Search results for: 'Negociacion'
Plan de Medios MK2-136-M
This tutorial introduces students to the different aspects of media planning from the initial process through to the different stakeholders involved in the changing landscape of media and media agencies. The entire process is explained through the use of a real multimedia case about the launch of a new car.
Information about the media sector and advertisers explain in dynamic way how new technologies have changed the sector in recent years. The case includes exercises and videos with managers from the sector which help students understand the basic concepts in an interactive and practical manner.Academic Area:Marketing & Communications | Negotiation
¿Cómo se negocia en España? NG1-107
This case presents four interviews about the negotiation culture in Spain, conducted with Chinese, French, Cuban and Japanese people who have a broad experience in Spain. They describe and interpret the predominant negotiation culture in Spain from the particular viewpoint of their own culture, and in the different spheres of their business: international commerce, construction industry, technology and the diplomatic world.
The diversity of perspectives and experiences pose a challenge in summarizing the negotiation culture in Spain, customs, attitudes, beliefs and most common behaviors that are found when searching for solutions to solve a dispute in this country.
And so, in short, the case does not only address the question of how negotiations are done in Spain but also, for someone who comes to Spain to negotiate, it provides inputs for a discussion on: How should you negotiate with Spaniards?Academic Area:Others | Negotiation
Galletas Fontaneda y United Biscuits RH1-120
This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.Academic Area:Human Resources | Negotiation
La comunicación interpersonal CO1-254
The most common forms of communication among managers tend to be the following: either through interpersonal contacts or relationships or through group meetings or negotiations. Both forms of communication use similar techniques, albeit with unique differences.
Here we combine all these variables: speaking and listening applied to interpersonal relationships and group meetings. In any event, it is understood that everything is absolutely interrelated, despite the fact that, we are differentiating between interpersonal communication (the main focus here) and group communication.Academic Area:Organisational Behaviour | Negotiation