Best Practices in Negotiations

Negotiation is a part of our everyday life. Negotiation is a skill involving analysis and communication that everyone can learn. This chapter reflects on the ten best practices for negotiators who want to improve the negotiation skills. They are:

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 paradoxes

6.      Remember intangibles

7.      Actively manage coalitions

8.      Savor and protect your reputation

9.      Remember that rationality and the fairness are relative

10.  Continue to learn from you experiences

In conclusion, negotiators that take time to pause and reflect on their negotiations will find that they continue to refine their skills and that they remain sharp and focused for their future negotiations.

Leading through Effective External Relations

Effective external relations require a sound communication strategy. There are steps that you can take to create a strategy for external audiences:

1. Clarify your purpose and strategic objectives
2. Identify your major audiences or stakeholders
3. Create, refine and test your major messages
4. Select limit and coach you spokesperson
5. Establish the most effective media or forum
6. Determine the best timing

7.      Monitor results.

            Messages aimed at external audiences are far more vulnerable to interference interruptions and barriers than messages to internal audiences.

      You should be able to prevent the interruption and overcome the barriers to reach your external audiences successfully if you ensure all of your external messages conform to the following criteria:

§  Honest

§  Clear

§  Consistent

§  Meaningful

In conclusion, all leaders of organizations must realize that their companies reputation depend on their internal ethos and the perception of their many external stakeholders. They must maintain a positive reputation and effectively manage external relations in order to obtain and keep it.

Leadership through Strategic Internal Communication

The role of strategic communication is to ensure that you employees are equipped to make the greatest possible contribution to the success of your organization. For a employee to play a strategic role in an organization the leader must realize its importance in accomplishing the companies strategic objectives and performance goals and integrate it into the company’s over all strategy and business process.
In any good communication strategy it is important to ensure that your internal communication supports and assists in accomplishing your company strategy. Effective communication consists of the following:
1.Supportive management
2.Target messages
3.Effective media forum
4.Well-positioned staff
5.On-going assessment
Leadership communication must include how best to create and deliver these core messages to ensure they are strong and meaningful and not simply feeble slogans.
Effective mission and vision statements are important to a company for the following reasons:
1.Inspire individual action, determine behavior and fuel motivation
2.Establish a firm foundation of goals, standards and objectives to guide corporate planners and managers
3.Satisfy both the companies’ need for efficiency and the employee’s need for group identity.
4.Provide direction, which is particularly important in time of change to keep everyone moving toward the same goals.
In summary, good internal communication holds an organization together. Good internal communication provides the direction needed to reach strategic and financial goals and encourage productivity.

International and Cross-Cultural Negotiation

There are two overall contexts, which have an influence on international negations that have been identified by Phatak and Habib: the environmental context and the immediate context. The environmental context includes environmental forces that neither negotiator controls that influence the negotiation. The immediate context includes factors over which negotiators appear to have some control.

There are six factors in environmental context that make international negotiations more challenging than domestic negotiations: political and legal pluralism, international economics, foreign governments and bureaucracies, instability, ideology and culture.

These factors can act or limit or constrain organizations the operate internationally, and it is important that negotiators understand and appreciate their effects.

The immediate context factors that can have an important influence on negotiation are: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes and immediate stakeholders.

These models are good devices for guiding our thinking about international negotiation.

The most studied aspect of international negotiation is culture. It is important to recognize that even though culture describes group-level characteristics, it doesn’t mean that every member will share those characteristics equally. There are two important ways that culture has been conceptualized: culture as shared values and culture as dialectic.

Cultural differences have influenced negation in several different ways: Definition of negotiation, negotiation opportunity, selection of negotiators, protocol, communication, time sensitivity, risk propensity, nature of agreements and emotionalism.

The psychological processes of negotiators will also influence negotiation strategies and the pattern of interaction between negotiators and culture has an influence on these processes.

In conclusion, the challenge for every international negotiator is to understand the simultaneous, multiple influences of several factors on the negotiation process and outcome and to update this understanding regularly as circumstances change.

High Performance Leadership Teams

            Teams are prevalent in all organizations; business leaders need to know how to build and how to manage them to achieve high performance.

            Building an effective team raises both organizational and individual leadership issues. In deciding to use teams across you company, you will want to look closely at the company culture and compensation structure to see if the both support teamwork.

            Deciding to form a team is a process very similar to deciding to call a meeting. Both meetings and teams can alienate participants if they are not clearly the best approach.

            After you have decided that a team is necessary you will then have to decided how to form that team. It’s a good idea to form teams based on functional responsibilities.

            Team members want to learn from the experience of being on the team, which calls for reflecting on the teamwork processes. Teams working together over an extended period of time should build in periodic processes.

            Despite all the best planning and time spent getting to know each other, teams will likely experience conflict. Obtaining the best results can depend on the team ability to manage conflict.

            In conclusion, leading a team and working on a team present some challenges, but with the right approach a team can work through the challenges, achieve high performance and in the end outperform other groups and individuals. 

Mulitple Parties & Teams

      The negotiation process changes significantly when there are multiple parties involved. Multiparty negotiation is one where there are more than two parties that are working together to achieve a collective objective.

            Multiparty negotiations differ from two party deliberations in several important ways: Number of parties, informational and computational complexity, social complexity, procedural complexity and strategic complexity.

            Multiparty negotiation looks a lot like group decision-making because it involves a group of parties trying to reach a common solution in a situation were the parties preferences may diverge.

            There are three key stages that characterize multilateral negotiations: prenegotiation, actual negotiation and managing the agreement.

            In multiparty negotiations groups must generate many ideas and approaches to a problem, which usually creates conflict.

            When done well conflict is a natural part of these relationships when done poorly, conflict actively disrupts all these processes.

            In addition to monitoring the discussion norms and managing the conflict processes effectively the parties also need to manage the decision rules, the way the group will decide what to do.

            Finally, if the objective is consensus or the best quality solution, negotiators should not strive to achieve it all at once. Rather, they should strive for a first agreement that can be revised, upgraded and improved.

            In summary, if these issues are raised and thoughtfully considered the parties involved are more likely to feel better about the process and to arrive at an effective outcome than if these factors are left to chance.

Cross-Cultural Literacy and Communication

There are two overall contexts, which have an influence on international negations that have been identified by Phatak and Habib: the environmental context and the immediate context. The environmental context includes environmental forces that neither negotiator controls that influence the negotiation. The immediate context includes factors over which negotiators appear to have some control.

            There are six factors in environmental context that make international negotiations more challenging than domestic negotiations: political and legal pluralism, international economics, foreign governments and bureaucracies, instability, ideology and culture.

            These factors can act or limit or constrain organizations the operate internationally, and it is important that negotiators understand and appreciate their effects.

            The immediate context factors that can have an important influence on negotiation are: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes and immediate stakeholders.

            These models are good devices for guiding our thinking about international negotiation.

            The most studied aspect of international negotiation is culture. It is important to recognize that even though culture describes group-level characteristics, it doesn’t mean that every member will share those characteristics equally. There are two important ways that culture has been conceptualized: culture as shared values and culture as dialectic.

            Cultural differences have influenced negation in several different ways: Definition of negotiation, negotiation opportunity, selection of negotiators, protocol, communication, time sensitivity, risk propensity, nature of agreements and emotionalism.

            The psychological processes of negotiators will also influence negotiation strategies and the pattern of interaction between negotiators and culture has an influence on these processes.

            In conclusion, the challenge for every international negotiator is to understand the simultaneous, multiple influences of several factors on the negotiation process and outcome and to update this understanding regularly as circumstances change.

Relationships in Negotation

            One major way that context affects negotiation is that people are in relationships that have a past, present and future. Existing relationships can shape negotiations in a positive or negative way. Many negotiations concern how we work and live together over time and how to coordinate action and share responsibilities or how to manage problems that have arisen in the relationship.

            A relationship is the meaning assigned by two or more individual to their connectedness or coexistence.

            There are three important rules for negotiating in a relationship: Don’t rush prenegotiation, recognize a long-term business deal as a continuing negotiation and consider mediation or conciliation.

            Reputation, trust and justice are three elements that become more critical and pronounced when they occur within a relationship negotiations.

            Within relationships we see parties shift their focus considerably moving away from a sole focus on price and exchange to also attend to the future of the relationship. By doing this the trust between party’s increases and they build strong positive reputations.

Ethics in Negotiation

Ethics are broadly applied social standards for what is right and what is wrong in a particular situation or a process for setting those standards. They differ form morals, which are individual and personal belief of what is right, and what is wrong.

There are consequences of unethical conduct. A negotiator who employs an unethical tactic will experience consequences that may be positive or negative, based on three aspects of the situation: whether the tactic is effective, how the other person and audience will evaluate the tactic and how the negotiator evaluates the tactic.

Negotiators overlook the fact that although unethical conduct will get them what they want in the short run, these same tactics will lead them to tarnished reputations and diminished effectiveness in the long run.

Emontional Intelligence & Mind Map

Leaders need strong interpersonal skills and an understanding of and appreciation for cultural diversity. Without these skills, leaders cannot communicate with and manage others effectively. Emotional intelligence is the capacity to understand you own emotions and those of other people. This helps a leader to understand cultural literacy. Cultural literacy means being literate or knowledgeable about the fundamental differences across cultures.

            Emotional intelligence and cultural literacy are necessary skills that allow you to interact with and lead other effectively and the key to interacting with others and managing relationship successfully is communication.

            The first step toward emotional intelligence is self-awareness. Realizing the value of cultural differences is a key component of emotional intelligence. By understanding cultural diversity you can communicate with all of the different audiences that form the complexion of the world’s corporation today.

            In summary, your emotional intelligence and cultural understanding will affect your leadership in meeting and in teams, as it affects your leadership communication overall.

Using Graphics and PowerPoint for a Leadership Edge & Mind Map

Leaders must know how and when to use graphics. Graphics are used to improve a presentation or document.

            Graphics should be purposeful and reinforce your message, provide a road map to the structure of the presentation, illustrate relationships and concepts visually, support assertions, emphasize important ideas and maintain and enhance interest.

            To convey messages clearly and effectively your charts should be simple but meaningful and include only one main message per chart or slide.

            PowerPoint is used as a tool to communicate your content more effectively. PowerPoint slides should enhance to presentation not dominate it.

In summary, graphics and PowerPoint provide a leadership edge. Knowing how to deliver messages effectively with words and pictures is a powerful combination and also an advantage.

Finging & Using Negotiation Power

Finding and Using Negotiation Power

            Power is important in negotiation because it gives one negotiator an advantage over the other party. Seeking power in negotiation usually arise from one of two perceptions, when a negotiator believes that they have less power than the other party or when the negotiator believes that they need more power than the other party.

            There are various sources of power that include: expert power, reward power, coercive power, legitimate power and referent power. Power can be created in many different ways in many different contexts and a source of leverage can shift form one category to another over time.

            Power can be a highly elusive and fleeting in negotiation. Almost anything can be a source of power if it gives the negotiator a temporary advantage over the other party. Power is only the capacity to influence; using that power and skillfully exerting influence on the other requires a great deal of sophistication and experience.

            In summary, all negotiators want power, they want to know what they can do to put pressure on the other party, persuade the other to see it their way, get the other to give them what they want or change the other’s mind.

Communication

COMMUNICATION

            Communications both verbal and nonverbal are critical to achieving negotiation goals and to resolving conflict. During a negotiation there a five different categories of communication that take place they are: Offers, Counteroffers and Motives, Information about alternatives, Information about outcomes, social accounts and the communication about process.

            The most important forms of communication in negotiation are those that convey offers and counteroffers. They have a powerful influence on the actions of both parties. The offer-counteroffers are dynamic and interactive.

            Information about alternatives is another important aspect of the negotiation process. Alternatives can influence the negotiation process by simply having the best alternative to a negotiated agreement.

            Negotiators should be cautious about sharing their outcomes or even their positive reactions to outcomes with the other party.

            Another type of communication that occurs during negotiation consists of the social accounts that negotiators use to explain things to the other party. Negotiators who use multiple explanations are more likely to have better outcomes.

            Communication is about the process of negotiation itself-how well it is going or what procedures might be adopted to improve the situation.

            They are three aspects related to communication they include: The characteristics of language that communicator’s use, the use nonverbal communication in negotiation and the selection of a communication channel for sending and receiving messages.

            Communication is experienced differently when it occurs through different channels. Communication channels include the telephone, e-mail and written communication. The key variation that distinguishes one communication channel from another is social presence the ability of a channel to carry and convey subtle social cues form sent to receiver.

NEGOTIATION: STRATEGY AND PLANNING & MIND MAP

NEGOTIATION: STRATEGY AND PLANNING

            Effective strategy and planning are the most critical starting points for achieving negotiation. Effective planning and target setting allows negotiators to achieve their objectives, it is a very critical activity in the negotiation process.

            One of the first steps in developing a negotiation strategy is to determine one’s goals. Goals are the focus that drives this process. When determining goals negotiators need to specify their goals and objectives clearly. Negotiators need to state what they plan to achieve and determine priority among their goals.

            Once a negotiator communicates their goals they need to move to the stage of the sequence: selecting and developing a strategy. The strategy that you choose is very important it will help you accomplish your goals within the negotiation process.

            Even though the line between strategy and tactics may seem unclear. The major difference is that of scale, perspective and immediacy. Tactics are short-term moves that are used to pursue a strategy. Tactics are structured, directed and driven by strategic consideration.

            Before you can explore the specific planning process for negotiation it is important to understand the typical steps or flow in a negotiation in order to understand how negotiations are likely to evolve and why planning is so important.

            There are several key steps to an ideal negotiation process: Preparation, relationship building, information gathering and information using.

            The dominant force for success in negotiation is in the planning that takes place prior to the dialogue.

            In summary, without an effective plan negotiators are more likely to fail at negotiation. Planning allows negotiators to design a road map that will guide them to an agreement. Although a road map will need to be modified during the negotiation process it is far more effective than if you attempted to work without one.

           

Perception, Cognition and Emotion & Mind Map

PERCEPTION, COGNITION, AND EMOTION

            The basic building blocks of all social encounters, including negotiation is: perception, cognition and emotion. These building blocks guide how we perceive and analyze the others, situations and our own positions.

            Understanding perception is important in the negotiation process because it helps us understand why people behave the way they do.

            Perception is the process by which individuals connect to their environment. Perceptual distortion is when a person’s own needs, desires create a predispotion about the other party.

There are four major perceptual errors: Sterotyping, halo effects, selective perception and projection. Sterotyping is when one individual assign characteristics to another based upon the individual’s social or demographic category.

Halo effects are similar to steotrypes. Halo effects occur when people generalize characteristics based on the knowledge of one trait of an individual. Selective perception occurs when the perceiver singles out certain information that supports or reinforces a prior belief and filters out information that does no confirm that belief. Projection occurs when people assign to others the characteristics or feelings that they possess themselves.

Another important issue in perception is framing. A frame is a mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid actions. The different types of frames are:

§         Substantive-what the conflict is about

§         Outcome- a party’s predispotion to achieving a specific result or outcome

§         Aspiration-a predispotion toward satisfying a set of interest or needs

§         Process-how the parties will go about resolving their dispute.

Framing should be used to focus and shape the world around us, we should use framing

to help things make sense in ways that is significant to us.

            Negotiators sometimes make errors when they process information; these errors are called cognitive biases. The biases include: the irrational escalation of commitment, the mythical belief that issues under negotiation are all fixed pie, the process of anchoring and adjustment in decision making, issue and problem framing, the availability of information, the winner curse, negotiator overconfidence, the law of small numbers, self serving biases, the endowment effect, the tendency to ignore other cognitions and the process of reactive devaluation

            Misperception and cognitive biases typically arise out of conscious awareness as negotiators gather and process information

             

Developing & Delivering Leadership Presentations

A leader’s skills are most visible to others when speaking, whether it is formal or informal. Leaders must be comfortable and confident when making presentations.
In the planning phase of developing your presentation you need to determine your strategy, analyze your audience, select the medium and delivery method and organize you logical structure.

One of the most popular delivery methods for business presentation is still the stand-up presentation. They allow you to maintain eye contact and rapport with your audience make adjustments based on the audience’s response and appear confident and knowledgeable.

The organizing of a presentation proceeds from the needs and interest of the audience, your purpose and the demands of subject matter. It’s a good idea to refer to the analysis of you audience to determine the most effective structure.

Once you have analyzed you audience and developed your communication strategy and determined the overall structure you are ready to prepare your presentation. This preparation consists of developing the introduction, body and conclusion, creating graphics, testing the flow and logic, editing and proofreading and practicing.

When the time of presentation is near you must concentrate on you delivery style, stance speech and overall effect.

In summary, when you are presenting you must focus you energy on your audience, create and maintain rapport and adopt a secure stance.

Using Graphics & Powerpoint for a Leadership Edge

Leaders must know how and when to use graphics. Graphics are used to improve a presentation or document.


Graphics should be purposeful and reinforce your message, provide a road map to the structure of the presentation, illustrate relationships and concepts visually, support assertions, emphasize important ideas and maintain and enhance interest.

To convey messages clearly and effectively your charts should be simple but meaningful and include only one main message per chart or slide.

PowerPoint is used as a tool to communicate your content more effectively. PowerPoint slides should enhance to presentation not dominate it.

In summary, graphics and PowerPoint provide a leadership edge. Knowing how to deliver messages effectively with words and pictures is a powerful combination and also an advantage.

Leadership Language

Using Language to Achieve a Leadership Purpose




Leaders lead and inspire others to action through their effective use of language. A leaders ability to influence their audience positively, overcoming barriers to effective communication is the essence of leadership communication.

To achieve a positive ethos through tone and style you need to project a confident tone when you speak and write. You want to sound confident and capture the right words in the right way. The tone influences the success of the message and its impact.

One way to make your writing clear is to make it concise. Clear writing is direct and to the point. A concise and confident style and an appropriate tone contribute to a positive ethos. In order to use business language correctly you must avoid errors, errors affect a person’s creditability.

To avoid these errors you must use traditional business grammar this includes punctuation and avoiding sexist language.

Editing is important skill that involves practice and discipline. The key method to editing is proofreading and making computers tools work for you.

In summary, as a leader you manage meaning for those who follow you by the words you select and how you put those words together to make sentences.

Creating Leadership Documents

CREATING LEADERSHIP DOCUMENTS




Business documents usually fall into two categories: Correspondence and reports. Leadership documents are correspondence and reports by which managers and executives assert their influence in an organizational setting. Leadership documents are essential for helping you accomplish your communication purposes.

When you develop a communication strategy you have to select the most effective communication strategy. When you are initiating the chain of communication the usual communication practices of the organization will probably guide your choice of medium.

Once, you have established this medium you then can create your written communication. Having a plan will help you become more productive and simplify the document creation process.

When you create individual documents you should find the approach that works best for you, but keep in mind that you will be more productive if you follow a plan.

When teams create team documents they use one of two ways to divide tasks: one person on the team does all of the writing with the other providing content, or the team divides the writing among the team members.

Version control is essential when a team creates a document since team members will touch the document at various times. The teams have to decide when drafts are due and who is to receive them and in what order they are to circulate through the team in order to keep the versions straight.

After the initial stages of creating a document you want your document to conform to a systematic arrangement that is logical to readers.

The organization and content of you document should be logical to its readers. You will want to state your main message, conclusion at the beginning then proceed through arguments and supporting information.

In the document you should open with power, develop with reason and close with grace, you will also need to determine the actual content of you letters, memos and email based on your purpose, strategy and audience.

Formatting is important in creating a professional appearance for all of your documents, correspondence and reports. The business writing standards are: layout, spacing and alignment, font size and type, headings and formatting lists.

In summary, documents are vital to leadership communication

Strategy and Tactics of Integrative Negotiation & Mind Map

Strategy and Tactics of Integrative Negotiation




The fundamental structure of integrative negotiation is one, which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives.

Integrative negotiation is used to create a process of problem identification, used to understand the needs and interests of both parties generate alternative solutions and select among these alternative solutions.

Although identifying options sometimes leads to a solution, solutions are usually attained through hard work and pursuit of several related processes: information exchange, focusing on interests rather than positions and firm flexibility.

Successful integrative negotiation is a process that is facilitated by a common goal or objective. Second, the parties must have faith in the problem-solving ability. Third, the parties must accept the other parties’ needs are valid. Fourth, the parties must want to make a commitment to work together. Fifth, they must be able to establish and maintain trust. Sixth, there must be a clear understanding about what each party wants.

In conclusion, integrative negotiation is not an easy process parties must collaborate and work together diligently to obtain a successful negotiation.

Strategy and Tactics of Distributive Bargaining & MIND MAP

Strategy and Tactics of Distributive Bargaining




In Distributive strategies and tactics, bargaining begins with settings opening, target and resistance points. Resistance points is established by the value expected from a particular outcome, which in turn is the product of the worth and costs of an outcome. Resistance points are the most critical, they define someone’s bargaining range. These points also determine whether you will have a successful negotiation or not.

Negotiations usually included a set of items. This set of items is known as the bargaining mix. These items are important to both parties. Negotiators need to understand what is important to them and to the other party when attempting to negotiate.

The negotiators goal is to reach a final settlement that will satisfy each party and get as close to their resistance points as possible.

Distributive bargaining is a conflict situation where parties seek their own advantage sometimes through concealing information, attempting to mislead or using manipulation actions. These tactics will cause a hostile situation.

In summary, negotiation is the attempt to resolve a conflict without force and without fighting. A successful negotiation is when both parties feel they have achieved the best result possible under the given circumstances.

THE NATURE OF NEGOTIATION & MIND MAP

The Nature of Negotiation




Negotiation is a process between individuals within groups and between groups and when there is a conflict of needs and desires between two or more parties. Negotiation is largely a voluntary process. We negotiate because we think we can improve our outcome or result, compared with accepting what is offered. It is a strategy pursed by choice.

When we negotiate we expect a “give and take” process that is fundamental to the definition of negotiation itself. We expect that both sides will modify the request or demands. The movement towards the middle of these positions is called compromise. Successful negotiation can be reached with the management of tangible and intangibles.

Interdependence is a key characteristic of a negotiation situation. It happens when both parties must coordinate with each other to achieve their own objectives.

Mutual adjustment occurs when both parties have to find a way to resolve their differences. Both parties can influence the other’s outcomes and decisions, and the other can influence their own outcomes and decisions.

Value claiming and value creation is used when negotiators employ win-lose situations. The purpose of negotiation is to claim the reward or gain the larges piece possible.

A potential consequence of interdependent relationships is conflict. Conflict can be defined as a disagreement or opposition of interest or ideas. Conflict can result from strongly divergent needs of the two parties or from misperceptions and misunderstandings. Conflict can also occur when two parties are working toward the same goal and generally want the same outcome or when both parties want very different outcomes.

In conclusion, the above-mentioned processes are essential to negotiation they serve as a foundation.

LEADERSHIP COMMUNICATION & MIND MAP

What is Leadership Communication?




The difference between mere management and leadership is communication. A leader must be able to communicate effectively. Leaders are individuals who guide, direct and motivate others. They are men and women who inspire and persuade other to pursue goal they define. Communication helps the leader to get things done with and through people.

Communication is the transmission of meaning for one person to another or to many people, whether verbally or nonverbally. Communication is a triangle that consists of the sender, the message and the receiver.

The complication in communication comes from the interruptions or interferences in that transmission, whether the sender or the receiver causes them. The things that can influence how a message is sent or received is the noise that surrounds it, the image of the speaker and the words used in the message.

Leadership communication consists of three major core skills: core communication skills, managerial communication skills and corporate communication skills. When you utilize core communication skills you need to structure and write effective simple and complex correspondence and documents. You must be able to speak and present in the language expected of business leaders.

Managerial communication skills build on the core skills. Managerial communication skills begin with emotional intelligence and cultural literacy, which includes the interpersonal, and cross-cultural skills needed to interact effectively with others, individuals and groups.

Corporate Communication involves an expansion from the managerial skills to those abilities needed to lead an organization and address a broader community. Communication becomes more complex when you need to think about how to communicate to all internal and external stakeholders.

Leadership communications depends on the ability to project a positive image also known as a positive ethos inside and organization and outside. Ethos refers to qualities of greater depth and substance. It ties directly to someone’s character. A positive ethos will help a leader influence audiences with the intended message. When you build a positive ethos you need to take into consideration how others perceive you and have knowledge of what motivates others.

LETTER OF INTRODUCTION

My name is Kiesha Haggerty, I reside in California love the weather hate the potential for earthquakes. I am currently working for the Oakland Police Department. I have been employed here for the last nine years. I am a Police Services Technician; my duties include traffic and crowd control. I have recovered abandoned and stolen vehicles towed from the streets of Oakland on the daily basis. The most significant highlights of my job history are having the ability to make a difference in the City of Oakland.


The reason why I am taking this course is because it is part of my curriculum in order to get my Master’s degree. My goal in lifetime is to be retired from being employed; I hope to attain that goal by starting my own business. I believe that this course will help me with the basic fundamentals.

This is the third course on my journey towars my master's degree. I hope to gain a lot more knowledge regarding the field of business of business management. I also would like to gain a lot more insight and experience in dealing with and in a team environment. I also would like to know what strengths and or weakness that not only my team but also the class as a whole may have. I would also like to know and share in different experiences that the individual’s in the class has changed their lives and them as a person. I expect to become a stronger more educated person from participating in this learning experience.

In summary, I hope this learning experience will increase my knowledge regarding the field of business management, I expect this class to help me obtain my goals in starting a successful business venture, and gain insight by sharing in the experience of my fellow classmates. I also hope to develop my strengths and improve my weakness.

Contact information

CONTACT INFORMATION


KIESHA HAGGERTY

KIESHAHAGGERTY@AOL.COM

510-472-4239



PLACE OF BIRTH: Sacramento, CA



TIME IN USA: Whole life



SEMESTER AT LU: Fall



MAJOR AT LU: Masters in Human Resources



LANGUAGE: English



INTEREST & HOBBY: Reading and Fishing

My first blog

YAY, I did it