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Tuesday, March 26, 2013

Men, Women, and Status in Negotiations

Men, Women, and Status in Negotiations

A growing body of research suggests that status concerns vary depending on the gender of interested parties.
First, men tend to care more about status than women do. Using a university sponsored fundraising campaign, researchers Bruno S. Frey and Stephan Meier of the University of Zurich examined how social-comparison information affected contribution rates.
  • Male students who learned that a high percentage of students had contributed to the campaign were more likely to make a contribution than were female students who received the same information.
In the context of negotiation, professors John Rizzo of Stony Brook University and Richard Zeckhauser of Harvard University asked a group of young physicians about their reference groups and salary aspirations.
  • Male physicians compared themselves to reference groups that earned higher salaries than the ones female physicians selected. 
  • In addition, men’s salary reference points were more indicative than women’s of how much they earned later.
  • Finally, women tend to compare themselves to particular individuals whom they know, while men tend to assess themselves according to information about typical behavior.
For this reason, when negotiating, consider offering different social comparison information to men and women. You might tell a male prospective hire that you’re offering him more than you’ll give others with his qualifications (assuming that is true).
When negotiating with a female prospect, you might be more specific:
“We recently interviewed someone similar to you, a Kellogg MBA with several years of consulting experience. To signal how much we want you to work for us, we’re offering you more than we offered her.”

To Improve Your Negotiation Skills, Learn from a Pro

To Improve Your Negotiation Skills, Learn from a Pro

On February 16, in the midst of the National Basketball Association’s (NBA) All-Star weekend, members of the National Basketball Players Association (NBPA) unanimously voted to oust Billy Hunter as the union’s executive director.
“This is our union and we have taken it back,” National Basketball Players Association president Derek Fisher said, as reported by ESPN.com. Fisher said the union had been “divided, misled, [and] misinformed,” by its leader. Hunter hinted in a statement that he might contest his firing in court.
As the union’s leader since 1996, Hunter negotiated three collective bargaining agreements for NBA players, contributing to raising their average salaries to more than $5 million, the highest in team sports.
Divided Union
Conflicts between Fisher and Hunter divided union members during the 2011 NBA lockout. According to ESPN.com, “agents didn’t like [Hunter], questioning his bargaining strategies, and they were frustrated they didn’t have a bigger role in his union.”
After Hunter was accused of numerous indiscretions, Fisher pushed for a review of him. In its review, an independent law firm criticized Hunter for various conflicts of interests and poor decisions, such as hiring family members and friends and billing the NBPA for questionable travel and gift expenses. The review did not find Hunter guilty of any criminal activity, but three government investigations of Hunter are ongoing.
After the review was released, the members of the NBPA put Hunter on a leave of absence. About 35 NBA players attended the union committee’s annual meeting in February to discuss Hunter’s future.
Hunter’s Dismissal
NBA superstar LeBron James and longtime player Jerry Stackhouse reportedly took the lead in arguing for Hunter’s dismissal, according to the New York Times. James’s involvement was unusual: league superstars rarely get involved in the nitty gritty of labor negotiations and union management.
James “practically cross-examined the lawyers to prepared the report on Hunter,” the Times reports. And he and Stackhouse demanded explanations from committee members who previously had sided with Hunter rather than Fisher.
NBA players widely respect James for his business savvy and interpersonal skills. So it was not surprising, given James’s forceful arguments against Hunter, that the committee voted unanimously to release Hunter from his duties.
The situation speaks to the power of convincing influential parties to lead important negotiations. One well-respected and admired leader may be uniquely posited to wrap up a negotiation that took many behind-the-scenes players to engineer.

Friday, March 22, 2013

Neanderthals Were Not Good at Social Networking

This is just to funny not to pass on....

Neanderthals Were Not Good at Social Networking

by 94 minutes ago
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Neanderthals’ bigger eyes and bodies meant they had less brain space to dedicate to social networking, which may explain why they died out and Homo sapiens conquered the planet, according to a new study. -- Agence France-Presse, March 12, 2013

OccipitalPunny: I don’t get it.

NeanderYall: Don’t get what?

OccipitalPunny: Why the humans don’t follow me back when I follow them.

NeanderYall: Oh not this again.

OccipitalPunny: I like all their posts and re-tweet everything but they don’t follow me back. It’s like I’m not good enough or something. Like they are so smart and we’re not.

NeanderYall: Um maybe they are? Did you see the Prezi with their new cave art? And their new totems are awesome.

OccipitalPunny: Whatever, we basically had the same totems five years ago. They just didn’t catch on because the market wasn’t ready.

NeanderYall: Uh yeah that and also the craftsmanship was maybe not so great.  I mean you remember the Earth Mother figurine fiasco.

OccipitalPunny: Ugh don’t remind me. What a disaster!

NeanderYall: LOL I swear the gods are still angry with us.

OccipitalPunny: Ha yeah probably.

NeanderYall: And their collaborative hunting app is honestly pretty cool. I just wish they would release it on our operating system.

OccipitalPunny: It’s cool but the whole Ambush feature is not fair to the mammoths.  What about market equilibrium? It’s like they are trying to squeeze them out.

OccipitalPunny: Anyway I’m still mad at the humans.

NeanderYall: I know. They are so full of themselves. Just because their tools are, like, way better than ours? 

OccipitalPunny:  Dude, our tools aren’t that bad. They get the job done!

NeanderYall: Totally. I will put our hide scraper up against theirs any day of the week.

OccipitalPunny: You know what I think is, I think the hide scraper is a sleeper product. In a couple years it will be standard. I’m telling you today.

NeanderYall: Maybe. But I gotta say I heard really good things about the new iAxe 5.

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Thursday, March 21, 2013

Report: World Industrial Robot Demand Up 38 Percent

Report: World Industrial Robot Demand Up 38 Percent

Robots on the rise in North America

Robots on the rise in North America

Posted by Rick Lingle, Technical Editor -- Packaging Digest, 2/7/2013 1:28:14 PM


The North American robotics market has recorded its strongest year ever in 2012, according to new statistics from Robotic Industries Association (RIA), the industry's trade group.

A total of 22,598 robots valued at $1.48 billion were sold to companies in North America in 2012, beating the previous record of 19,337 robots sold in 2011. When sales by North American robot suppliers to companies outside North America are included, the totals are 25,557 robots valued at $1.66 billion.

Compared to 2011, North American orders were up 17% in units and 27% in dollars.

"The Automotive industry has continued to be the strongest driver of the North American robotics market," says Alex Shikany, Director of Market Analysis for RIA. "Robots sold to automotive OEMs in North America jum
ped 47% over a then record-setting 2011, while robots sold to automotive component suppliers increased 21%," he noted.

Industry, applications results

Sales were also up in metalworking industries (+12%) and life sciences/pharmaceuticals (+3%). In terms of applications, increases were seen in assembly (+40%), spot welding (+37%), arc welding (+24%), coating & dispensing (+13%), and material handling (+3%).

The fourth quarter of 2012 was the strongest quarter ever recorded by RIA (the association began reporting data in 1984) in terms of units ordered, with 6,235 robots sold to North American companies. The fourth quarter w
as up nine percent in units and 21 percent in dollars over the same period in 2011.

"It is promising to see such positive growth in robotics despite the tumultuous manufacturing environment throughout 2012" says Jeff Burnstein, President of RIA. "This growth is an indication that more North American companies are looking to automate in order to reduce costs and increase productivity, and that is a good sign for robotics."

U.S. trails only Japan in robotics use

RIA estimates that some 225,000 robots are now at use in United States factories, placing the U.S. second only to Japan in robot use. 

"Many observers believe that only about 10% of the U.S. companies that could benefit from robots have installed any so far," Burnstein says, "and among those that have the most to gain from robots are small and medium sized companies."
Founded in 1974, RIA represents some 300 companies, including leading robot manufacturers, component suppliers, system integrators, end users, research groups and consulting firms. RIA's quarterly statistics report is based on data supplied by member companies representing an estimated 90% of the North American market.

What will 2013 hold? Burnstein said RIA does not make robotics sales forecasts, but he believes that if the economy remains strong we should be looking at another good year for the robotics industry.

"The increased demand for robotics was evident at this year's Automate show in Chicago, which had record setting attendance levels," says Burnstein. "It is clear that people are excited about automation and the benefits it provides."

Source: RIA

Wednesday, March 13, 2013

Successful negotiation tactic used for electric power In India

Finding the Right Process in India

In 1995, a new government came into power in the Indian state of Maharashtra and canceled a 20-year power purchase agreement with the Dabhol Power Company, a joint-venture formed by Enron, General Electric, and Bechtel. Claiming that the deal was improper and even illegal, the government declared publicly that it would not renegotiate.
When the government recognized that it had no other options to secure power, it began to soften its position. But if renegotiations were to take place, the parties would need a process that would preserve the government’s dignity and prestige. Ultimately, the government chose to appoint a “review panel” consisting of disinterested energy experts to reexamine the project. The panel met with Dabhol representatives and project critics, and then submitted a proposal to the government that contained the terms of a renegotiated electricity supply agreement that both sides accepted.
The use of an expert panel to conduct what amounted to a renegotiation, in lieu of face-to-face discussions between the two sides, served to protect governmental dignity. The panel’s independent status also assured the public that the renegotiated agreement protected Indian interests.