MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

EXECUTIVE SUMMARY

Until not so long ago, we were faced with organisations in which the activity of people was managed through the Division of Labour. In other words, the specialisation of workers was seen as a competitive advantage. Today's markets are becoming increasingly globalised and more open, and this means that employees need to be increasingly multidisciplinary and flexible. Moreover, the value contributed by employees has gone from being individual to being the value they contribute as a team. In this context, companies are expanding not only in their countries of origin, but also internationally, and it is here where communications play a fundamental role. Teamwork is no longer direct, the use of technologies such as the internet, mobile technology, etc. is emerging. In addition to teamwork, employees are often involved in situations where negotiation is essential. In a negotiation process we have different actors or parties seeking a solution that satisfies their interests at stake. Negotiating is an integral act of behaviour and in it, the negotiator should know his or her skills, weaknesses and strengths in order to be able to support or be supported in a team. In addition, each employee and team member must assume different roles and group guidelines must be set in each situation. In a negotiation, the interests, the resources at stake, the values with which each party faces the process and, for this reason, the ethical and moral aspects will also have an influence on the negotiation. The complexity of "negotiation" is one of its most relevant characteristics and ultimately indicates that no two negotiations are the same. Negotiation brings together two or more interdependent actors, who present their differences and who must reach a solution that is valid for all parties.

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