2. ULUSLARARASI DAVRAZ KONGRESİ BİLDİRİLER KİTABI 2. INTERNATIONAL DAVRAZ CONGRESS PROCEEDİNGS BOOK,KÜRESEL SORUNLAR VE ÇÖZÜM ARAYIŞLARI BUILDING NEW APPROACHES TO THE GLOBAL ISSUES,ISBN: 978-9944-452-82-3,Süleyman Demirel Üniversitesi Isparta 2014, May 1, 2014
IRAN NUCLEAR NEGOTIATIONS CONTINUED IN
2013 TO ANALYSIS: NEGOTIATION MANAGEMENT
APPROACH
Follo... more IRAN NUCLEAR NEGOTIATIONS CONTINUED IN
2013 TO ANALYSIS: NEGOTIATION MANAGEMENT
APPROACH
Following the inauguration on 3 August of Hassan
Rouhani as the new president of Iran, talks on the nuclear file
intensified between Iran and the P5+1—comprising the
Council’s permanent members and Germany—leading to a
breakthrough on 24 November. The parties agreed to a joint plan
of action setting out measures to be undertaken during an initial
six-month interim period, as well as elements for a long-term
comprehensive solution. Therefore, both sides of the negotiation
process continues will depend on compliance with the Joint
document. This will result in a short period May-June. Therefore,
other international factors affecting this process, how will the
attitude of countries, in the light of this information, a separate
research topic will be examined. In this context, the research
methods of this study appeared in the media regarding the Iranian
nuclear negotiations and public statements in the literature, is
based. In this study, in Geneva, Switzerland, in 2013 Iran started
again nuclear negotiations in the framework of the negotiations
management approach will be examined and discussed. This
approach "Negotiation Management (3K-Yi) Pyramid Model"
has been called. In this study, first, the negotiation process which
is the subject of negotiations between Iran and the P5 +1 will be
given the latest state. In this study, first, the negotiation process
which is the subject of negotiations between Iran and the P5 +1
will be given the latest state.
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Liderliği nedir? MANAGING THE POSITIVE CHANGE PROCESS: WHAT IS INNOVATION LEADERSHIP?
Innovation is a positive change. A positive change has two components. The first is a high value, the second is a long term strong relationship. The fulfillment of these two objectives should be the innovation-focused strategies of organizations. There are many factors in the success of these strategies. One of these factors is leadership. This study intends to explain innovation leadership. Innovation leadership has two components. The first is an innovative approach to leadership; the second is leadership for innovation. The aim of this study is to explain the concepts of the two components of innovation leadership and to indicate the importance of the positive change process management. Two results were obtained in this study based on literature. First, leaders need to learn about the challenges, risks, and uncertainties in achieving the sustainability of organizations. Second, leaders need to establish the
climate of innovation in their organization for the success of innovation
İnovasyon pozitif bir değişimdir. Pozitif değişimin iki yönü bulunmaktadır. Birincisi yüksek değer, ikincisi uzun vadeli güçlü ilişkidir. Bu iki amacı yerine getirmede organizasyonların inovasyon odaklı stratejileri olmalıdır. Bu stratejilerin başarılı olmasında birçok faktör bulunmaktadır. Bu faktörlerden birisi de liderliktir. Bu çalışmada inovasyon liderliği açıklanmıştır. İnovasyon liderliğin iki bileşeni bulunmaktadır. Birincisi, liderliğe inovatif bir yaklaşım; ikincisi, inovasyon için liderliktir. Bu çalışmanın amacı bu iki bileşenin kavramlarını açıklamak ve pozitif
değişim süreçlerinin yönetimindeki önemini belirtmektir. Literatüre dayanan bu çalışmada iki sonuç elde edilmiştir. Birincisi, organizasyonların sürdürülebilirliğini başarmada liderlerin zorluklara, risklere ve belirsizliklere karşı öğrenme ihtiyacı vardır. İkincisi liderler inovasyon çalışmalarının başarısı için organizasyonlarında inovasyon iklimini oluşturmaları gerekir.
ABSTRACT Negotiation styles are related with the behaviours and attitude which individuals display during the negotiation process. Demographic traits are also one of the important variables that influence negotiation styles. The study is carried out on 200 employees who work at private hospitals in Isparta in Turkey in order to find the influence of demographic traits on negotiation styles. All questionnaires (Tu, 2007) are coded for statistical analysis and frequency and chi-square tests are applied. Different from other negotiation style studies in Turkey, Casse and Deols’ model is employed in the study. According to the research results, it is determined that the gender variable
significantly influence normative and factual negotiation styles. It also includes that women tend to have more negotiation styles than men. The study concludes that education level variable has significant effects on the analytical, factual and intuitive styles. It is also determined there is a tendency to have more factual and intuitive
negotiation styles and less tendency to have analytical negotiation style among more educated individuals compared to others. Also age variable has significant effects on the analytical, normative and intuitive styles. It is found that as the age increases, the tendency of analytical negotiation style decreases, while normative and intuitive
negotiation style tendencies increase.
2013 TO ANALYSIS: NEGOTIATION MANAGEMENT
APPROACH
Following the inauguration on 3 August of Hassan
Rouhani as the new president of Iran, talks on the nuclear file
intensified between Iran and the P5+1—comprising the
Council’s permanent members and Germany—leading to a
breakthrough on 24 November. The parties agreed to a joint plan
of action setting out measures to be undertaken during an initial
six-month interim period, as well as elements for a long-term
comprehensive solution. Therefore, both sides of the negotiation
process continues will depend on compliance with the Joint
document. This will result in a short period May-June. Therefore,
other international factors affecting this process, how will the
attitude of countries, in the light of this information, a separate
research topic will be examined. In this context, the research
methods of this study appeared in the media regarding the Iranian
nuclear negotiations and public statements in the literature, is
based. In this study, in Geneva, Switzerland, in 2013 Iran started
again nuclear negotiations in the framework of the negotiations
management approach will be examined and discussed. This
approach "Negotiation Management (3K-Yi) Pyramid Model"
has been called. In this study, first, the negotiation process which
is the subject of negotiations between Iran and the P5 +1 will be
given the latest state. In this study, first, the negotiation process
which is the subject of negotiations between Iran and the P5 +1
will be given the latest state.
initial six-month interim period, as well as elements for a long-term comprehensive solution between Iran and the
P5+1 on 24 November 2013 . Therefore,both sidesof the negotiation processcontinueswill depend oncompliance
withtheJoint document. Thiswill resultina shortperiod in May-June 2014. Therefore,otherinternational
factorsaffecting this process, howwillthe attitude of countries, in the light ofthis information, a separateresearch
topicwillbe examined. In this context,the research methodsof this studyappeared inthemedia regardingthe Iranian
nuclearnegotiationsandpublic statementsin the literature is based. In this study,inGeneva, Switzerland,in
2013Iranstarted againnuclear negotiationsin the frameworkof thenegotiationsmanagement approachwillbe examined
and discussed. This approach"Negotiation Management (3K-Yi) PrismModel"has been called.In this study, first, the
negotiation processwhich is the subjectof negotiations betweenP5 +1andIran will be giventhe latest state. In this
study, first, the negotiation processwhich is the subjectof negotiations betweenP5 +1andIran will be giventhe latest
state.
position substituent changes in the profession is. With the speed of change, and structure and management
functioning of complexity a knowledge-based organization also is caused to an increase in conflict. In this study,
an executive assistant, secretarial classic pattern that go beyond the information age, the information age and
the roles required for the efficient and effective management of organizations be using to introduce the
elements of the role of negotiator. What in addition have a new career as a negotiator to be stage of, and
about it the basic framework described how to have an educational curriculum of the organizations. As a result,
the an executive assistant profession in the success of a relationship with a triple agenda-itself, the manager
and the organization- by recognizing that what she/he has, will know what she/he needs.
IN THE CHANGING WORLD
ABSTRACT
In rapid changing societies rapidly are and also changes the field of organization and management. Modern management and manager approaches have given rise to insufficiency traditional management and manager understanding. In parallel with changes in management and manager approaches is and also changes his assistant and substituent position executive assistant’s profession. With the speed of change, complexity a knowledge-based organization and management process and structure also causes to an increase in conflict.
In this study, executive assistant, classic secretarial patterns that go beyond, the information age and information age organizations’ the roles required for the efficient and effective management of organizations be using to teach an increasingly important role in the ability to negotiate.
First, the executive assistant's role in the management of the organization of the information age, these roles have been defined and explained the role of these roles effectively and efficiently its using ability to negotiate.
As a result, the executive assistant profession in the success of a relationship with a triple agenda-itself, the manager and the organization by recognizing that what we she/he has, will know what she/he needs.
THE BLENDED EDUCATION APPROACH
ABSTRACT
As in all areas experiencing rapid change in the field of executive assistant. Anticipate change in organizations, profession, institution and management relations, exchange academic staff and the colleges of vocational education in managing the efficient and effective implementation is of increasing importance. The Executive Assistant’s at the university with sufficiency of the theoretical knowledge and skills without internship to measure the adequacy of a working model prior to working life debated even today continues to be debated.
In this study, an application to reduce the cost of living learning approach to how the blending of the educational process can be done with limited resources are discussed. Blending education can be defined as learning by doing. Suleyman Demirel University, Gonen Vocational School in the Executive assistants since 2007, Executive Assistant and Professional Correspondence courses are blending approach (mix) to education.
Business life before (the pre-work life) named as the implementation process of this application, students studies, evaluation of students' internship after the files related to the application by considering reflections and explained.
As a result, executive assistant has give self confidence of the approach of blending education in felt every segment of society and effective successful of the professional.
Liderliği nedir? MANAGING THE POSITIVE CHANGE PROCESS: WHAT IS INNOVATION LEADERSHIP?
Innovation is a positive change. A positive change has two components. The first is a high value, the second is a long term strong relationship. The fulfillment of these two objectives should be the innovation-focused strategies of organizations. There are many factors in the success of these strategies. One of these factors is leadership. This study intends to explain innovation leadership. Innovation leadership has two components. The first is an innovative approach to leadership; the second is leadership for innovation. The aim of this study is to explain the concepts of the two components of innovation leadership and to indicate the importance of the positive change process management. Two results were obtained in this study based on literature. First, leaders need to learn about the challenges, risks, and uncertainties in achieving the sustainability of organizations. Second, leaders need to establish the
climate of innovation in their organization for the success of innovation
İnovasyon pozitif bir değişimdir. Pozitif değişimin iki yönü bulunmaktadır. Birincisi yüksek değer, ikincisi uzun vadeli güçlü ilişkidir. Bu iki amacı yerine getirmede organizasyonların inovasyon odaklı stratejileri olmalıdır. Bu stratejilerin başarılı olmasında birçok faktör bulunmaktadır. Bu faktörlerden birisi de liderliktir. Bu çalışmada inovasyon liderliği açıklanmıştır. İnovasyon liderliğin iki bileşeni bulunmaktadır. Birincisi, liderliğe inovatif bir yaklaşım; ikincisi, inovasyon için liderliktir. Bu çalışmanın amacı bu iki bileşenin kavramlarını açıklamak ve pozitif
değişim süreçlerinin yönetimindeki önemini belirtmektir. Literatüre dayanan bu çalışmada iki sonuç elde edilmiştir. Birincisi, organizasyonların sürdürülebilirliğini başarmada liderlerin zorluklara, risklere ve belirsizliklere karşı öğrenme ihtiyacı vardır. İkincisi liderler inovasyon çalışmalarının başarısı için organizasyonlarında inovasyon iklimini oluşturmaları gerekir.
ABSTRACT Negotiation styles are related with the behaviours and attitude which individuals display during the negotiation process. Demographic traits are also one of the important variables that influence negotiation styles. The study is carried out on 200 employees who work at private hospitals in Isparta in Turkey in order to find the influence of demographic traits on negotiation styles. All questionnaires (Tu, 2007) are coded for statistical analysis and frequency and chi-square tests are applied. Different from other negotiation style studies in Turkey, Casse and Deols’ model is employed in the study. According to the research results, it is determined that the gender variable
significantly influence normative and factual negotiation styles. It also includes that women tend to have more negotiation styles than men. The study concludes that education level variable has significant effects on the analytical, factual and intuitive styles. It is also determined there is a tendency to have more factual and intuitive
negotiation styles and less tendency to have analytical negotiation style among more educated individuals compared to others. Also age variable has significant effects on the analytical, normative and intuitive styles. It is found that as the age increases, the tendency of analytical negotiation style decreases, while normative and intuitive
negotiation style tendencies increase.
2013 TO ANALYSIS: NEGOTIATION MANAGEMENT
APPROACH
Following the inauguration on 3 August of Hassan
Rouhani as the new president of Iran, talks on the nuclear file
intensified between Iran and the P5+1—comprising the
Council’s permanent members and Germany—leading to a
breakthrough on 24 November. The parties agreed to a joint plan
of action setting out measures to be undertaken during an initial
six-month interim period, as well as elements for a long-term
comprehensive solution. Therefore, both sides of the negotiation
process continues will depend on compliance with the Joint
document. This will result in a short period May-June. Therefore,
other international factors affecting this process, how will the
attitude of countries, in the light of this information, a separate
research topic will be examined. In this context, the research
methods of this study appeared in the media regarding the Iranian
nuclear negotiations and public statements in the literature, is
based. In this study, in Geneva, Switzerland, in 2013 Iran started
again nuclear negotiations in the framework of the negotiations
management approach will be examined and discussed. This
approach "Negotiation Management (3K-Yi) Pyramid Model"
has been called. In this study, first, the negotiation process which
is the subject of negotiations between Iran and the P5 +1 will be
given the latest state. In this study, first, the negotiation process
which is the subject of negotiations between Iran and the P5 +1
will be given the latest state.
initial six-month interim period, as well as elements for a long-term comprehensive solution between Iran and the
P5+1 on 24 November 2013 . Therefore,both sidesof the negotiation processcontinueswill depend oncompliance
withtheJoint document. Thiswill resultina shortperiod in May-June 2014. Therefore,otherinternational
factorsaffecting this process, howwillthe attitude of countries, in the light ofthis information, a separateresearch
topicwillbe examined. In this context,the research methodsof this studyappeared inthemedia regardingthe Iranian
nuclearnegotiationsandpublic statementsin the literature is based. In this study,inGeneva, Switzerland,in
2013Iranstarted againnuclear negotiationsin the frameworkof thenegotiationsmanagement approachwillbe examined
and discussed. This approach"Negotiation Management (3K-Yi) PrismModel"has been called.In this study, first, the
negotiation processwhich is the subjectof negotiations betweenP5 +1andIran will be giventhe latest state. In this
study, first, the negotiation processwhich is the subjectof negotiations betweenP5 +1andIran will be giventhe latest
state.
position substituent changes in the profession is. With the speed of change, and structure and management
functioning of complexity a knowledge-based organization also is caused to an increase in conflict. In this study,
an executive assistant, secretarial classic pattern that go beyond the information age, the information age and
the roles required for the efficient and effective management of organizations be using to introduce the
elements of the role of negotiator. What in addition have a new career as a negotiator to be stage of, and
about it the basic framework described how to have an educational curriculum of the organizations. As a result,
the an executive assistant profession in the success of a relationship with a triple agenda-itself, the manager
and the organization- by recognizing that what she/he has, will know what she/he needs.
IN THE CHANGING WORLD
ABSTRACT
In rapid changing societies rapidly are and also changes the field of organization and management. Modern management and manager approaches have given rise to insufficiency traditional management and manager understanding. In parallel with changes in management and manager approaches is and also changes his assistant and substituent position executive assistant’s profession. With the speed of change, complexity a knowledge-based organization and management process and structure also causes to an increase in conflict.
In this study, executive assistant, classic secretarial patterns that go beyond, the information age and information age organizations’ the roles required for the efficient and effective management of organizations be using to teach an increasingly important role in the ability to negotiate.
First, the executive assistant's role in the management of the organization of the information age, these roles have been defined and explained the role of these roles effectively and efficiently its using ability to negotiate.
As a result, the executive assistant profession in the success of a relationship with a triple agenda-itself, the manager and the organization by recognizing that what we she/he has, will know what she/he needs.
THE BLENDED EDUCATION APPROACH
ABSTRACT
As in all areas experiencing rapid change in the field of executive assistant. Anticipate change in organizations, profession, institution and management relations, exchange academic staff and the colleges of vocational education in managing the efficient and effective implementation is of increasing importance. The Executive Assistant’s at the university with sufficiency of the theoretical knowledge and skills without internship to measure the adequacy of a working model prior to working life debated even today continues to be debated.
In this study, an application to reduce the cost of living learning approach to how the blending of the educational process can be done with limited resources are discussed. Blending education can be defined as learning by doing. Suleyman Demirel University, Gonen Vocational School in the Executive assistants since 2007, Executive Assistant and Professional Correspondence courses are blending approach (mix) to education.
Business life before (the pre-work life) named as the implementation process of this application, students studies, evaluation of students' internship after the files related to the application by considering reflections and explained.
As a result, executive assistant has give self confidence of the approach of blending education in felt every segment of society and effective successful of the professional.
Innovation is a positive change. A positive change has two components. The first is a high value, the second is a long term strong relationship. The fulfillment of these two objectives should be the innovation-focused strategies of organizations. There are many factors in the success of these strategies. One of these factors is leadership. This study intends to explain innovation leadership. Innovation leadership has two components. The first is an innovative approach to leadership; the second is leadership for innovation. This study aims to explain the concepts of the two components of innovation leadership and to indicate the importance of the positive change process management. Two results were obtained in this study based on literature. First, leaders need to learn about the challenges, risks, and uncertainties in achieving the sustainability of organizations. Second, leaders need to establish the
the climate of innovation in their organization for the success of innovation
İnovasyon pozitif bir değişimdir. Pozitif değişimin iki yönü bulunmaktadır. Birincisi yüksek değer, ikincisi uzun vadeli güçlü ilişkidir. Bu iki amacı yerine getirmede organizasyonların inovasyon odaklı stratejileri olmalıdır. Bu stratejilerin başarılı olmasında birçok faktör bulunmaktadır. Bu faktörlerden birisi de liderliktir. Bu çalışmada inovasyon liderliği açıklanmıştır. İnovasyon liderliğin iki bileşeni bulunmaktadır. Birincisi, liderliğe inovatif bir yaklaşım; ikincisi, inovasyon için liderliktir. Bu çalışmanın amacı bu iki bileşenin kavramlarını açıklamak ve pozitif
değişim süreçlerinin yönetimindeki önemini belirtmektir. Literatüre dayanan bu çalışmada iki sonuç elde edilmiştir. Birincisi, organizasyonların sürdürülebilirliğini başarmada liderlerin zorluklara, risklere ve belirsizliklere karşı öğrenme ihtiyacı vardır. İkincisi liderler inovasyon çalışmalarının başarısı için organizasyonlarında inovasyon iklimini oluşturmaları gerekir.
Değişim Yönetiminde İnovasyon ve Stratejik Yönetimin İşbirliği Rolü: Stratejik İnovasyon Yönetim Tasarımı: Ral Tekstil A.Ş Örneği/The Role Cooperation of Innovation and Strategic Management in Change Management : Strategic Innovation Management Design: Example of Ral Tekstil Inc./İnoSuit – İnovasyonda İşbirlikleri Paneli