiation, this is
increasingly important as companies build networks of alliance partners.

Negotiation Approaches/Outcomes
1. Win –Lose -One party wins

,the other looses- Should be
avoided
1. Lose –Lose -Both parties
lose-should never be accepted
1. Compromise-both gain a little-minimum
acceptable
2. Win-Win- both emerge as winners-should be
the aim of all negotiations
TYPES OF NEGOTIATION
 Distributive Negotiation
 Integrative Negotiation

1st Type: Distributive Negotiation
 Parties compete over the distribution of a fixed sum of
value. The key question in a distributed negotiation is,
“Who will claim the most value?” A gain by one side
is made at the expense of other.
 The Seller’s goal is to negotiate as high a price as

possible; the Buyer’s goal is to negotiate as low a price
as possible.
 Thus, the deal is confined: there are not much

opportunities for creativity or for enlarging the scope of
the negotiation.
2nd Type: Integrative Negotiation
 In Integrative Negotiation, parties cooperate to achieve
maximize benefits by integrating their interests into an
agreement. This is also known as a win-win negotiation.
 The key questions is: “How can the resource best be

utilized?”
 Integrative negotiations tend to occur in following situations:

 – Structuring of complex long-term Strategic Relationships
or other collaborations.
 – When the deal involves many financial and non-financial
terms.
 In an integrative negotiation,, there are many items and
issues to be negotiated, and the goal of each side is to
“create” as much value as possible for itself and the other
side.
DISTRIBUTIVE VERSUS
INTEGRATIVE NEGOTIATIONS
Characteristic Distributive Integrative
Outcome Win-lose Win-win

Joint and individual
Motivation Individual gain
gain
Different but not
Interests Opposed
always Opposite
Relationship Short-term Longer or Short-term
Issues involved Single Multiple
Ability to come to
Not Flexible Flexible
agreement
Solution Not creative Creative
Basic Elements of
Successful Negotiation
1. Positive Attitude
2. Knowledge of the Negotiation process
3. An understanding of people
4. A grasp of your subject
5. Creativity: settle on a solution before you
negotiate
6. Communication skills

Negotiations Process
Preparation: Define objectives Primary objectives are basic and non

negotiable .Secondary objectives are related to additional benefits and
concessions .
 Collect relevant information & data
 Ensure that your stand is based on verifiable facts and not mere
assumptions
Arguing :State your stand and understand the other person’s stand. Keep
the atmosphere cordial & relaxed throughout
Signaling : If arguments threaten to break the negotiation process down,
look for redeeming signals offered by the other person or send some
positive signals yourself to break the deadlock
Proposing: Make a concrete proposal (related to basic objectives)

Negotiations Process
Packaging: Offer a complete package for the other persons consideration.

The package should address the primary objectives of both the parties and
take care of all suggestions offered
Bargaining : Bargain for maximum benefits ,keeping within the boundaries
of a win-win situation
Closing :Give the agreement a formal shape(in black and white
)and have it duly signed

Know your BATNA!
 Best Alternative to a Negotiated Agreement
(BATNA)
 Typical example: negotiate or go to court
 Improving your situation
 Improve your BATNA
 Identify the other side’s BATNA
 Weaken the other party’s BATNA

Why BATNAs Matter
 BATNAs tell you when to accept and when to reject
an agreement
Whena proposal is better than your BATNA:

ACCEPT IT
Whena proposal is worse than your BATNA:

REJECT IT

BATNA Example
 A persons go for car
purchase.
[Showroom salesman
[To negotiate with showroom sales man for

lesser price]
V/s customers]
 The car owner is not

Example:
agreeing for the lesser

price.
 Than customer can ask
for Radial tires[best
alternative] with any
increase in price further.
Effective Negotiation
 Is an important
communication skill
 Reaches the agreement
that best meets both sides
requirements
 Should be conducted in a
professional manner
 Be a solid foundation on
which to build future
relationships

Preparing yourself
Preparation enables you to :
 Identify your objectives
 Identify targets
 Know your resistance point
 Adopt the most suitable style
 Time the interaction correctly
 Achieve a deal

Tip #1 Negotiating is not Compromising
It is joint problem solving
Our goal is to efficiently reach a satisfying

agreement for both parties, and to
conclude on a positive note.
Fisher and Ury define negotiations as

“Back and forth communication to reach
agreement where some interests are
shared and some interests are opposed.
“Getting to Yes”

Tip #2 People Skills Make the Difference
•What is your “preferred style” of
communicating?
•What is the “style” of the other

person with whom you will be
negotiating?
•Are these styles compatible, or are

they opposites?

Tip #2A: Listening is the most powerful negotiating
skill
 It begins with effective
communication…understanding your preferred
method and learning the method of the other party.
 Communicate with them in a way that will be most
effective with their style
 This helps to eliminate the possibility of
misunderstanding, as we communicate in many ways

Listening is your most powerful negotiating
tool
But before you can listen, you
have to be skilled at asking
questions:
Three critical questioning skills

1. Know where your questions
are going
2. Ask for permission to ask
questions
3. State why you want to ask
questions
Purpose-Process-Payoff
Listening is your most powerful negotiating
tool
If that is the case, why are we such bad
listeners?
We listen to reply, argue, rebut, make our point,

or win.
We do not typically listen to understand.
As Covey said, “Seek first to understand, then

be understood

Tip #3: Have a game plan before beginning to negotiate
Few people plan before beginning to

negotiate
If you cannot walk away from the

negotiation at any time, you will lose.
Knowing your options outside of the

negotiation is a direct function of
preparation.
Without a plan you risk agreeing to

something worse than what you may have
done on your own.

How to make negotiations successf
1. Provide for a pleasant ambience and comfortable seating
2. Be prepared to listen & understand
3. Never loose sight of the opponent's psychological and emotional
needs
4. Begin with positive gestures like a warm handshake, a friendly eye
contact etc
5. Try to reach a minimum agreement .Gradually build upon it
6. Show a genuine respect for your opponents cultural background
7. There must be congruence between your verbal & non verbal
communications
8. Don’t encroach upon other people’s private space.
9. Don’t let your personal objectives /aspirations interfere the negotiation
process
Behavior in Negotiations
 Remain Polite
 Instead of appearing to be unreasonably obstinate, make your
opponent see the situation from your perspective
 Let the issues be in focus rather than personalities
 Show your enthusiasm for s fair solution
 Periodically keep reviewing the points agreed upon and the
outstanding issues
 Do not respond to the following
• Personal abuse
• Sarcastic comments
• Any attempt to bully you or pressurize you
• Any new demands that might be distracting
• The introduction of any fresh person into the negotiation process

42
Negotiation Check List
Good Practice Avoid
 Actively listen ×Interrupting

 Question for clarification ×Attacking
 Summarising ×Blaming
 Test commitment ×Talking too much
 Seeking & giving information ×Sarcasm
 Encourage two way conversation ×Threats
 State and plan your proposal – then summarise ×Taking it personally
 Use the ‘if you ….then we’ll’ principle ×Closed body language

Negotiating
“Negotiating is the art of

reaching an agreement by
resolving differences
through creativity”
Creative Negotiating, Stephen Kozicki, Adams Press, 1998

GROUP
DISCUSSION
What is a Group Discussion?
A GD is a methodology used by an organization

to gauge whether the candidate has certain
personality traits and/or skills that it desires in its
members.
In this methodology, the group of candidates is

given a topic or a situation, given a few minutes to
think about the same, and then asked to discuss
the it among themselves for 15-20 minutes.
Why a Group Discussion?
The reason why institutes put the

candidates through a Group
discussion and an interview, after
testing your technical and
conceptual skills in an exam, is to
get to know you as a person and
gauge how well you will fit in their
institute.
The Group discussion tests how

you function as a part of a
team.

What is tested?
1. Ability to work in a team

2. Communication skills
3. Reasoning ability
4. Leadership skills
5. Initiative
6. Assertiveness
7. Flexibility
8. Creativity
9. Ability to think on ones
feet
Do`s In Group Discussion
 Appropriate to the issue .
 Make original points &
support them b
substantial reasyoning .
 Listen to the other
participants actively
Whatever you say must
&carefully.
be with a logical flow, &
validate it with an example
as far as possible.
Make only accurate
statements.
Do`s in group discussion
 Modulate the volume,
pitch and tone.
 Be considerate to the
feelings of the others.
 Try to get your turn.
 Be an active and
dynamic participant by
listening.
 Talk with confidence
and self-assurance.

Don’ts During Group Discussion
 Being shy /nervous / keeping isolated from

G.D
 Interrupting another participant before his
arguments are over
 Speak in favor ; example: Establish your
position and stand by it stubbornly
 Changed opinions
 Don’t make fun of any participant even if his
arguments are funny.
Don`ts during group discussion
 Don’t repeat
and use
irrelevant
materials.
Addressing yourself to the examiner.
Don’t engage yourself in sub-
group conversation.
Worrying about making some
grammatical mistake, for your
interest the matter you put across
are important.

Important points in group discussion
 Be assertive: An assertive person is direct , honest

careful about not hurting others ‘self-respect’.
 A patient listener: listening to another person is one
way of showing appreciation.
 Right language : Words can make friends & right
words at the right time make the best results.
 Be analytical and fact-oriented : It is necessary to
make relevant points which can be supported with
facts and analyzed logically.

Accept Criticism
 If any member of the group criticizes or

disapproves a point, it is unwise to get
upset or react sharply.
• In case the criticism is flimsy, the
same can be pointed out politely.
•Maximize participation ; one must try to
contribute fully, vigorously & steadily
throughout the discussion.
•Show leadership ability: A group
discussion also evaluates your
leadership qualities.
Accept someone's point
of view
Praise the
argument
 Accept the contradicts
view
 Express your
argument with few
facts, cases, %,
Newspapers
publications etc.
 Express without
hurting others feelings.

SUGGESTIONS
 Never try to bluff.
 Practice group
discussion with friends
on different subjects.
 Remember !speech is a
powerful weapon.

Presentation Skills
To convince, sometimes all you need is serious eye contact!

Presentation Skills
 Provide a framework for presentations
 Learning how to plan and prepare presentations
 Understanding presentation techniques
 Provide opportunity to practice and gain feedback
 How to handle the audience & deal with their questions
Presentation Skills

“Great speakers aren’t born, they are
trained.”
Presenting is a Skill…
Developed through experience and
training.

Definition
Presentation
“Something set forth to an audience for the attention

of the mind “
Source: http://www.merriam-webster.com
Why Give A Presentation?
Main Purposes
 Inform
 Persuade
 Educate
Each successful presentation has three essential objectives
the audience All parts of the

should learn presentation are
about the topic clear
Educate Entertain Explain

The audience
should enjoy
MBA I C-Slides by Ms.Supreet Wahee what they are
learning
At the end of the session you will
learn….
 Planning your presentation

 Structuring your Presentation
 Use of Audio - Visuals
 Presentation Techniques
 Interacting with the Audience

Planning Your Presentation

1. Define the Purpose

 What do you want to communicate to your audience?
 Before you start to prepare your presentation, decide what you want to
achieve.
 Focus on the purpose of the presentation at every stage to ensure that
the presentation is relevant & effective.
2. Assess Your Audience

 “Success depends on your ability to reach your audience.”
 Size
 Demographics
 Knowledge Level
 Motivation

3. Plan Space
 Number of Seats
 Seating Arrangement
 Audio/Visual Equipment
 Distracters
4. What Day and Time?

 Any Day!
 Morning
5. Organization
 Determine Main Points (2-5)
 Evidence
 Transitions
 Prepare Outline

The Presentation Structure

#1: Build Rapport

 … relation marked by harmony or
affinity
• Audience members who trust you and feel that you care
 Start Before You Begin

• Mingle; Learn Names
• Opportunity to reinforce or correct audience assessment
• Good First Impression
 People Listen To People They Like

#2: Opening Your Presentation

 Introduce Yourself
• Why Should They Listen
 Get Attention, Build More Rapport, Introduce Topic
• Humor
• Short Story
• Startling Statistic
• Make Audience Think
• Invite Participation
 Get Audience Response
 Clearly Defining Topic
• If Informative: Clear parameters for content within time
• If Persuasive: What’s the problem? Who cares? What’s the
solution?
 Overview
“Tell them what you are going to tell them…”

#3: Presenting Main Points

 Main Point-Transition-Main Point-Transition-Main
Point…..
 Supporting Evidence
 Examples
 Feedback & Questions From Audience
 Attention to, and Focus on, Audience (Listening)

“Tell them…..”

#4: Concluding Your
Presentation
 Inform audience that you’re about to close
 Summarize main points
 Something to remember or call-to-action
 Answer questions
“Tell them what you told them…”

Using Audio - Visual Aids
The Purpose of Using Visual Aids

 Improve comprehension
• Visual aids support your ideas and improve audience
comprehension of your presentation
 Add Variety
• Visual aids add variety to your presentation by giving the
audience a break from listening and letting the see
something
 Illustrate Complex Ideas

• Visual aids help illustrate complex ideas or concepts and
are helpful in reinforcing your ideas
 Lasting Impact
Used Poorly…A Distraction…Ineffective Presentation

Visual Aids - Examples

 Low Complexity: simple to use, no power supply is required,
best to use with a smaller group.
1. Handouts 2. Writing Board 3.Flip - Chart
 Medium Complexity: simple audio-visuals not involving too

much of technicality, need to set up before the presentation
1. Slide Projector 2. Overhead Projector 3. Audio System
 High Complexity: requires a specialized team to set them up, will result in a
high impact
1. Video 2. Multimedia 3.Computer Graphics

Visual Aids Should…

 Supplement presentation
 Outline main points
 Serve audience’s needs, not speaker’s
 Simple and clear

Effective
Presentation Techniques

Effective Presentation Techniques
#1: Analyzing Appearance
 Study yourself in the mirror to see what impression

you make
 Know the audience that you would be addressing
 Look well groomed
#2: Body Language

 Facial expressions
 Eye Contact
 Gestures
 Posture

#3: Vocal Techniques
 Loudness
 Pitch
 Rate
 Pause
(Deviations From the Norm for Emphasis)
#4: Use of Space

 Can everyone see you
 Movement
#5: Handling Audience and Questions
 Ensure understanding
 Get Involvement
 Asking Questions
Handling Objections
 Respond – Don’t react
 Control body language signals
 Ask Questions – to ensure you got it

right
 Ensure understating – 2 way

communication
Common Problems
 Verbal fillers
• “Um”, “uh”, “like”
• Any unrelated word or phrase
 Swaying, rocking, and pacing

 Hands in pockets
 Lip smacking
 Fidgeting
 Failure to be audience-centered
Presentation Tips
Presentation Tips
 Smile
 Breathe
 Water
 Notes
 Finish On Time


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Unit 6 –Enhancement Skills

MBA I C-Slides by Ms.Supreet Wahee

MBA I C-Slides by Ms.Supreet Wahee

“ Pay me a license fee or I’ll sue you.”

MBA I C-Slides by Ms.Supreet Wahee

“Negotiation is about getting the best possible deal in the best

MBA I C-Slides by Ms.Supreet Wahee

Confer with others to Anon

Concise Oxford Dictionary

MBA I C-Slides by Ms.Supreet Wahee

 Minimum two parties

MBA I C-Slides by Ms.Supreet Wahee

Positions are WHAT we want

Interests are WHY we want something

Negotiate the WHY….not the WHAT

MBA I C-Slides by Ms.Supreet Wahee

MBA I C-Slides by Ms.Supreet Wahee

MBA I C-Slides by Ms.Supreet Wahee

1. Win –Lose -One party wins

MBA I C-Slides by Ms.Supreet Wahee

 The Seller’s goal is to negotiate as high a price as

 Thus, the deal is confined: there are not much

 The key questions is: “How can the resource best be

 Integrative negotiations tend to occur in following situations:

Outcome Win-lose Win-win

MBA I C-Slides by Ms.Supreet Wahee

Preparation: Define objectives Primary objectives are basic and non

MBA I C-Slides by Ms.Supreet Wahee

Packaging: Offer a complete package for the other persons consideration.

MBA I C-Slides by Ms.Supreet Wahee

MBA I C-Slides by Ms.Supreet Wahee

Whena proposal is better than your BATNA:

Whena proposal is worse than your BATNA:

MBA I C-Slides by Ms.Supreet Wahee

[To negotiate with showroom sales man for

 The car owner is not

agreeing for the lesser

MBA I C-Slides by Ms.Supreet Wahee

MBA I C-Slides by Ms.Supreet Wahee

Our goal is to efficiently reach a satisfying

Fisher and Ury define negotiations as

MBA I C-Slides by Ms.Supreet Wahee

•What is the “style” of the other

•Are these styles compatible, or are

MBA I C-Slides by Ms.Supreet Wahee

MBA I C-Slides by Ms.Supreet Wahee

Three critical questioning skills

We listen to reply, argue, rebut, make our point,

We do not typically listen to understand.

As Covey said, “Seek first to understand, then

MBA I C-Slides by Ms.Supreet Wahee

Few people plan before beginning to

If you cannot walk away from the

Knowing your options outside of the

Without a plan you risk agreeing to

MBA I C-Slides by Ms.Supreet Wahee

MBA I C-Slides by Ms.Supreet Wahee

Negotiation Check List

Good Practice Avoid

 Actively listen ×Interrupting

MBA I C-Slides by Ms.Supreet Wahee

“Negotiating is the art of

Creative Negotiating, Stephen Kozicki, Adams Press, 1998