FINAL EXAM. Time managment Benefits of Time Management Gain time through organization Motivates to complete tasks Reduces avoidance of work to be done.

FINAL EXAM

Time managment

Benefits of Time Management

• Gain time through organization

• Motivates to complete tasks

• Reduces avoidance of work to be done

• Promotes review and study time

• Eliminates cramming for tests

• Reduces anxiety

www.personal.psu.edu/sak229/Time%20Management.ppt

Benefits of Time Management

• Gain time through organizationشکار وقت در سازمان

• Motivates to complete tasksایجاد انگیزه در جهت اتمام فعالیتها

• Reduces avoidance of work to be doneکاهش موانع انجام کار

• Promotes review and study timeترویج بازبینی و بررسی وقت

• Eliminates cramming for testsحذف تست های مکرر

• Reduces anxiety کاهش اضطراب و دلهره

www.personal.psu.edu/sak229/Time%20Management.ppt

Purpose of Time (Self) Management

Stress=Managing time well can prevent much of the stress we are subject to.

Balance=Good time habits can enable us to achieve a more balanced life, with adequate time and energy for work, home, family, self.

Mackenzie, 1997uthscsa.edu/gme/documents/Peel/Time

%20Management.ppt


Stress=Managing time well can prevent much of the stress we are subject to.

Balance=Good time habits can enable us to achieve a more balanced life, with adequate time and energy for work, home, family, self.


%20Management.ppt

هدف از مدیریت زمان )خود(•تنش= مUدیریت خUوب زمUان، می توانUد از مقUدار زیUادی ا ز تنش هUایی •

را که با آنها مواجه هستیم بکاهد.تعUادل= مUدیریت زمUان خUوب مUا را قUادر می سUازد، در زنUدگی تعUادل •

بیشUتر و زمUان و انUرژی کUافی هم بUرای کUار و هم بUرای خانUه و هم برای خانواده خود داشته باشیم.


Productivity=If you can become more effective with your time, you automatically increase your productivity.

Goals=To make progress toward achieving your personal and professional goals, you need available time. Nothing can be done when you’re out of time.


%20Management.ppt


Productivity=If you can become more effective with your time, you automatically increase your productivity.

Goals=To make progress toward achieving your personal and professional goals, you need available time. Nothing can be done when you’re out of time.


%20Management.ppt

) خود ) زمان مدیریت از هدفرا= خود کارایی خودکار صورت به آنگاه کنید، استفاده بیشتر خود وقت از بتوانید شما اگر کارایی

. دهید می افزایشبه= نیاز شما خودتان، ای حرفه و شخصی اهداف به دستیابی جهت در پیشرفت ایجاد برای اهداف

. . رسید نخواهد ثمر به ندارید، را انجامش وقت که صورتی در کاری هیچ دارید زمان

The 80/20 Rule (Pareto Principle)

Theory of predictable imbalance The relationship between input and output is

rarely, if ever, balanced. 20% of your efforts produce 80% of the

results.

Vaccaro, 2000uthscsa.edu/gme/documents/Peel/Time

%20Management.ppt

The 80/20 Rule (Pareto Principle)

Theory of predictable imbalance The relationship between input and output is

rarely, if ever, balanced. 20% of your efforts produce 80% of the

results.

Vaccaro, 2000uthscsa.edu/gme/documents/Peel/Time

%20Management.ppt

(80/20قاعده پارتو ) اصلتعادل عدم بینی پیش تئوری

. شود می باالنس ندرت به خروجی و ورودی بین ارتباطشما 20% .80تالشهای کنند% می ایجاد را نتایج

The 80/20 RuleWhere are you?

You’re in your 80% if you’re: Working on tasks other people want you to, but

have no investment in them Frequently working on tasks labeled “urgent” Spending time on tasks you’re not good at Complaining all of the time

uthscsa.edu/gme/documents/Peel/Time%20Management.ppt


You’re in your 80% if you’re: Working on tasks other people want you to, but

have no investment in them Frequently working on tasks labeled “urgent” Spending time on tasks you’re not good at Complaining all of the time


80/20قاعده دارید؟ قرار کجا شما

در :80شما اگر% هستید تان. اید نداده انجام آنها روی گذاری سرمایه هیچ و کنید کار خواهند می شما از دیگران که فعالیتهایی روی

. باشد فوری و دار اولویت شما فعالیتهای بیشتر. کنید صرف وقت ندارید، کافی تبحر آن روی که فعالیتهایی روی

. باشید بهتر های را دنبال به همیشه


You’re in your 20% if you’re: Engaged in activities that advance your overall

purpose in life Doing things you have always wanted to do or that

make you feel good about yourself Working on tasks you don’t like, but you’re doing

them know they related to the bigger picture Smiling



You’re in your 20% if you’re: Engaged in activities that advance your overall

purpose in life Doing things you have always wanted to do or that

make you feel good about yourself Working on tasks you don’t like, but you’re doing

them know they related to the bigger picture Smiling


80/20قاعده دارید؟ قرار کجا شما در :20شما اگر% هستید تان. برند می پیش به زندگی در را شما کلی اهداف که بگذارید قدم فعالیتهایی در حس انجامشان از اینکه یا دهید انجامشان اید خواسته همیشه که دهید انجام را کارهایی

. کنید می پیدا خودتان به نسبت خوبی اهداف جهت در آنها انجام که دانید می اما ندارید، دوست که دهید انجام را هایی فعالیت

. هستند بزرگترتبسم

Implementing the 80/20 Rule

Read less. Identify the 20% of the journals you get that are most valuable.

Keep current. Make yourself aware of new technological innovations.

Remember the basics. Let your ethics and values guide your decision making, and you’re bound to end up focusing on your 20%.


Implementing the 80/20 Rule

Read less. Identify the 20% of the journals you get that are most valuable.

Keep current. Make yourself aware of new technological innovations.

Remember the basics. Let your ethics and values guide your decision making, and you’re bound to end up focusing on your 20%.


قانون 80/20اجرای . بخوانید .20کمتر کنید% شناسایی هستند ترین ارزش با نظرتان به که را نشریاتی

. . باشید آگاه تکنولوژیکی های نوآوری از باشید روز به . شما و شماباشد، گیری تصمیم راهنمای شما ارزشهای و اخالق بگذارید آورید یاد به را اصول

روی بر تمرکز به که هستید این به .20ملزم دهید% خاتمه

• Balance the conflicting demands• Leisure• Earning money and job-hunting• Lead to a build up of stress

http://www.mayoclinic.com/health/time-management/wl00048

Page17

Why use Time Management Skills?

http://www.mayoclinic.com/health/time-management/wl00048

مدیریت های مهارت از چراکنیم؟ می استفاده زمان

متضاد • های درخواسته تعادل ايجادفراغت • و ايجادفرصتشغل • به یابی دست و درآمد کسب• ( كنترل دراسترس تدريجي افزايش جهت مديريت

استرس(است: درشكل • انتخاب در دقت زمان مديريت مثلثبكنيم • بايد چهدهيم • انجام بايد وقت چهدهيم • انجام را آن بايد چطور

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1. Carry a schedule and record all your thoughts, conversations and activities for a week. 2. Any activity or conversation that’s important to your success should have a time assigned to it. 3. Plan to spend at least 50 percent of your time engaged in the thoughts, activities and conversations that produce most of your results.4. Schedule time for interruptions. 5. Take the first 30 minutes of every day to plan your day. 6. Take five minutes before every call and task to decide what result you want to attain. 7. Put up a “Do not disturb” sign when you absolutely have to get work done.

http://business.transworld.net/127446/news/10-effective-time-mangement-skills/

Page19

10 Effective Time Management Skills


10 زمان مدیریت برای موثر مهارت

را. 1• خود هاي وفعاليت افكارت،گفتگوها تمام و جدول يك ايجاد . كن ثبت هفته يك براي

داده. 2 اختصاص زمان آن براي كه يي گفتگو یا و فعالیت گونه هر . است مهم شما موفقيت براي شده

از. 3 كمتر تا كنيد ريزي افكار،فعاليت% 50برنامه درگير شما زمان . شود حاصل شما براي بيشتري نتايج تا شود عاوگفتگوها

4 . باشيد. داشته ها وقفه برای بندی زمان جدولهرروز. 5 . 30نابتداي باشيد داشته روز آن ريزي برنامه براي دقيقه

تصميم. 6 و كنيد فكر اي وظيفه و تماس هر از قبل دقيقه پنج . برسيد ميخواهيد اي نتيجه چه به بگيريد

7 " " قرار. هستيد كاري مشغول كه موقعي را نشوید مزاحم نوشتهدهيد.

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8. Practice not answering the phone just because it’s ringing and e-mails just because they show up. 9. Block out other distractions like Facebook and other forms of social media unless you use these tools to generate business.10. Remember that it’s impossible to get everything done.


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10 Effective Time Management Skills(cont’d)


زمان 10 مدیریت برای موثر مهارت

خورد 8 مي زنگ فقط چون نباشيد گو پاسخ ها تلفن به كنيد تمرين . ميشوند داده نشان فقط چون ها ايميل به ويا

هاي. 9 رسانه و بوك فيس مانند پرتي حواس عوامل تمام .) ( نكنيد استفاده كنيد بلوك را اجتماعي

همه. ) 10 چيز همه كه است ممکن غیر این که باشید داشته یاد به. شود( انجام كارها

Page22

• Technique #1: Make and use lists. 1. My Schedule. This is for the entire year, day by day.2. Things-to-Do List. This is a basic “Things-to-Do” list organized by month, week, and day3. People-to-Call List. My third list is a “People-to-Call” list, also prioritized alphabetically.4. Conference Planner.

• Technique #2: Tickle the memory with tickler files• Technique #3: Minimize meetings• Technique #4: Block your time• Technique #5: Profit from “odd lot” time

http://www.entrepreneur.com/article/229772

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5 Time Management Techniques

http://www.entrepreneur.com/article/229772

5 زمان مدیریت برای تکنیک

. 1تکنیک # كنيد: استفاده ازآن و بسازيد ليست يك1 . روز،؟. به روز بصورت و است سال كل براي من برنامه2 “ - انجام. – بايد كه چيزهايي براساس اين كار انجام ليست چیزهایی

ميباشد“ وروزانه ماهانه،هفتگي بصورت و شده سازماندهي شودمردم. _ 3 تلفن ليست من ليست سومين مردم تلفن ليست

الفبا حروف براساسها. 4 كنفرانس ريزي برنامه

قمقمه: 2تکنیک # کننده تحریک های فایل با حافظه دادن غلغلککوچک

جلسات: 3تکنیک # رساندن حداقل به(4تکنیک # كنيم: ) جلوگيري آن رفتن هدر از خود وقت كردن بلوک“) 5تکنیک # ” زمان: ازحداقل كوچك بسيار زمان از بردن منفعت

) كردن استفاده

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The Urgent/Important Matrix

• What Are "Urgent" and "Important"Activities?

– Important activities have an outcome that leads to the achievement of your goals, whether these are professional or personal.

– Urgent activities demand immediate attention, and are often associated with the achievement of someone else's goals.

http://www.mindtools.com/pages/article/newHTE_91.htm

فوری / مهم ماتریس

• " " " " هستند؟ چه مهم و فوری های فعالیت

به – منجر که دارند نتیجه یک مهم های فعالیتباشد شخصی خواه شود، می اهدافتان به دستیابی

. ای حرفه یا

توجه • خواستار فوری های فعالیتتحقق با اغلب و است فوریارتباط در دیگری فرد اهداف

است.


The Urgent/Important Matrix

ابزار • از استفاده نحوهاست / • ها اولویت درباره تفکر از قدرتمند روش یک فوری مهم ماتریسفوری • فعالیتهای روی بر طبیعی بطور کند می کمک شما به آن ار استفاده

کنید تمرکزبرروی • تمرکز جهت کافی اندازه به را زمانتان توانید می شما که طوری به

دارید نگه است مهم واقعا آنچه


Entrepreneurship

29

Entrepreneurship

• Entrepreneurship a way of thinking, reasoning, and acting that is:

– opportunity obsessed– holistic in approach– and leadership balanced

http://planetminkoff.com/AIPh/Entrep/FS20842-wk01-FA04.ppt

30

Entrepreneurship

• Some advantages–You are your own boss–Enjoy the profits from you efforts–Sense of pride in your business–Flexibility in your work schedule

http://azffa.org/downloads.php?dir=/Ag%20Ed%20-%20SAE%20(Public)&action=download&file=Entrepreneurship.ppt

31

E-Entrepreneurship

32

Definition

• An e-entrepreneur is defined as an individual willing to take the risk of investing time and money in an electronic business that has the potential to make a profit or incur a loss.

http://216.235.169.101/allStaffMedia.ppt?mediaID=1055&sz=192512

33

Virtual Business

• Does not have a material space designed to receive customers

• Transacts most of its business online• Can deal with customers from any location

that offers Internet capability


34

Components of an E-Business Site

• Web site design• Content• Web host• Security and/or firewalls• Search site submission• On-site search engine• Database software


35

Additional Features Needed for Online Payment

• Product catalog• Shopping cart• Merchant account provider• Alternative payment options• Order fulfillment• Customer service• E-mail notification• Customer FAQs


36

Global E-Entrepreneurship Agreement

• The U.S. and 29 other countries are members of the Organization for Economic Cooperation and Development (OECD).


37

Global E-Entrepreneurship Agreement Guidelines

• Fair business, advertising, and marketing practices• Enough information to allow consumers to make

informed choices, including disclosures about online businesses, their goods and services, and the terms and conditions of sale

• Clear processes for confirming transactions• Secure payment mechanisms


38

Global E-Entrepreneurship Agreement Guidelines (continued)

• Timely and affordable dispute resolution and redress processes

• Privacy protection• Consumer and business education• International government cooperation


39

Web Site Checklist


40

Myths of E-Entrepreneurship

• E-entrepreneurship is a no-brainer.• E-entrepreneurship is cheap.• The best price is always online.• E-commerce will kill traditional retail.• E-entrepreneurships make an obscene amount

of money.• E-entrepreneurship is not safe.


41

Myths of E-Entrepreneurship

• E-entrepreneurship success depends on the right technology.

• Getting products to consumers is an e-entrepreneur’s biggest cost.

• Most Web consumers are “young.”• If a product or service can be sold, it can

be sold on the Web.• Everyone else is selling online.

(continued)


42

15 Most Common E-Entrepreneurship Mistakes

1. Trying to sell the wrong product online2. Misjudging the web site’s potential3. Forgetting that a first impression can only be made once4. Making the site too complicated5. Using a complicated navigation system6. Forgetting to list your phone number7. Supporting only one browser8. Featuring out-of-date content


43

15 Most Common E-Entrepreneurship Mistakes (continued)

9. Requiring excessive download times10. Ignoring customer service11. Not validating the functionality of your site12. Not merging your web site with your conventional business13. Not promoting the site14. Using spam promotion15. Failing to deliver products


44

E-Entrepreneurship in the Business Plan

• The e-entrepreneurship components of the business planning process integrate your Internet site and your basic business model.

• They should address web site planning, development, marketing, legal, financial, management, and special considerations.


45

E-Entrepreneurship in the Business Plan

• They should be designed to ensure that your Internet content reaches the right customer while leveraging the full value of the Internet as a marketing tool.


46

The Deadly Mistakes of Entrepreneurship

• Management mistakes

• Lack of experience

• Poor financial control

• Weak marketing efforts

• Failure to develop a strategic plan

• Uncontrolled growth

http://www.prenhall.com/behindthebook/0132294389/pdf/Feature_2_Why%20Adopt.pdf

47

The Deadly Mistakes of Entrepreneurship

• Poor location

• Improper inventory control

• Incorrect pricing

• Inability to make the “entrepreneurial

transition”

http://www.prenhall.com/behindthebook/0132294389/pdf/Feature_2_Why%20Adopt.pdf

Mind map

49

What is a Mind Map

• A Mind Map is similar to a road map to

help you on your journey.

• It will provide an overview or overall picture

of a particular subject and help you plan

your route or choices.

• The Mind Map stores large amounts of

information efficiently

http://litemind.com/what-is-mind-mapping/

50

What is a Mind Map

• discovering that the final Mind Map is not only easy to read

and look at, but also uses the potential of the brain in a very

exciting way.

• It helps develop new brain skills, which are often overlooked

by traditional teaching methods.

http://litemind.com/what-is-mind-mapping/

51

Characteristics main of Mind Maps

• The main idea is the central image:

• Branches radiate from the main Idea

• The key Image is printed on the branch

• Twigs are the secondary thoughts

• All the branches form a nodal structure

http://troym.hubpages.com/hub/5-Characteristics-of-Mind-Maps

A Brief Summary: The Importance of Mind Mapping!

• Mind mapping is one of the very best methods to optimize ones learning capacities and understanding of how the elements of complex structures are connected.

Page:

52reference :http://www.mapyourmind.com/ebook.pdf

A Brief Summary: The Importance of Mind Mapping!

•Mind mapping روش بهترین از یکییادگیری ظرفیت سازی بهینه برای ها

ساختار عناصر چگونگی درک و. است بهم متصل پیچیده

Page:

53reference :http://www.mapyourmind.com/ebook.pdf

7 Steps to Making a Mind Map

• 1.Start in the CENTRE of a blank page turned sideways. Why? Because starting in the centre gives your Brain freedom to spread out in all directions and to express itself more freely and naturally.

• 2.Use an IMAGE or PICTURE for your central idea. Why? Because an image is worth a thousand words and helps you use your Imagination. A central image is more interesting, keeps you focussed, helps you concentrate, and gives your Brain more of a buzz!

Page:54 reference : http://www.tonybuzan.com/about/mind-mapping/


به • شده چرخیده خالی صفحه یک از مرکز در شروع . سمت یک

چرا؟•در • گسترش جهت صفحه مرکز در شروع با چون

آزادی تر طبیعی و آزادانه بیان برای و جهات همهشود . می داده شما به ذهنی

اصلی • ایده برای عکس یا و تصویر یک از استفادهتان.

چرا؟•کی • کمک و دارد را کلمه هزار ارزش تصویر یک چون

. تصورتتان گیری بکار برای شما به کندتمرکز • ، کند می توجه جلب بسیار مرکزی تصویر یک

به و کنید تمرکز کند می کمک دارد، می نگه را تان. دهد می اطالعات همهمه یک از بیشتر شما ذهن



• 3.Use COLOURS throughout. Why? Because colours are as exciting to your Brain as are images. Colour adds extra vibrancy and life to your Mind Map, adds tremendous energy to your Creative Thinking, and is fun!

• 4.CONNECT your MAIN BRANCHES to the central image and connect your second- and third-level branches to the first and second levels, etc. Why? Because your Brain works by association. It likes to link two (or three, or four) things together. If you connect the branches, you will understand and remember a lot more easily.



•. جا همه در سراسر در ها رنگ از استفاده؟ • چراانگیز • هیجان شما ذهن برای تصاویر مانند رنگها چون

هستند.به • را را ای العاده فوق حیات و جوش و جنب رنگها

Mind Map . العاده فوق انرژی کنند می اضافه شمااین و کنند می اضافه شما خالقانه تفکر به را ای

. است بخش لذتو • مرکزی تصویر به اصلی های سرشاخه اتصال

و اول سطوح به سوم و دوم های سرشاخه اتصال. غیره و دوم

چرا؟•• . شبیه این میکند کار ارتباطات با شما مغز چون

. ها شاخه به شما اگر است همدیگر به چیز دو ارتباطمتوجه توانید می تر ساده بسیار شما بشید متصل

بسپارید . خاطر به و بشویدPage:

57 reference : http://www.tonybuzan.com/about/mind-mapping/


• . چون چرا؟ راست بصورت نه کنید منحنی را ها شاخهخسته شما ذهن برای و نداند چیزی راست خطوط

. هستند کننده• . کلید چون کنید استفاده خط هر در کلیدی کلمه یک از

دهد می انعطاف و قدرت شما ذهن به تکی های واژه• . تصویر هر چون کنید استفاده تصاویر از جا همه در

. دارد ارزش کلمه هزار اندازه به مرکزی تصویر مانندتنها شما اگر در 10چون داشته Mind Mapتصویر

اندازه به واقع در این یک 1000باشید از عبارتاست یادداشت


Benefits and Uses

• We can use mind maps for :– Note taking– Brainstorming (individually or in groups)– Problem solving– Studying and memorization– Planning– Researching and consolidating information from

multiple sources– Presenting information– Gaining insight on complex subjects– Jogging your creativity


استفاده موارد و مزایا

از • :mind mapsما برای کنیم استفاده توان مییادداشت – اخذ–) گروه ) در یا و جداگانه صورت به مغزی طوفانمشکالت – حلکردن – حفظ و مطالعهریزی – برنامهمختلف – منابع از اطالعات تحکیم و تحقیقاطالعات – ارائهپیچیده – موضوعات مورد در بینش آوردن دست به– - ( بدون آهسته آرام بطور شما خالقیت بروز

استرس(


10 Tips for Highly Effective Mind Mapping Sessions

• If you follow these 10 simple tips, you should find your mindmapping sessions to me radically improved.– 1. Eliminate Environmental Distractions– 2. Eliminate all paper / digital distractions– 3. Start with a good question or idea– 4. Start with that goal, but feel free to deviate from it– 5. Leave yourself enough room to expand– 6. Don’t try to make it too clean or professional– 7. Write down every semi-decent thought or idea that comes to you– 8. Color code, doodle, scratch out and do whatever else you want

to your brainstorm– 9. If you need to, familiarize yourself with the materials before

your session begins– 10. Get started right now

Page:61 reference : http://www.gearfire.net/10-tips-highly-effective-mindmapping-sessions/

موثر 10 بسیار برای نکتهMind Mapجلسات

این • دنبال به شما ساده 10اگر بتوانید نکته باید شما ، را Mind Mapباشیدکنید پیدا

اطراف • محیط های سرگرمی بردن بین ازدیجیتالی / – های سرگرمی کاغذها حذفکنید – شروع خوب ایده یا سوال یک باآن – از انحراف به تمایل صورت در اما هدف، این با شروعدهید – گسترش کافی اندازه به را دیدگاهتانبسیازید – ای حرفه کنید سعی نیست الزمبنوسید – را معقول و مناسب شبه ایده یا فکر هرطوفان – به را شما تواند می که دیگری چیز هر انجام لوگوی، طرح رنگ، کد

. برساند فکریکنید – آشنا موارد با را خودتان جلسه شروع از قبل است الزم اگرکنید – شروع تونید می حاال همین

Page:62 reference : http://www.gearfire.net/10-tips-highly-effective-mindmapping-sessions/

PROBLEMS – LINEAR NOTES

1.Obscure Key Words2.Boring3.Waste time4.Unnecessary noting5.Reading unnecessary notes6.Re reading unnecessary notes7.Searching for Key Words

http://casap.org/2010/2010_Conference/MindMapping.ppt63

http://casap.org/2010/2010_Conference/MindMapping.ppt

PROBLEMS – LINEAR NOTES

1.Obscure Key Words2.Boring3.Waste time4.Unnecessary noting5.Reading unnecessary notes6.Re reading unnecessary

notes7.Searching for Key Words

http://casap.org/2010/2010_Conference/MindMapping.ppt64

خطوط عنوانهای در مشکالتها. 1 واژه کلید بودن مبهمکار. 2 شدن کننده خستهوقت. 3 اتالفضروری. 4 غیر برداری یادداشتغیر. 5 های یادداشت خواندن

ضروری غیر. 6 های یادداشت بازخوانی

ضروری ها. 7 واژه کلید برای جستجو

http://casap.org/2010/2010_Conference/MindMapping.ppt

65

Busines plan

67

Four Principle Strategy Issues

1) overall company strategy: overall approach to producing and selling products and services, goals for maximizing success, what is your guiding principle?

2) mission statement: a statement that encapsulates your company’s values and overall purpose in life

3) technology/information assessment: ability to use technology and manage information

4) management team: who determines and implements strategy (must have credibility)

http://content.hccfl.edu/facultyinfo/ckasper/files/868D92780D9847CFA4F6EF853A3AF9D7.ppt

68

1) Overall Strategy: past, present and future issues

• Discuss your company’s history, when it was started, by whom, has strategy changed from that of the past, if so, why?

• Include fundamentals: sales, profits, number of employees, locations

• What is status of company today (snapshot)? • Strengths and Weaknesses: mention these, you will

appear more honest, open-minded


69

Overall Strategy: future prospects

• Also known as the “objectives” section• easy to project good growth, harder to make it

believable• if you had a history of growth, then it is more believable• can sometimes use external trends (e.g., growth in

another area) to justify new direction• start-up companies can more easily speak to growth

because they have bad experiences to dispel optimism• people starting the business can lend credibility to the

plan if they, themselves, are crediblehttp://content.hccfl.edu/facultyinfo/ckasper/files/868D92780D9847CFA4F6EF853A3AF9D7.ppt

70

2) The Mission Statement• Represents a more generalized and idealistic

vision of the company’s purpose in life• often, these visions are a little too lofty• many times it is more than adequate just to

improve people’s lives• mission statements also establish achievable

goals • often focus on three issues: product,

economic and social objectives


71

3) Technology/Information Assessment

• Greater or higher technology allows small companies to compete on an even playing field with larger ones

• used to achieve competitive advantages• with proper technology, customers can be serviced

more quickly and efficiently than competitors• technology must be integrated into the company’s

most important operations• examples?


72

4) The Management Team

• This is the critical link in making the strategy section believable

• quality of the management team should speak for itself because people are the key to determining success

• two most common problems: one-man-band syndrome, everyone from same background

• hard to expand if you have a dictator• successful management teams require diversity of

training and expertise


Decision

Decision Making Techniques

74


Decision making techniques vary according to the nature of the problem or topic, decision maker, situation, and decision making method or process.

http://faculty.ksu.edu.sa/74133/post%20graduate%20courses/decision%20making.ppt 75


1. Group decision making: • A number of studies have shown that

professional people do not function well under micromanagement.

• Group problem solving casts the manager in the role of facilitators and consultant.

• Compare to individual decision making , group can provide more input and better decision.



2. Nominal group technique )NGT(

-It is eliciting written questions, ideas, and reactions from group members. Consists of :-Silently generating ideas in written.-Round-robin presentation by group members of their ideas on a flip chart.

-Discussing each recorded idea and evaluate.

-Voting individually on priority ideas, with group solution being derived mathematically through rank ordering.



3. Delphi technique

It is judgments on a particular topic are systematically gathered from participants who do not meet face to face.

Useful when expert opinions are needed .



4. Statistical aggregation:

Individuals are polled)قرعة )regarding a specific problem and their responses are tallied . like Delphi technique , does not require a group meeting. no opportunity for group members to strength their interpersonal tie or interaction.



5. Brainstorming• The idea generating technique wherein a Group members

meet and generate diverse ideas about the nature, cause ,

definition, or solution to a problem without regard to

questions of feasibility or practicality.

• Through this technique, individuals are encouraged to

identify a wide range of ideas. Usually, one individual is

assigned to record the ideas on a chalkboard.

• Brainstorming may be used at any stage of the decision-

making process, but it is most effective at the beginning,

once a problem has been stated.

•


Brainstorming

• Brainstorming is most effective for simple, well-defined problems.

• It encourages enthusiasm and competitiveness among group members in generating ideas.

• It also prevents group members from feeling hopeless about the range of possibilities in a given situation.


Brainstorming

Two methods are more frequently used.

• First: is the structured method )known as the round-robin( where each, member is asked to put forward an idea.

82http://faculty.ksu.edu.sa/74133/post%20graduate%20courses/decision%20making.ppt


• The other technique: is unstructured and is known as free-wheeling, in which ideas are produced and expressed by anyone at any time.

• It is enjoyable but are often unsuccessful because members being to critique ideas.



6. fishbone diagram )causes and effect( Is drawn after a brainstorming session, the central problem is visualized as the head of the fish, with the skeleton divided into branches showing contributing causes of different parts of the problem.http://faculty.ksu.edu.sa/74133/post%20graduate%20courses/decision%20making.ppt 84

Work system

ED Overcrowding

Resources and facilities

lack of availability of ground ambulance transportation

limited resources of ED in the form of medical Lack of supplies and

medications Unavailability of operating room time

shortage of physical plant space

Ancillary services not same hours as ED

Lack of availability of 24-hour laboratory tests Increased medical records documentation

requirements Increase length of stay due to waiting for test

Delay in the services provided by radiology, lab. and ancillary services

Fishbone diagram (Cause and effect)

Delay in treatment and prolonged patient stay in ED

No system available for supervising &evaluating work

http://faculty.ksu.edu.sa/74133/post%20graduate%20courses/decision%20making.ppt

85


8. Pareto Analysis

Selecting the Most Important Changes To Make.

It uses the Pareto principle - the idea that by doing 20% of work you can generate 80% of the advantage of doing the entire job

is a formal technique for finding the changes that will give the biggest benefits.

How to use tool:

1. write out a list of the changes you could make 2. Then score the items or groups. 3. The first change to tackle is the one that has

the highest score http://faculty.ksu.edu.sa/74133/post%20graduate%20courses/decision%20making.ppt 86


9. Paired Comparison Analysis

• Working Out the Relative Importance of Different Options.

• helps you to work out the importance of a

number of options relative to each other. It is particularly useful where you do not have objective data to base this on.

• easy to choose the most important problem to solve, or select the solution that will give you the greatest advantage .


Paired Comparison Analysis

How to use tool:• list your options. Then draw up a grid

with each option as both a row and a column header.

• use this grid to compare each option with each other option

• decide which of the two options is most important

88http://faculty.ksu.edu.sa/74133/post%20graduate%20courses/decision%20making.ppt


10. PMI )'Plus/Minus/Implications' (Weighing the Pros and Cons of a Decision.

How to use :• focused on selecting a course of action from a

range of options. • check that it is going to improve the situation• draw up a table headed up with: 'Plus', 'Minus', • In the column underneath 'Plus', write down all the

positive results of taking the action. Underneath 'Minus' write down all the negative effects. In the 'Implications' column write down the implications and possible outcomes of taking the action, whether positive or negative.



11. Six thinking hats Looking at a Decision from All Points of View It is used to look at decisions from a number of important perspectives. This forces you to move outside your habitual thinking style, and helps you to get a more rounded view of a situation.

'6 Thinking Hats‘ How to the Tool:Each 'Thinking Hat' is a different style of thinking.


6 Thinking Hats

White Hat:With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it. Red Hat: you look at problems using intuition, gut reaction, and emotion . Try to understand the responses of people who do not fully know your reasoning.

Black Hat:look at all the bad points of the decision .


http://www.amazon.com/exec/obidos/redirect?tag=mindtools&path=tg/detail/-/0316178314/qid=1059757507/sr=2-1?v=glance&s=books

6 Thinking Hats

Yellow Hat:The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it

Green Hat:The Green Hat stands for creativity. This is where you can develop creative solutions to a problem

Blue Hat:The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking,


http://www.amazon.com/exec/obidos/redirect?tag=mindtools&path=tg/detail/-/0316178314/qid=1059757507/sr=2-1?v=glance&s=books


12. Decision grid:• A decision making process grid is a matrix for

comparing multiple options when there are also several criteria to consider.

• It has many names, including Pugh matrix, solution matrix, decision making matrix, decision grid, problem selection grid.

It is a rational model and is also classed as a visual decision tool.

• When the complexity of the decision increases these decision making tools and techniques can prove useful. Especially as the number of options and criteria increase.


http://www.decision-making-confidence.com/rational-decision-making-models.html

http://www.decision-making-confidence.com/visual-decision-tools.html

Different Kinds of Decision Makers

1. The indecisive: as described below:– Inaction: sit on it and not doing anything about it

for fear of opening a can of worms or get bad news: procrastination

– Analysis-paralysis, but procrastinate the decision-making.

– Expend too much effort on trivial problems, i.e. those that do not require full-blown analysis.

– Analyse but don't decide until few alternatives are left. Wait till the very last minute to decide.

– Biased by other people's opinions– Sunk-cost bias, often to justify less effort or

payoff.

Slide:94

ISLAMIC AZAD UNIVERSITY

ECAMPUS EMBA

http://www.analyticalq.com/da/chapter1.htm

گيرندگان تصميم مختلف انواع

.1: قطعی غیر

Slide:95


ECAMPUS EMBA



2. Gut feel, no analysis at all, just go for it. Already convinced without enough evidence.

3. Decision making by consensus, by taking a survey of what everyone else thinks.

4. The rational decision maker (uses all the techniques above), good decisions does not equal good outcomes.

5. Wait and see - until there's only one left or panic sets in.

6. Satisficer: what is good enough but not the best

Slide:96


ECAMPUS EMBA



2. Gut feel, no analysis at all, just go for it. Already convinced without enough evidence.

آراء 3. اتفاق به گیری تصمیم

منطقی 4. گیرنده تصمیم

ببین 5. و کن صبر

.6Satisficer :خوب کافی اندازه به چیزی چهبهترین نه اما نیست است،

Slide:97


ECAMPUS EMBA



7. Optimiser: optimisation, aims for the best.8. Value-focussed Alternative driven: deal

prone, variety seeking.9. Learner vs the abdicator . The learner wants

to understand. 10. The abdicator pays someone else to decide, to

do it

Slide:98


ECAMPUS EMBA



7. Optimiser: سازی .بهینه8. Value-focussed Alternative driven: deal

prone, variety seeking. طلبی تنوع9. Learner vs the abdicator . می یادگیرنده

بفهمد خواهد10. The abdicator pays someone else to decide, to

do it

Slide:99


ECAMPUS EMBA


100

The Scope of Decision Making

Individual decision making

Group decision making

Organizational decision making

Meta organizationaldecision making

http://varsityeduinfo.com/decision-making/


101

The Scope of Decision Makingگیری تصمیم حوزه

Individual decision making

Group decision making

Organizational decision making

Meta organizationaldecision making


فردی گیری تصمیمگیری تصمیم

گروهیگیری تصمیم

سازمانیگیری تصمیمفراسازمانی


102

Everything Managers Do InvolvesMaking Decisions…

• What do we want to achieve?• What are our goals?• What are the main opportunities and risks we face?• What competitive strategy should we pursue?

Planning

103

Everything Managers Do InvolvesMaking Decisions…

• What do we want to achieve?• What are our goals?• What are the main opportunities and risks we face?• What competitive strategy should we pursue?

Planning

. دهند انجام گیری تصمیم برای باید مدیران که کارهاییطراحی

بیابیم؟ • دست خواهیم می چیزی چه بهچیست؟ • ما اهدافباشند؟ • می چه ما روی پیش خطرات و اصلی های فرصتکنیم؟ • دنبال باید را رقابتی استراتژی چه

104

…Everything Managers Do InvolvesMaking Decisions…

• What are the main tasks we have to accomplish?• How should we divide up the work that needs to be done?• Should I make these decisions or let subordinates make them?• How should we make sure the work is coordinated?

Organizing

105

…Everything Managers Do InvolvesMaking Decisions…

• What are the main tasks we have to accomplish?• How should we divide up the work that needs to be done?• Should I make these decisions or let subordinates make them?• How should we make sure the work is coordinated?

Organizing

. دهند انجام گیری تصمیم برای باید مدیران که کارهاییسازماندهی

هستند؟ • چه رساندن انجام به برای ما اصلی وظایفشود؟ • انجام باید چگونه کاری تقسیمزیردستان • به یا دهیم انجام خودمان هارا گیری تصمیم این باید آیا

دهیم؟ اجازهاست؟ • هماهنگ کار که شویم مطمئن باید چگونه

106

Everything Managers Do InvolvesMaking Decisions

• What leadership style should I use in this situation?• Why is this employee doing what he or she is doing?• How should I motivate this employee?• How can I get this team to perform better?

Leading

107

Everything Managers Do InvolvesMaking Decisions

• What leadership style should I use in this situation?• Why is this employee doing what he or she is doing?• How should I motivate this employee?• How can I get this team to perform better?

Leading

. دهند انجام گیری تصمیم برای باید مدیران که کارهاییرهبری

کنم؟ • استفاده وضعیت این در باید رهبری سبک چهانجام • است داده انجام دیگری که را کارهایی کارمند این چرا

میدهد؟ کنم؟ • انگیزه ایجاد کارمند این در میتوانم چگونهکنم؟ • راهنمایی بهترشدن به را تیم این توانم می چگونه

108

…Everything Managers Do InvolvesMaking Decisions

• How am I going to control this activity?• Are the goals on which these controls are based out of date?• Does this performance deviation merit corrective action?

Controlling

109

…Everything Managers Do InvolvesMaking Decisions

• How am I going to control this activity?• Are the goals on which these controls are based out of date?• Does this performance deviation merit corrective action?

Controlling

. دهند انجام گیری تصمیم برای باید مدیران که کارهاییکنترل

؟ • کنم کنترل را فعالیت این میتوانم چگونهروز • به میکنم دنبال ها کنترل این در که اهدافی آیا

هستند؟ اصالحی • اقدامی ، ازعملکرد انحراف شایستگی این آیا

است؟

110

Types of Problems & Decisions

– Well-Structured Problems - straightforward, familiar, and easily defined

– Programmed Decisions - used to address structured problems

– minimize the need for managers to use discretion– facilitate organizational efficiency

http://www.fbe.hku.hk/doc/courses/ug/2011-2012/BUSI1007E.F/Decision_Making_week5.ppt

111

Types of Problems & Decisions– Well-Structured Problems - straightforward, familiar, and easily

defined– Programmed Decisions - used to address structured problems

– minimize the need for managers to use discretion– facilitate organizational efficiency


ها گیری تصمیم و مشکالت انواعساخت خوش راحتی - مشکالت به و آشنا ساده،

شده تعریفشده ریزی برنامه گیری به - تصمیم رسیدگی برای

شود می استفاده یافته ساخت مشکالت مدیران اختیارات از استفاده به نیاز رساندن حداقل به سازمانی وری بهره تسهیل

112

Types of Problems and Decisions

– Poorly-Structured Problems - new, unusual problems for which information is ambiguous or incomplete

– Nonprogrammed Decisions - used to address poorly- structured problems

• produce a custom-made response• more frequent among higher-level managers

– Procedure, Rule, & Policy


113

Types of Problems and Decisions– Poorly-Structured Problems - new, unusual problems for which

information is ambiguous or incomplete– Nonprogrammed Decisions - used to address poorly- structured

problems• produce a custom-made response• more frequent among higher-level managers

– Procedure, Rule, & Policy


ها گیری تصمیم و مشکالت انواعیافته - ساخت کم معمول مشکالت وغیر جدید مشکالت

است ناقص یا و مبهم آنها اطالعات که

شده - ریزی برنامه غیر های گیری برای تصمیمشود می استفاده یافته ساخت کم مشکالت به رسیدگی

سفارشی پاسخ یک تولید است شایعتر باالتر سطح مدیران میان در

سیاست و قانون، ، دستورالعمل

114

Types of Problems & Level In the Organization

ProgrammedDecisions

NonprogrammedDecisions Level in

Organization

Top

LowerWell-structured

Ill-structured

Type ofProblem


115

Types of Problems & Level In the Organization

ProgrammedDecisions

یافته ساخت تصمیمات

NonprogrammedDecisions

یافته غیرساخت تصمیماتLevel inOrganization

Top

LowerWell-structured

Ill-structured

Type ofProblem


116

Group Decision MakingThe goal in group decision making is to ensure that the group makes the best

decision they can; based on all the information they have; as quickly as possible; with the right level of participation and commitment. However, often this goal is not achieved. Many decisions made in groups are neither thoughtful nor inclusive. Group decision making takes time and is not appropriate for every decision. Including people in decision making will strengthen their understanding of the rationale for the decision, build commitment and produce better quality decisions. One word of caution - if you have a complex or critical decision to make across a large or challenging group, use the services of a professional facilitator.

Group dynamics can be challenging, and the following points are designed to help you work with a group more effectively, not train you in professional facilitation. (If need to make complex or critical decisions with large groups or there are diverse opinions and challenging dynamics bring in a professional facilitator to manage the process and support the leadership role.)

117

Group Decision MakingThe goal in group decision making is to ensure that the group makes the best

decision they can; based on all the information they have; as quickly as possible; with the right level of participation and commitment. However, often this goal is not achieved. Many decisions made in groups are neither thoughtful nor inclusive. Group decision making takes time and is not appropriate for every decision. Including people in decision making will strengthen their understanding of the rationale for the decision, build commitment and produce better quality decisions. One word of caution - if you have a complex or critical decision to make across a large or challenging group, use the services of a professional facilitator.

Group dynamics can be challenging, and the following points are designed to help you work with a group more effectively, not train you in professional facilitation. (If need to make complex or critical decisions with large groups or there are diverse opinions and challenging dynamics bring in a professional facilitator to manage the process and support the leadership role.)

118

گروهی گیری تصمیم

• شوند مطمئن که است این گروهی گیری تصمیم در هدفبر ، کرد خواهد اتخاذ تواند می که را تصمیمی بهترین گروهبا و زمان ترین سریع در ، دارند که اطالعاتی همه اساس

تعهد و پایبندی و مشارکت میزان .مناسبترین• . از بسیاری شود نمی کسب هدف این اغلب چند هر

نظر در را ابعاد همه شود می اتخاذ گروه در که تصمیماتی . برای و است بر زمان گروهی گیری تصمیم گیرند نمی . گیری تصمیم البته نیست مناسب ها تصمیم از بسیاریبرای اشخاص عقالنی درک شدن نیرومند موجب گروهیبا تصمیماتی تولید و تعهد و بندی پای ایجاد ، گیری تصمیم . که باشید داشته نظر در الزمست شود می کیفیت بهترینمشاورین ازخدمات دارید ای پیچیده گیری تصمیم شما اگر

نمائید گیری بهره ای حرفه

AGM

120

Some Helpful Tips

Keeping the meeting in order

• How well the meeting runs depends on the people

at the meeting, as well as the Chair.

• It makes a Chair’s job easier if the setting has agreed some basic rules about how they want the meetings to work – think about discussing this in your setting.

https://czone.eastsussex.gov.uk/supportingchildren/childcare/support/Documents/t22_AGM_checklist.pdf

121

Some Helpful Tips

Decisions

• Before a decision is made, or you move on to another item, check that everyone has had their say.


122

Some Helpful Tips

Getting through the business • Keep an eye on the time, and remind the rest of the

meeting – e.g.

• “we need to move on if we are going to cover all the other business. We need to make a decision about...our options are.”


123

Some Helpful Tips

Drawing it all together

– At the end of a discussion, summarise the main points and what has been decided.

– If the meeting has agreed to do something, make sure you’ve also agreed who is going to do it.

– Make sure the minute taker has had time to take down the decision and who will do it.


124

Some things to avoid Some things to avoid

Don’t use your position to push your view

Don’t talk too much yourself

Don’t let someone talk a lot because they are your friend or you are a bit wary of them

Don’t ignore people who want to speak


NEGOTIATION

Why do negotiations fail?

1. make this a single-issue process - “price agreement or nothing”

2. be single-intention when considering a particular element, such as price, “this price, no lower/no higher or nothing”

3. horse trade - unless of course, you are selling a horse

4. unveil or limits too early - or bluff on those limits

April 2014 126

روبه شکست با مذاکرات چراشوند؟ می رو

درآورید- 1• موضوعه یک فرآیندِ یک صورت به را مذاکره. توافق عدم یا قیمت سر بر توافق مثال برای

آن- 2• به نسبت گرفتید نظر در را خاص آیتم یک که زمانیقیمت مورد در مثال برای نمایید، اتخاذ سویه یک تمایل یکدیگر ی گزینه هیچ نه و باالتر نه ، تر پایین نه ثابت، قیمت یک

. باشید داشته نظر درفروش- 3• حال در البته اینکه مگر بیندازید راه اسب تجارت

. باشید اسب یکتعیین- 4• را حدودی و کنید رونمایی مسائل از وقت اسرع در

. بخشید قوت را موجود محدودیتهای اغراق، با اینکه یا نمایید•

April 2014 127

Stages of Negotiation

1. Preparation

2. Discussion

3. Clarification of goals

4. Negotiate towards a Win-Win outcome

5. Agreement

6. Implementation of a course of action

128http://www.skillsyouneed.com/ips/negotiation.html

Stages of Negotiation1. Preparation

2. Discussion

3. Clarification of goals

4. Negotiate towards a Win-Win outcome

5. Agreement

6. Implementation of a course of action

129http://www.skillsyouneed.com/ips/negotiation.html

سازی آمادهمذاکره

اهداف سازی روشنبرد – نتیجه جهت در مذاکره

بردموافقت

دوره یک در واقدام اجرا

Negotiation Styles

• Accommodating• Avoiding• Collaborating• Competing• Compromising

130http://en.wikipedia.org/wiki/Negotiation

Negotiation Styles

• Accommodating• Avoiding• Collaborating• Competing• Compromising

131http://en.wikipedia.org/wiki/Negotiation

مذاکره روشهایتطبیق – • موافقت

• کردن دوریهمکاری•کردن • رقابتمصالحه – • توافق

Preparing for a Successful Negotiation

• Goals• Trades• Alternatives• Relationships• Expected outcomes• The consequences• Power• Possible solutions

132http://www.mindtools.com/CommSkll/NegotiationSkills.htm

Preparing for a Successful Negotiation

• Goals• Trades• Alternatives• Relationships• Expected

outcomes• The consequences• Power• Possible solutions

133http://www.mindtools.com/CommSkll/NegotiationSkills.htm

اهدافستد و داد

دیگر – – شق چارهجایگزین

ارتباطنتایج انتظار

اثر – آورد دستقدرت

پذیر امکان نتایج

134

11 Body Language Essentials for Negotiation

If you aren't in control of your body language, it doesn't

matter how much you've prepared for a negotiation. Here

are some top tips.

Commanding body language is an essential business tactic

and has been studied for years--but mastering it can be a

challenge

http://www.inc.com/11-body-language-essentials-for-your-next-negotiation.html

135


If you aren't in control of your body language, it doesn't matter how

much you've prepared for a negotiation. Here are some top tips.

Commanding body language is an essential business tactic and has

been studied for years--but mastering it can be a challenge


در شما بدن زبان کنترل اگر اید آماده مذاکره برای شما چقدر که نیست مهمنباشد دستانتان

است سالها و است ضروری کار و کسب برای بدن زبان فرماندهی تاکتیکچالش - یک تواند می آن بر تسلط اما است گرفته قرار مطالعه مورد که باشد

136

Mirror Their Actions

Nod Your Head

Pay Attention to Your Hands

Plant Your Feet

Relax Your Body



137

Mirror Their Actions

Nod Your Head

Pay Attention to Your Hands

Plant Your Feet

Relax Your Body



: بدن زبان در ضروری نکاتاینه مانند را مقابل طرف اعمال

کنید مونیتورکنید توجه دستانتان حرکات به

نظر تحخت را پاهایتان حرکات بگیرید

ست مهم شما بدن آرامش

138

Remember to Smile

Keep an Open Posture

Hide Your Nerves

Keep a Poker Face

Show Your Patience

Hold Eye Contact



139

Remember to Smile

Keep an Open Posture

Hide Your Nerves

Keep a Poker Face

Show Your Patience

Hold Eye Contact



بزن لبخند باش داشته یاد بهدار نگه مخفی را اضطرابت

باش فیس پوکربده نشان شکیبایی و صبر

با چشمی تماس داشتن نگهمخاطب

How to Make a Successful Negotiation

140• http://www.wikihow.com/Make-a-Successful-Negotiation/

Negotiation exists in many situations in human life.

Negotiation is not found only in businesses; it is often necessary to make decisions with friends, family and yourself.

When you're skilled in negotiation, you can build trust and good relationships. The most important tips are here.


141• http://careergirlnetwork.com/what-matters-most-to-you-in-a-negotiation/



1- Ask yourself questions.



2- Be confident, courteous, calm, and curious.



3- Come up with a win-win solution.



4- Aspire for greatness.



5- Think about your alternatives.



6- Map your range.



7- Map their range.



8- Reach an agreement.

The Win/Win Strategy

150• http://ezinearticles.com/?Negotiation:-The-Win-Win-Strategy&id=149314

1- Preparing for the negation Know your goals Set floor and ceiling Know your authority limits Fix a meeting



2- Negotiating Process Generating the best deal for you Communicate directly to concerned stakeholder Let them speak first Setting wins conditions of

the other party Be trust worthy



3- The aftermath of negotiation Nothing should be considered as a full and final

in any agreement Analyze the negotiation

153

BATNA

• The Best Alternative To a Negotiated

Agreement; the lowest acceptable value

(outcome) to an individual for a negotiated

agreement.

154

Identify and Use your BATNA

• Know your BATNA– Focus on what you want to achieve and the

different ways to accomplish this

• Strengthen your BATNA

– Construct your BATNA to be more achievable, probable, or satisfying more of your interests

– Improves your confidence during the negotiation

• Consider other side’s BATNA– Make their BATNA less attractive to them

http://www.google.com/url?sa=t&rct=j&q=negotiation%20ppt&source=web&cd=16&ved=0CGAQFjAFOAo&url=http%3A%2F%2Fwww.uh.edu%2F~wagon%2FLR_09.ppt&ei=ieJhU4bzAYXCtAbNyYDYDA&usg=AFQjCNGcb2HE_3w-4s2fSdQ5ag-EKOpQiw&bvm=bv.65788261,d.Yms&cad=rja

http://www.google.com/url?sa=t&rct=j&q=negotiation%20ppt&source=web&cd=16&ved=0CGAQFjAFOAo&url=http://www.uh.edu/~wagon/LR_09.ppt&ei=ieJhU4bzAYXCtAbNyYDYDA&usg=AFQjCNGcb2HE_3w-4s2fSdQ5ag-EKOpQiw&bvm=bv.65788261,d.Yms&cad=rja


155

Options and BATNA

• Note the differenceOptions“Inside” the negotiation

Created with counterpart

Brainstorming session

Potential solution(s)

BOTH you and counterpart receive benefit

BATNA“Outside” the

negotiation

Fall back position if negotiation fails

Can be implemented unilaterally

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FINAL EXAM. Time managment Benefits of Time Management Gain time through organization Motivates to complete tasks Reduces avoidance of work to be done.

Documents

time uthscsa

adequate time

managing time

study time

available time

time managment slide

good time habits

urgent spending time