Essay on Inherit the wind (Scopes trial) - 1041 Words

The play Inherit the Wind, was written by Jerome Lawrence and Robert E. Lee to inform its readers about the injustice of a law that limited the freedom of an ordinary citizen. This play is based upon actual events that happened to an individual, John Scopes, in Dayton, Tennessee during the 1920’s. This famous â€Å"Monkey Trial† not only allowed people to begin to accept new theories about the origin of man, but also showed that they did not have to limit themselves in other areas of life. In the beginning of the play, the authors try to lead us into the topic of Darwinism versus Creationism. One instance was when the character Howard actually told Melinda â€Å"Your old man’s a monkey!†(5) The audience also learns that the accused lawbreaker, Bert†¦show more content†¦They used it as a tool to decrease the stress of the characters and the trial itself. For instance when Brady sarcastically says to Drummond â€Å"is the defense showing us the latest fashion in the city of Chicago?†(40), and Drummond strikes back with slapping his suspenders down to attract the attention of the court. They want laughter aroused in the courtroom. Hornbeck himself is in the play to create some cynical humor. Though it is not exactly a technique, it did capture my attention how the character who did accustom with changes and was open to all new ideas ended better than he who was â€Å"faithful† yet stubborn with old ideas. What I didn’t like about Inherit the Wind does not show to be a historically accurate depiction of the Scopes trial. The main source for Lee and Lawrence’s information was the actual trial record found in Dayton, Tennessee, dating back to 1925. They did not use all of the characters or dialogue from the records, instead they elaborated on the actual people and events, also using reporters’ stories on the case. The authors placed intriguing characters within the play to make the story’s events unfold more readily and become more interesting. The book shows the reader how closed minded that these characters can be when it comes to a new, different idea. The authors used primary sources, they depended on the original court recorded documents. In this cause its prevalent to say there documentation of the trial was an accurateShow MoreRelatedEssay on Inherit the Wind (Scopes Trial)1082 Words   |  5 PagesThe play Inherit the Wind, was written by Jerome Lawrence and Robert E. Lee to inform its readers about the injustice of a law that limited the freedom of an ordinary citizen. This play is based upon actual events that happened to an individual, John Scopes, in Dayton, Tennessee during the 1920s. This famous Monkey Trial not only allowed people to begin to accept new theories about the origin of man, but also showed that they did not have to limit themselves in other areas of life. In theRead MoreThe Film, Inherit The Wind, By The Scopes Monkey Trial1889 Words   |  8 PagesThis paper discusses how the film, Inherit The Wind, portrays the Scopes Monkey Trial. The film showed both sides of the argument fairly. It was conveying a message that a person should try to understand and respect each opinion when arguing their own side. Three evidentiary issues of the trial in the film will also be discussed. The three issues that are objected to in the film are an opinion question, hearsay, and relevance. The judge sustained all three objections, saying that they were inadmissibleRead MoreEssay on Inherit the Wind: Religion vs. Science1107 Words   |  5 Pages Inherit the Wind: Religion vs. Science nbsp; Stanley Kramers film, Inherit the Wind, examines a trial based on the 1925 Scopes trial in Dayton, Tennessee. Often referred to as The Trial of the Century (Scopes Trial Web Page), the Scopes trial illuminated the controversy between the Christian theory of creation and the more scientific theory of evolution. John Scopes, a high school biology teacher, was arrested for illegally teaching evolutionism to his class. The meaning of theRead MoreAnalysis Of Stanley Kramer s Inherit The Wind 1041 Words   |  5 Pages In Stanley Kramer’s film, â€Å"Inherit the Wind†; the movie is focused on the 1925 Scopes trial that occurred in Dayton, Tennessee. John Scopes, a substitute high school teacher at the time, was accused of violating the Butler Act which said it teaching the theory of human evolution in any state funded school was unlawful. He was arrested for going against the state law and the trial The State of Tennessee v. John Thomas Scopes was held in Dayton, Tenne ssee. The trial was started in order to attractRead MoreThemes Symbols: Inherit The Wind Essay1149 Words   |  5 Pages Themes and Symbols: Inherit the Wind As probably the best courtroom dramas of the twentieth century, Inherit the Wind is based on the famous, Scopes Monkey Trial. The play was printed virtually thirty years afterward and takes original authority in varying the true-life elements of the court case. The central conflict of the play is based on the Scopes Monkey Trial itself. Several themes are presented throughout the play, for example when Brady argues for religious values while DrummondRead MoreThe Scopes Monkey Trial And On Debating The Legality Of Teaching Evolution1037 Words   |  5 Pagesbeing debated as inappropriate to be taught in schools. Many people feel that it is important to learn about Charles Darwin’s Theory of Evolution, but at the same time there are many who refuse to learn about it. In the Scopes Monkey Trial and in the movie Inherit the Wind a trial is going on debating the legality of teaching evolution. Though there are still issues that arise with teaching evolution it is currently accept ed more than it is debated against. Evolution is a scientifically tested andRead MoreAnalysis Of Clarence Darrow And Henry Millers Inherit The Wind951 Words   |  4 Pagesset to win impossible cases. In the play Inherit the wind and the real-life Scopes Monkey Trial, Darrow and Drummond were on the impossible side. The trials were evolution against religion. Darrow and Drummond both had to represent the side of evolution in a religious-biased town. In the play Inherit the Wind, the character, Henry Drummond, parallels his real-life counterpart, Clarence Darrow, through his beliefs, his contribution to the Scopes Monkey Trial, and his career. Both Drummond and DarrowRead MoreThemes Of Inherit The Wind923 Words   |  4 PagesInherit the Wind Inherit the Wind by Jerome Lawrence and Robert Edwin Lee is a fictionalized play on the Scopes Trial, formally known as the Tennessee v. John Thomas Scopes. In July 21, 1925, a high school teacher was accused of violating the Butler Act. This act made it illegal to teach evolution in any state funded school. Although Scopes was unsure he taught evolution, he incriminated himself and was found guilty. The subject of the play reflects this event except Inherit the Wind holdsRead MoreThe, Inherit The Wind, By Jerome Lawrence And Robert E. Lee1366 Words   |  6 Pagesto vote is ratified, and social norms are challenged. Those that could adapt to the changing times would flourish in post-war America, whereas those that could not depart from the yesteryear found themselves in the mercy of time. In the play, Inherit the Wind, by Jerome Lawrence and Robert E. Lee, Matthew Brady and Clarence Drummond, two famous attorneys, go head to head in a heated litigation over the morality of t he teaching of evolution. Evolution is a contested â€Å"new† theory at the time, and teachingRead MoreFilm And Real Life Trial1990 Words   |  8 PagesOne main similarity within the film and real life trial is the conception that this trial would be so incredibly world-renowned that it would, â€Å"put the town on the map of this country†.1 Thousands of visitors arriving to view the trial of a century denotes a boost in the economy because with an increase of people, young and old, they require a place to stay and food to eat. The Scopes Trial was no doubt a publicity stunt to stimulate Dayton’s economy. Rappleyea especially knew this would attract

Putnam Work@Home Case Free Essays

string(159) " the productivity numbers of the experimental work@home employees and compare them to their respective productivity numbers from when they worked in-facility\." Cost and Benefit Analysis of work@home One of the primary advantages of the work@home program is that it creates a cost advantage. Having employees work at home as opposed to in-facility is significantly less costly. According to Table A in the case, annual recurring costs for each individual working in-facility is around $10,650. We will write a custom essay sample on Putnam Work@Home Case or any similar topic only for you Order Now That is over twice the recurring cost of the average work@home employee with an ISDN connection and over 20 times the annual recurring cost of a work@home employee with a cable modem connection. Given the large quantity work@home employees at Putnam, this program provides a method of greatly reducing recurring costs in the short and long term. Additionally, the e-learning program costs less than half of what the traditional training process costs. It even better prepares employees for the job because the quality of the training is higher and individuals can complete the training at their own pace. Moreover, work@home employees feel that Putnam has made a sizeable investment in them, and feeling is supported by high productivity rates and decreased turnover. The turnover rate among work@home employees is around 8% which is significantly lower than the Putnam average of 30%. By training employees for less and retaining them for longer, Putnam decreases both recruiting and training costs by a significant margin. Furthermore, the work@home program allows Putnam to expand their business into new areas without having to invest in additional real estate. And because the majority of these work@home employees are from rural areas where the cost of living is lower than locations near Putnam’s office facilities, Putnam can get away with paying work@home employees less than their in-facility counterparts. All these factors contribute to the low cost advantage that the work@home program creates. Because Putnam only allows high productivity workers the option of working at home, the work@home program can provide an incentive for employees to increase their productivity. According to a Putnam manager, anyone who is eligible to work from home and who wants to can work at home as long as he has higher than average productivity. Anyone at Putnam who desires to work from home will have the incentive to increase productivity above the mean so that they will have the option of working from home. However, this ncentive only applies to workers who have jobs that allow them to work from home. Also, many people like the social experience that the office brings and have no desire to work from home. One of the pitfalls of using this program as an incentive is that there is no reason for employees to produce anything higher than the company average. However, all things considered, this program does i ncentivize a select group of individuals to boost their productivity levels. Various costs arise from the work@home program as well. It takes a special type of person to succeed in a work@home position. Employees must be willing to sacrifice the social aspect of work and must be good at solving problems on their own because immediate help cannot always be obtained. Unfortunately the workers who fit the work@home criteria do not necessarily bring about optimal production for Putnam. The most qualified and potentially productive candidates may find the work@home program to be unfulfilling. Consequently Putnam is forced to accept candidates who while still productive, may not produce optimally. In fact, overqualified candidates in Vermont and Mane tended to have higher turnover rates due to the unfulfilling nature of the work. One of the other primary costs of the program is the communication barrier. By not being in-facility, work@home employees cannot as easily talk to co-workers or supervisors about work-related problems. Also they are not exposed to the culture and are unable to get as good of a sense of how the company operates compared to in-facility workers. Putnam has tried to mitigate these costs through the advent of the chat system and other communication methods, but the fact remains that communication is not as good as it is among in-facility workers. Finally, employee performance needs to be monitored a bit more closely with work@home. Due to the lack of social pressure among co-workers to perform, employees could be tempted to shirk. But Putnam’s performance evaluation process has eliminated this problem, and in fact, work@home employees have been equally if not more productive than in-facility workers. Human Resources Policies Overall I think Putnam is doing a pretty good job with regards to its human resources policies in the work@home program. However, I feel a few changes could be made that could improve the program. According to some Putnam managers, monitoring an employee working at home is not significantly different from monitoring employees in-facility. Rather, supervisors just have to monitor what’s going on â€Å"in different ways†. If it really isn’t much more costly or time consuming to monitor work@home employees as opposed to in-facility employees, I see no reason to offer work@home opportunities exclusively to high productivity employees. My recommendation is that Putnam rank workers on a relative scale in quintiles and assign each quintile a grade of A, B, C, D, or E with A workers being the top 20% and E workers the bottom 20%. Employees should not be made aware of their rankings. Next, my recommendation is that Putnam select a sample of employees from each of the bottom three quintiles to work at home for a period of 6 months to a year. The reasoning for only using the bottom three quintiles is that the top two quintiles are already eligible to work at home. The purpose of the experiment is to determine from a cost standpoint whether or not it is advantageous to allow average and below average employees to work at home. Putnam should use the exact same evaluation process and compensation system with these employees. In other words, they should be treated no differently from the typical work@home employee. Putnam should then compare the productivity numbers of the experimental work@home employees and compare them to their respective productivity numbers from when they worked in-facility. You read "Putnam Work@Home Case" in category "Essay examples" If there is not a huge discrepancy in their productivity, then it may be advantageous for Putnam to allow employees of average to below average productivities to participate in the work@home program. In fact, because overhead costs are so low for work@home employees compared to in-facility counterparts, it could still be advantageous from a cost standpoint for Putnam to allow these employees to work at home even if their productivities drop off a bit. There are two major concerns I would have with employees in the bottom 3 quintiles working at home. One is that worker productivity will drop without direct monitoring. The second is that monitoring costs will spike due to the employees’ lack of motivation to do the job alone at home. If the increased costs of monitoring and the value of lost productivity do not exceed the difference in overhead cost between work@home and in-facility employees, then Putnam should definitely consider allowing more employees to work at home. Doing so could decrease operating costs and increase profits in the long run. By performing this experiment Putnam can figure out how to optimally take advantage of its unique work@home program. The limitation of this is that it may not be possible to assign a dollar amount to the cost of increased supervisory monitoring or the value of lost productivity. In light of this, it may be difficult to determine any cost advantages from performing this experiment. With regards to employee evaluation and compensation, I believe Putnam is doing a more than adequate job. By using both quantitative and subjective measures of performance like accuracy and call screening, Putnam keeps work@home employees on their toes and producing at a high level. Additionally, by offering bonuses tied to performance of up to 20% of base salary, Putnam does a solid job of aligning work@home employees interests with the company’s. The high level of productivity and low turnover rate among work@home employees is proof that these policies work. One other aspect of HR that could be improved is making a clear cut path of promotion from work@home employee up to a higher level position like manager or supervisor. By establishing a clear path to a higher level job in the company, Putnam can inspire its work@home employees to work harder than ever. However, this could result in employee sabotage and decreased collaboration among work@home employees. Employees may refrain from helping each other out because they are all seeking the same promotion. Experimental work@home The first thing the travel agency should do is come up with a method of measuring employee performance. Without an accurate method of measuring performance, the experiment will not yield any meaningful results. The travel agency ideally would find a quantitative measure of performance that helps predict the total profit or revenues of the firm. By finding a quantitative measure that drives revenues, the travel agency can be sure that their method of evaluation will tie closely into firm performance. For the sake of simplicity in this exercise, I will assume that the number of clients served is the quantitative measure that most closely measures firm profitability and employee productivity. The next step in performing this experiment would be to research the costs associated with having a call center employee work at home as opposed to in-facility. If it is not any cheaper to have employees work at home, then there is no reason to even perform the experiment. This difference in cost is between work at home and in-facility employees will eventually determine whether or not a work at home program would be advantageous for the travel agency. The major cost would likely be installing the work phone in each employee’s house. There could be other costs in addition, however, like increased supervisory costs. Next, similar to my strategy for Putnam, I would rank all call center employees on a relative scale based on productivity and divide them into quartiles. Then I would take a random selection of a given amount of employees from each productivity quartile. These randomly selected individuals would be the ones taking part in the work at home experiment. These individuals would work at home for a lengthy period of say 6 months to a year. The travel agency should heavily monitor their productivity during their time working at home, which in this case would be keeping track of clients served. At the end of the trial period of the work at home experiment, the travel agency should collect all the data regarding the participating individuals’ productivity. Their productivity should be compared to each individual’s respective productivity in the 6 months to a year prior to the experiment. Also, to adjust for possible seasonal factors influencing productivity, the travel agency could compare each work at home employee’s productivity to other employees in the same quartile who work in facility. The main concern here should be that worker productivity could decrease to the point that it would not be cost effective for the travel agency to have employees work at home, in spite of the fact that it probably costs significantly less in overhead to have employees work at home. If possible, the travel agency should attempt to assign dollar values to the additional costs of productivity loss and supervision from having employees work at home. If these additional costs are less than the difference in overhead cost between work at home and in-facility employees, then implementing a work at home program would probably be advantageous for the travel agency. There is a reason workers are ranked on a relative scale at the beginning of the experiment. Call center employees of different productivities may respond differently to working at home. The highest productivity employees are probably the most intrinsically motivated, and thus we would expect to see not as large a drop off in their performance as employees in other quartiles. Based on the data collected at the end of the experiment, the travel agency could decide that it is only profitable to allow employees above a certain level of performance standard to work at home. The firm could then use this standard as a benchmark and incentive for employees to obtain in order to get the option of working at home. How to cite Putnam Work@Home Case, Essay examples

Negotiations Skills of GE Healthcare Samples †MyAssignmenthelp.com

Question: Discuss about the Negotiations Skills of GE Healthcare. Answer: Introduction General Electric Healthcare is an American multinational company based in Chicago, Illinois. The company deals in the manufacturing and distribution of the diagnostic imaging agents and also the radiopharmaceuticals that are used for imaging that is usually used in the medical imaging procedures. The organization also manufactures dyes for the magnetic-resonance imaging procedure. Besides, the company also produces diagnostic machines and also provides the healthcare technological solutions. These technological solutions include patient monitoring systems, among many others. The organization has grown over time and spread into various parts of the world serving millions of people (Camp, 2007). Choosing and Training Negotiators at the General Electric Company Negotiations usually entail a discussion among parties with each attempting to bring on board the best idea in their view that should be concluded benefiting all the people. As part of the strategic plans and decisions, the company has to make everyday decisions to establish the good relationship between the suppliers, creditors, customers, promoters, contractors, potential investors and the government among other parties (Gregory, 2009, pp.41-44). Company negotiators play a critical role in establishing and keeping a good relationship with people. Therefore, it is important for every company to choose certain individuals and equip them with the expert knowledge of negotiations (Forsyth, 2009, pp.379-409). GE Healthcare should embrace negotiators in the company for effectiveness. The organization should have procedures to choose qualified people through a set of evaluation and assessment of their experience that is relevant in negotiation, and also their personality and technical abilities. The next step is to train and equip them with the necessary skills of negotiation. Both training and selection should be done carefully to ensure that the company comes up with a competent team. This is because their task is critical to the company since they will be negotiating on behalf of the organization to seek agreement with various individuals or groups of people. Systematically, there are four steps that GE Healthcare should embrace in selecting the right negotiators for the organization. Firstly, the company should define the role regarding the specific responsibilities and the required deliverables. The second step is to determine the necessary competencies, the talent and experience required for the team (Trotschel and Loschelder, 2011, pp. 771-790). Thirdly, GE Healthcare should select members into the team depending on their key competencies, skills, and experience. Lastly, the organizations should ensure that the team members have a clear understanding of their roles, responsibilities, and expectations; this can be achieved through training. The process should be done in the best way to come up with a strong negotiation team for the company. A basic negotiation team should comprise of the chief negotiator, Summarizer, Note-taker, Team Member (Silent observer) and all team members. Regarding the Chief Negotiator, he has the authority to bid the company into a contract. The chief negotiator should be a person with experience and skills in negotiation. The Summarizer has a responsibility of intervening arguments at opportune times and then concluding the arguments. The Summarizer should be a person with logic, discernment and excellent oral skills (Doepke and Zilibotti, 2009). The Note-taker makes quality notes in the negotiation process which will be reviewed later. The Team member (Silent Observer) should be a legal or a technical specialist who will only ensure that the process is smooth and follows the procedures in place. The Chief Negotiators, Summarizer, Note-taker, and the Silent Observer together form team members who should work together to ensure that they make the best decisions for the organization (Hames, 2011 ). Pre-Negotiation Review Process for GE Healthcare Successful negotiation requires adequate preparations. The Negotiators of GE Healthcare should take the time to put in place all the required aspects of the actual negotiations. However, it should also be noted that there is no amount of preparations can be too much when going to handle a complex negotiation. Preparations should lie within the negotiation subject, the tone and appropriate communication type to apply. Preparations greatly determine the outcome of the consultation. As steps to prepare for the negotiations, the negotiators should first clearly set the objectives of the negotiation in mind. They should analyze anticipate all possible outcomes of the negotiation; the minimum acceptable outcome, ideal outcome, and the fair outcome. Also, at this step, it is critical for the negotiators of GE Healthcare to determine what will be done in the case of each outcome. There is need to establish clear options on what shall be done in case the decision meets their expectations or also in a scenario where it is different (Kopelman and Rosette, 2008, pp. 65-77). The second step in preparation for negotiation process is to determine the specific needs of each party. The negotiators of GE Healthcare should position themselves at a point where they can understand what the organization needs or expects out of the negotiations and the reasons behind those expectations (Seitel, 2007). Besides, the team should also do their research and establish the expectations of the other party and the reasons behind them before the actual negotiations (Gates, 2011, pp. 232). It is important to conduct research which on the other party to understand and analyze their objectives and the information they need in the negotiations. This step is important and helps the team to be able to bargain with an understanding of the scenario and thus increasing the chances of a better outcome for the company from the negotiations (Thompson, 2015). The next step is to list, rank and value the issues of the organization. Different scenarios of negotiations have various types of issues, and it is important to establish all of them and then understand their priorities. The ranking helps to consider various concessions that can be made on the list (Lempereur and Colson, 2010). As the next step in preparation, it is important for the team to research on to negotiation topic. This could be through finding details by asking the colleagues and the partners who are knowledgeable on the subject. This equips the negotiator with sufficient information on the subject thus can make sound arguments during the negotiation process (Echavarria, 2015). In the last steps of preparation for the negotiation, the team should rehearse the negotiations. This entails practicing to realize any other aspects of negotiation left out in the development process (Boyer, 2009, pp. 23-47). Also, the team should prepare the agenda of the talks a preparation step. It should make the topics to be covered, the participants, location, and schedule. When these steps are well adhered to, the company is likely to benefit out of the negotiation process (Marshall, 2015). Post-Negotiation Review Process for GE Healthcare Post negotiation activities are necessary for the successful negotiation process. After the agreement between the involved parties, organizations need to review the activities once again and ensure they are in line as agreed during the negotiation process or if there exist necessary changes, then action should be taken. Failure to conduct post bargaining activities will lead to problems in implementation and thus leads to differences in agreement and what is implemented. Therefore, GE Healthcare needs to adopt the best post negotiation reviews for successful negotiations (Peter, 2012, pp. 232). The major activities that form the post negotiation in GE Healthcare are implementation and monitoring. Implementation involves putting into action the various activities that were discussed and agreed in the actual negotiation stage. In most cases, people who are involved in the negotiations are different from those who are tasked with the responsibility of putting it into action thus the company needs to have a system in place to review the process. Before the start of the implementation process, the company needs to organize for a smooth transition between the negotiators and the implementers. Monitoring is also another significant activity in post negotiations (Thiemann and Hesse, 2015). This activity is important in the negotiation process since it helps the parties involved to keep the compliance to the agreement. Also, monitoring plays a critical role in the course of evaluating the outcomes of the negotiations (Lewicki, Barry Saunders, 2015). Post Negotiation process is important for every organization. The process helps to achieve coherence in the agreed terms and the actual implementations. The GE Healthcare must have strategies in place to have the negotiations implemented and monitored (Lewicki, Barry, and Saunders, 2010). Also, the post-negotiation process gives room for re-negotiation in cases where it deems necessary. Therefore, the post-negotiation process is critical for the success of negotiations with every company, 2011). Personal Participation in Negotiation Process Personally, I have had a chance to participate in the bargaining process. My experience was during the job interview where I had to bargain with the company negotiators regarding my salary package. This presented a state where I said my expected salary package yet the negotiators suggested an amount less than that. This scenario led to negotiations to reach an amicable salary package. As a preparation for negotiation, I undertook activities that could help for a successful negotiation. Firstly, I sought information about the company. I established the average pay amount for the employees at the grade that I was offered. This helped me to define my expected salary package, and also putting in mind other reasons why I needed such a salary package. I had set my mind to receive and handle all possible forms of outcome from the negotiations especially when the negotiations settle for a lower salary package (Marks and Harold, 2011, pp. 371-394.). I also tried to establish the specific needs of the company and its ability to offer me that salary package. Also as a preparation way, I researched about the company before the actual negotiations to establish their objectives in the endeavor. Besides, I consulted a lot of people and experts regarding the negotiating salary package. This equipped me with a lot of knowledge that I used to defend myself during negotiations. Also, I rehearsed on the planned negotiations by practicing how I could bargain with the negotiators on the actual day to reach an amicable amount of salary. During the negotiations, I presented my expectations of the salary to the team, and then they suggested a lower amount. As the next step, I had to request them to offer me a larger package by explaining to them all the reasons why I needed that amount to be comfortable. However, in my mind, I was prepared on what to do in case the team insists to settle for a lower amount. In the end, the organizations agreed to add me more money to their initial offering. Therefore, my negotiations with the organizations bore fruits and gave me a chance to get a comfortable salary package. Conclusion In conclusion, negotiation skills as part of themanagement play a critical role in the success of every business organization. Companies need to choose a team of negotiators for the business and then train them appropriately to ensure their competency since they will be bargaining on behalf of the enterprise. Successful negotiations require sufficient pre-preparations before the actual negotiations on the table. Also, there are post consultation activities that the organization should undertake for effectiveness. These are usually implementation and the monitoring activities. Therefore, effectiveness from negotiations requires careful handling of the steps involved in the process of negotiation. References Boyer, M. (2009). "Gender and Negotiation: Some Experimental Findings from an International Negotiation Simulation." International Studies Quarterly 53.1. pp. 23-47. Camp, J. (2007).No, The Only Negotiating System You Need For Work Or Home. Crown Business. New York. Doepke, M. and Zilibotti, F. (2009). "Do international labour standards contribute to the persistence of the child-labour problem?Journal of Economic Growth. Echavarria, M. (2015).Enabling Collaboration Achieving Success ThroughStrategic management Alliances and Partnerships. LID Publishing Inc.ISBN9780986079337. Forsyth, D. (2009).Group dynamics. Wadsworth Pub Co. pp.379-409. Gates, S. (2011).The Negotiation Book. United Kingdom: A John Wiley and Sons, LTD, Publication. pp. 232 Gregory, P. (2009), "Collaborative Bargaining vs. Collective Bargaining",An empirical analysis of educator beliefs related to post-industrial labor reforms in the State of Oregon, pp.41-44 Hames, S. (2011). "Integrative Negotiation: A strategy for creating value".Negotiation: Closing deals, settling disputes, and making team decisions. SAGE Publications.ISBN9781483332727. Kopelman, S. and Rosette, A. (2008). "Cultural variation in response to strategic display of emotions in negotiations". Special Issue on Emotion and Negotiation inGroup Decision and Negotiation(GDN), pp. 65-77 Lempereur, A and Colson, A. (2010). The First Move: a Negotiators Companion. Chichester, West Sussex: John Wiley and Sons. Lewicki, J., Barry, B. Saunders, D (2015). "Zone of potential agreement".Negotiation(7th Ed.). New York:McGraw-Hill Education.ISBN9780078029448 Lewicki, R. Barry, B. and Saunders, D. (2010). Negotiation. Singapore: McGraw-Hill International, 6th Edition Marks, M. and Harold, C. (2011). "Who Asks and Who Receives in Salary Negotiation".Journal of Organizational Behavior.pp. 371394. Marshall R. (2015).Nonviolent Communication: A Language of Life, 3rd Edition: Life-Changing Tools for Healthy Relationships. PD Press.ISBN978-1-892005-54-0. Patton, B. (2011). Getting to yes: negotiating agreement without giving in(3rd Ed.). New York:Penguin Books.ISBN9780143118756. Peter N., (2012).Negotiation Mastering Business in Asia.pp. 232 Ramsey, L. (2010). Women Dont Ask: Negotiation and the Gender Divide A Book Review, [PowerPoint slides]. Retrieved from Advancing Faculty website: https://www.advance.latech.edu Seitel, F. (2007). The Practice of Public Relations. Upper Saddle River, NJ: Pearson Prentice hall, 10th Edition Thiemann, D., and Hesse, F. (2015). Learning about Team Members' Preferences: Computer-Supported Preference Awareness in the Negotiation Preparation of Teams. Thompson, L. (2015). "The bargaining zone".The mind and heart of the negotiator(6th Ed.). Boston:Pearson.ISBN9780133571776 Trotschel H. and Loschelder; S. (2011). "Perspective taking as a means to overcome motivational barriers in negotiations: When putting oneself in the opponents shoes helps to walk towards agreements".Journal of Personality and Social Psychology.pp. 771-79