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Mike Slive Negotiation Case Study

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The Southeastern Conference (SEC) was formed in 1933 to direct and conduct tournaments, interscholastic athletic competitions and set eligibility rules that student-athletes must adhere to. Additionally, the SEC helps its member-institutions to sustain initiatives of intercollegiate athletics that are well-suited to the utmost standards of competitive sports and education in America. Mike Slive is the seventh commissioner of SEC. According to the SEC website, Mr. Slive has overseen one of the greatest periods of success since the SEC was founded. Mr. Slive assumed the post in July 2, 2002, and since then, the SEC has seen unprecedented championship success under his leadership. During his tenure, he has adopted a new and successful league-wide …show more content…

An agreement can be formulated by searching for options and exchange viable offers and counteroffers. A negotiation involves various crucial elements including two or more parties, party interests, alternatives and negotiated outcome (Fells, 2012). Since negotiation is a process, a good negotiator must exercise patience. The give-and-take between parties may take a long time to be achieved. Therefore, patience propels a good negotiator (Benoliel, 2010). A good negotiator exhibits self-regulation of one’s feelings. This means that he/she channels the emotions into appropriate behavior based on the situation. The negotiator is able to repress anger when needed and also convey it when the situation demands so. Combative negotiators are devoid of self-regulation because they are led by emotions in negotiations. Therefore, self-regulation demands that a negotiator is calm, measurably firm, soft spoken, never exhibiting anger and resolute (Benoliel, 2010). Negotiators must be smart through good cognitive abilities. This means that they should recognize and understand issues being negotiated. Smart negotiators must also incorporate the views of other parties other than theirs (Fells, …show more content…

An organization’s internal and external environments can be analyzed using analytic tools, such as SWOT. Internal analysis helps to evaluate the resources available to an organization, such as technical and material infrastructure, economic and administrative resources. This analysis is for determining the strengths and weaknesses of the sport organization. External analysis, on the other hand, is for determining the opportunities and threats that may affect the achievement of the strategic objectives (Kriemadis & Terzoudis,

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