SECTION A

Case extract for Questions 1 and 2

Intel Corporation (herein referred to as Intel) is a global technology multi-national company which is headquartered in Silicon Valley in the United States (U.S.). Intel has facilities in nine other states in the U.S. and nine more operational sites out of Intel’s Asia-Pacific Headquarters based in Hong Kong.

Intel made inroads to China in 1993. Intel’s Asia-Pacific Headquarters did exploratory studies in many parts of China. Their management team held multiple discussions and brainstorming sessions with different stakeholders in China to obtain diverse views. This is done to figure out issues, explore common interests and also, to prioritise negotiation issues. In early 1994, Mr Jason Chen from Intel (Taiwan) led efforts and started Intel’s operations in Intel China. Intel China was fully operational in 1996.

Intel China (located in Beijing) oversaw the work done by Intel’s offices in China. Intel China comprised a few senior management staff. They are (1) Mr Tan Wee Theng (President, most senior representative from Intel to represent Intel’s interests in China. He is from Singapore), (2) Mr Jim Jarrett (Vice President of Legal and Government Affairs, from the U.S.), (3) Mr Ian Yang (Vice President, Sales and Marketing Group, from Chongqing), (4) Mr Cadol Cheung (Managing Director, Intel Capital Asia Pacific, from Hong Kong), (5) Mr Jason Chen (Vice President of Worldwide Sales and Marketing, from Taiwan) (6) Ms Deborah Conrad (Regional Marketing Director, based in Hong Kong), and (7) Mr Larry Hong (Product Marketing Director, based in Beijing).

In 1995, Intel opened an Architecture and Development Laboratory in Shanghai. By the end of 1995, Intel had built a semiconductor assembly and test plant in Shanghai. In 1996, Intel China started full operations to oversee the work done by Intel’s offices in China. Intel also has Sales Representative Offices in Beijing, Guangzhou, Shenyang, Chengdu, Xian and Wuhan. The majority of Intel’s engineers in China are mainland Chinese and expatriates are few in number. The management team within Intel China are from a diverse background.

Question 1

(a) In less than 450 words (indicate word count), evaluate the importance of trust in negotiations and analyse how cross-cultural negotiations between American negotiators in the American firm Intel and the Chinese state government officials can affect trust levels.

(b) In less than 450 words (indicate word count), assess the differences between the Americans and the Chinese with respect to their views on ethical reasoning, and cite an example(s) of social contract ethics and, elaborate why it is important to understand each party’s approach to ethical reasoning when Intel China negotiators negotiate with the Chinese state government officials of Dalian.

Question 2

(a) In less than 300 words (indicate word count), discuss the importance of communication processes in multi-partite negotiations. Provide at least two (2) reasons.

(b) In less than 350 words (indicate word count), relate what conflicts can arise from the above case and how conflict can be managed, using any three (3) conflict resolution strategies.

(c) In less than 350 words (indicate word count), analyse the characteristics of language, the use of non-verbal communication and active listening between the Intel China management team and the Chinese State Government Officials.

Question 3

(a) In less than 400 words (indicate word count), examine two (2) out of the four (4) relevant hardball tactics in the distributive bargaining process which involves a typical property negotiation between a seller and a buyer. Support your answer with example(s).

(b) In less than 350 words (indicate word count), appraise how cultural differences arising from different nationalities of the property seller and a potential buyer can affect a typical property negotiation.

Justify with a negotiating model on culture in the given example between the buyer and seller.

Question 4

Assume that a global IT company has used an executive search firm and through the firm, found you, interviewed you and is keen to offer you a job in their Asia-Pacific headquarters in Beijing as an IT Project Director on expatriate terms. It is not easy to find people of your calibre with 20 years of IT project management experience to fill that position.

You are keen on the job and is about to enter their interview room for the second time, to discuss your expatriate job package (salary, benefits, learning opportunities, etc.) before you sign on with the company.

In less than 850 words (indicate word count), formulate a negotiation strategy using the ten (10) best practices of negotiation that all negotiators can follow.

Use yourself (an expatriate job candidate) as an example and elaborate on how you might use the ten best practices of negotiation to conduct a successful negotiation with your prospective employer.

SECTION B

Prepare a video recording of the presentation of at least 3 minutes but not exceeding 6 minutes. There are two methods for ECA video assignment submission; either Record Media or Upload Media. For Upload Media, please note that your file size should be no more than 500MB and the format is in .mp4.

SECTION C

Prepare a set of PowerPoint presentation upon which the video presentation is based. Please note that the PowerPoint must be converted to PDF before submission to Canvas.