Die Politik des New Deal - ein erfolgreiches Modell? (German Edition)
The last stage is the concretisation. In this phase the parties reach an agreement, see their mutual gains or losses, if there is a win-loss game in a zero-game scenario. The contract is concluded. In the aftermath of the negotiation we come together and perform a lesson learned workshop. The relationship between our business partners is defined as trustful and reliable or negatively as not trustful and not sustainable.
The concern about satisfactory outcomes for all parties leads to a problem solving approach.
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The initiator and leader of the project is the CCC-Bank. Its first interest is to consolidate all services, contracts in order to set up a new basis for business from on. The main purpose of the Transcope Project is to reach the sign-off of all contracts in a timely manner. The target date to start the new services is 1st January By means of the MOU the work groups have clearly defined tasks and an ambitious schedule.
This time pressure determines the negotiation process. This can be an advantage for Trust AG. All official meetings are prepared by the project office by CCC-Bank. There are official invitations with agenda. Minutes for each session are documented and disseminated according to a defined distribution list. The atmosphere is relaxed and the mode of negotiation is constructive and joint benefits are intended. All session have an agenda.
Normally set up by Trust AG and sent to the customer which agreed upon or makes some amendments. During all sessions the minutes were written and as the last action the text is confirmed by all involved parties. If there are some points which need clarification and scrutiny than the decision will be adjourned. Meantime until the next meeting each party takes expert opinion and exchange the statements mutually. Then these issues will be discussed at the next meeting again. We set up different negotiating groups. Primarily the service related issues were discussed and agreed at groups with subject matter experts.
Then the content was fixed as an proposal. The proposal was our first offer. This proposal was negotiate commercially that means prices and fees for breaching the service level agreements. In this group was the commercials legal, layers and the account manager. The corresponding group at customer site consisted of legal people and people from purchasing department.
Firstly Trust AG submits the requested proposal on the basis of the best margin we would expected from a new customer. During two major sessions we discussed and finally agreed upon the commercial conditions. The final commercial session was lead by the chief manager of the purchasing department. Trust AG applies the ploy not to compare apple and peaches. We changed the conditions and in some minor parts the service offers pursuing the target not to be directly comparable to the former services and conditions contractes with the ITSI GmbH. Trust AG took new price matrixes and new service conditions, f.
Our proposals are well designed. We have a lot of internal knowledge of the customer this have been built up for many years and by the former employees of the customers now working for us as colleagues. We took the package deal strategy for Adaptive Project Management Services. The customer should be for a project management office as a package and in advance. Once we have established the project management office we will get all information about other projects and will be able to identify resource needs and will offer the right skilled people on a time and material basis to generate new business.
APMS can be assessed as a basket deal. We will get the chance to bid for the new contract for workplace provisioning of hardware and services for the whole bank encompassing headquarters and branch offices in sum approximately 30 thousand clients supplied with personal computers and peripheries. Is the deal a win-win deal? I think we can assess the deal only preliminary as a win-win deal. The future development will give us more certainty. The crucial point is if we can find opportunities to make the redundant employees billable either in additional projects at CCC-Bank or at other new customer contracts as a result of new business.
Schneider was responsible for workplace services at D-Bank. He was highly satisfactory with the services provided by Trust AG. So Trust AG has a sponsor or a promoter in Mr. Schneider and can trust in his support as long as the Trust AG service is impeccable. For example Trust AG got information from Mr. Schneider shares information about yearly costs for this service so that Trust AG could submit an attractive proposal.
Finally Trust AG get the contract instead the prolongation of the incumbent provider. The umbrella of all contracts is the Frame Contract. Within this contract the contentious negotiation issue about liability is stipulated. As a result of the negotiation process we have to make concessions. Our goal was to agree upon a limitation on liability. This could be reached but the amount is high and could only be agreed with the consent of the board members. According the continuation of services there are.
The prices for the service are fixed and calculated by managed objects. It is stipulated in the contracts that a benchmarking of the services and the prices is not planned. This is a concession of the CCC-Bank and quite fair. The contractual penalty is a concession Trust AG has to agree upon. The intention was not to accept any penalty for not achieving a minimum service level score. But during the negotiation process the CCC-Bank did not yield and insist on mean to apply pressure to the service provider.
With this fix amount applied in the worst case scenario the risk can be taken by Trust AG. The term is 12 months related to the end user computing for the headquarters and 24 months related to the end user computing for branch offices. The parties act on the assumption that the transition from D-Bank workplaces to CCC-Bank workplaces will take 12 months for the headquarters and 24 months for the branch offices.
The same conditions are assumed after 24 months for the branch offices. Related to the managed service telecommunication the contract determines the termination dates of the services. Consequently we can appoint that the managed services will be longer alive than it was planned at the beginning of the negotiations.
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The prolonged service duration is an advantage for Trust AG because the revenue is less diminished as previously projected and consequently the residual costs are lower than it was expected at the beginning of the negotiations. We are happy with this value-creating approach. If we get new projects and deliver excellent results we can develop a fruitful and sustainable customer relationship and generate relevant revenue with the CCC-Bank in future.
The agreement stipulated that Trust AG get a contingent for new services. The new services consist of new projects, extended managed services, support to test management and likewise services. The evaluation and compensation is planned for each half year period. The lump sum will be paid immediately after the sign-off of the contract. This is higher than expected and in considering the net present value the lump sum is a favourable reassurance for the worst case that Trust AG will not have the need for the employees and is obliged to lay them off.
If we think positively the amount sufficient for efficient and effective education measures building up new skills in areas Trust AG can offer new services and generate new revenue ensuring the employment in the future. All claims are finally compensated. CCC-Bank has a firm deadline and we could benefit from this. Our interest is to close a good deal. For us it was not critical if we get the contract two or three month later. The advantages of an early agreement mean a better margin for us at an early date. We managed to take advantages from the effectiveness of deadlines.
We rewrite complex clauses and make it easier to understand and easier for us to fulfil the conditions. We know our contracts very well and better than the CCC-Bank-. They have to get familiar with the complex contract structure and it s difficult for them to cope with the many contradictions in these documents. All involved parties agreed upon the commencement date albeit the contracts are not finalised at this date. I took further six weeks to write and negotiate the contracts. Today the contracts are not signed off. The scheduled date is end of February But the commencement date remains the 1st January So the parties behave as if the contract would be signed already.
There are no people from abroad involved. But companies have also a culture. This culture can be very different and will be therefore mentioned here. Organizational culture consist of a pattern of common assumptions learned by the group in solving problems related to external adaption and internal integration, assessed as successfully applied and deemed as bounding.
These patterns will be forwarded to new members as rationale and emotional correct approach. Applying these rules and values ensures success in cope with colleagues and issues. In the negotiation process we meet different personalities from different organizations.
The personal characteristic of each person can be discovered during difficult negotiation situations. There are some knows tools to cope with difficult persons in difficult situations. On the other side we have to take into account the organizational behaviour learned and adopted by the employees from s specific company. In the following I will give my findings regarding the involved organizations and its culture.
The D-Bank distinguishes from other German banks through characteristics as future oriented, customer friendly, focusing on wealth management in private banking. In the 70th all branch offices were built up on the same cooperated style. The office hall was large, the carpets were green. The same colours and pattern were found on furniture. Daily newspapers were offered to the client at a waiting corner.
The patient client waiting for his consulting talk read news paper [22]. The employees were proud of being employed by such a successful and future oriented bank. This attitude sometimes reveal as arrogant. The organisational culture regarding the employees can be described as trustful, career oriented and short-term oriented. The CCC-Bank was more rooted to the soil. The clients are the average citizen in private banking and the middle-sized companies regarding business customers.
The student gets the same treating as a client with high income. Middle ranged companies are welcomed. The bank withdrew from international trading and limited the investment banking to European level. The organisational culture regarding the employees can be described as trustful, mutual supporting and long-term oriented. Finance Group as the biggest insurance company is conservative.
The management is well searched. The careers are long term based. Often employees from normal clerk to middle and high management are ten and more years in the company.
The Finance Group company area is huge. The central building was built at the country side and encompasses offices for eighth thousand employees. All people under a single umbrella and isolated from normal city life. The organisational culture regarding the employees can be described as cautious, risk-avers and long-term oriented. We often make the experience that the employees are not willing to make a decision without any reinsurance.
The employees are scared to make a fault, get blamed and fear negative consequences like job downgrading or loss of job. Taking this distinguished organisational characteristics into account some negotiation process and outcomes are more understandable. Regarding Finance Group the responsible persons for negotiations are always the upper management. All achieved agreements are not valuable until the upper management has approved it.
The negotiation content is documented and communicated on a regularly to the upper management. Hence setbacks as surprises seldom occurred. More often such setbacks were seen at Finance Group. Already negotiated issues were surprisingly opened again due to the involvement of the upper management. In the early years of the first decade from until there was a banking consolidation in Germany. D-Bank was bought from Finance Group concern. Finance Group was and remains until today the largest insurance company in Germany and possibly worldwide.
The slogan was all finance services under one roof. The consolidation process leads to lay-offs. As intended many left the ITSI GmbH voluntarily since it was inconvenient for the employees and their families to change their living centre. Some decisions were taken without asking the subject matter experts of the D-Bank-IT.
Many D-Bank-IT managers lost their responsibilities did minor work or left the company. Finance Group was dominant in all areas.
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These circumstances created resentment, anger and bad temper. The target date was mid November and after a adjournment 1st January The direct provision of services through Trust AG has also economic reasons. My part in the game was the role of bid manager. I defined the negotiation strategy with the team.
My contribution was also the formulation of the value proposition in all proposals we offer to CCC-Bank. I was partially involved in negotiations preparation and discussions with the customer. Business economics - Miscellaneous. Business economics - Investment and Finance. Romanistik - Spanische Sprache, Literatur, Landeskunde. BWL - Investition und Finanzierung. GRIN Publishing, located in Munich, Germany, has specialized since its foundation in in the publication of academic ebooks and books. The publishing website GRIN.
Free Publication of your term paper, essay, interpretation, bachelor's thesis, master's thesis, dissertation or textbook - upload now! Register or log in. Our newsletter keeps you up to date with all new papers in your subjects. Request a new password via email. Table of Content 1. Employment Contract Offer 3. Preparation and Bid Process 6. Bilateral Negotiation Groups 8. Background Information Trust AG bid successfully during a 6 month lasting bid process request for information at mid of , request for proposal in December , last bid in March This was the first large outsourcing contract Trust AG had won in Germany.
In this context the participants prove the following measures for contractual restructuring: Herein there are included: General Conditions The following general conditions should be deemed for the planned contractual agreements. ITSI GmbH will charge the infrastructure proportion as two new products with a lump sum in consideration of the following performance categories: Infrastructure services DDD-Bank branch offices The service costs based on CCC-Bank forecasted quantities will be newly recalculated for each year and remain unchanged within a margin of deviation.
Final Provisions There is common understanding among the parties, that the provisions in this document are solely the frame for the planned talks and negotiations. The Players and their negotiation positions I know the difficulties arising when we believe that we know the negotiation position of the opponent.
More to this issue and the background is explained in chapter Historical Factors. The following risks were seen. It can be described as follow: As a result we want to get out of this partly destructive relationship. The key points are: With critical theory and political precision he navigates through already forgotten landscapes.
We are reminded of memorable inhabitants: Solty examines the changes in political leadership under Obama, social movements in the global crisis, the American Empire and the second crisis presidency. Currently the best analysis of the Obama era. He shows with many examples that there is also much to criticize in Obama's United States Solty's main thesis is that Obama has reconstructed neoliberalism in the crisis and is now about to deepen it together with the Republicans.
To a Marxist, this apparently sounds like a horrific idea However, it is by no means a superficial and broad-brush analysis. Instead, it contains multiple statistical evidence and recapitulates the recent historical developments and political events interpreting them from a Marxist perspective. While the attentive reader is already familiar with Solty's texts The reader of this book is asked to put in some 'work'. Yet, he or she is widely remunerated with many recognitions and inspiring thoughts - something which cannot be said to the same degree of the rest of the publications out there devoted to the same topic.
Zeitschrift Marxistische Erneuerung, No. Krise und charismatische Herrschaft 2. Neoliberalismus und Evangelikalismus in den USA: Desintegration der Christlichen Rechten, Aufstieg einer evangelikalen Linken? Neuer Roosevelt oder neuer Clinton? Die sozialen Bewegungen in der globalen Krise 5. Das Scheitern des Obama-Projekts und die Zwischenwahlen 7. Wasserstandsmeldung aus Wisconsin, September 9. Occupy Wall Street Krieg gegen einen Integrationsunwilligen? Fear and Loathing statt Hope and Change: Book pages Publisher: Argument Verlag Hamburg Publication Date: Papy Rossa Verlag Cologne.
Wolfgang Fritz Haug, Ingar Solty et al. Krise und charismatische Herrschaft [The Obama Project. Crisis and Charismatic Rule] more. Supplement of "Sozialismus", Vol. American Politics , U. Frank Deppe, Ingar Solty et al. Distel Verlag Heilbronn Publication Date: Considerations on the Political Articulation of the Global Crisis. In , the world is entering the sixth year of the global crisis. In those six years, sparked by the unfolding events, there has developed a burgeoning literature regarding the origins, conjunctures and regional manifestations of the In those six years, sparked by the unfolding events, there has developed a burgeoning literature regarding the origins, conjunctures and regional manifestations of the crisis.
In many ways, this debate evolved from long-term disputes regarding the nature of the current phase of capitalism and its periodization monopoly-finance capitalism, post-Fordism, finance driven accumulation regime, financial-market capitalism, neoliberalism, high-tech capitalism etc. However, as Magnus Ryner has pointed out, with a few notable exceptions, the debate has shed insufficient light on the political articulation of the crisis and the interrelations between the political and the economic sphere.
With regard to not only the origins of the crisis but also and particularly the viability of exit strategies from it, the struggles over hegemony occurring during the crisis are essential. Hence, complementing the Marxist and Marxian crisis debate, it is the goal of this paper to shed some light on the political articulations of the global crisis and assess the interrelations between global leadership efforts seeking exit strategies from the crisis and the hegemonic struggles underlying their agencies. While in looking at the struggle between left and right projects of leadership references will be made to numerous core and non-core capitalist countries, the main focus will be on the two dominant actors in NAFTA and the EU, the United States and Germany, which have shaped the politics of exit strategies from the crisis in North America and the Eurozone.
Jul Publication Name: Studies in Political Economy, No. The relationship between capitalism and democracy has historically been a complicated one whose contradictions were reinforced by capitalist crises. In this context we address the following key questions: In so doing we develop our principal hypothesis concerning the crisis of democracy today: The crisis of democracy in this sense constitutes the principal impasse for sustainable exit strategies from the contemporary organic crisis.
Apr Publication Name: Left versus right projects of leadership in the global crisis more. This chapter debates the future possibilities for global order and governance by mapping a political sociology of the current global crisis, and specifically the crisis of neoliberal capitalism. It looks at the political and class The chapter considers the prospects for several sets of long-term ruling strategies e. These are explored as they are actually being developed by the different right and left agencies of global leadership, especially in the United States and in Germany.
May Publication Name: Class and Democracy in the Making of Global Capitalism] more. Die Frage stellt sich: Ist aus der heutigen Formationskrise bereits ein neuer Kapitalismus entstanden? Beitrag in der Reihe "Der Name der Zeit" zur Periodisierung des Kapitalismus und der Frage, ob aus der Krise bereits ein neuer Kapitalismustyp, ein neues Akkumulationsregime und eine neue Regulationsweise entstanden sind.
Gesellschaftsanalyse und linke Praxis, Nr. How the new Constitution will depoliticize Armenian society more. Gesellschaftsanalyse und linke Praxis. The Green New Deal, understood as a means to reestablishing US hegemony, has failed and given way to a global austerity turn. This has significant consequences for the ability of the US state to fully and hegemonically integrate China US foreign policy faces a dilemma.
On the one hand the financial dependence on China rule out direct confrontation, on the other hand the perpetuation of US hegemony depends on averting that the increasing regional integration in South East Asia emerges as a challenge to the US-dominated world economy and its monetary configuration. The US are therefore pursuing a risky strategy that seeks to achieve its goals through utilizing existing tensions, most notably around the South China Sea, in order to increase US military presence in the region.
Jan Publication Name: Krieg gegen einen Integrationsunwilligen?: The article contextualizes the current NATO intervention into the Libyan civil war in the debates about the new imperialism and the crisis of global capitalism.
NEW DEAL - Definition and synonyms of New Deal in the German dictionary
It poses the question as to whether it can be interpreted as an act of Based on an analysis of the political economy of Libya from decolonization to the contemporary Gadhafi regime, it argues that the integration of Libya into the world order of global capitalism had already occurred as an act of free will.
Therefore other reasons must have led to the hesitant decision to go to war. Denouncing the idea of humanitarian interventions, the article argues that in the context of the global crisis mainly three goals are being pursued: Jun Publication Name: Eine "flache Welt" jW, Eine "andere Welt" jW, 2. Jan 2, Publication Name: Oct 10, Publication Name: Die Logik der imperialen Aggression: Handelsabkommen und neue Kriege: The Re-Organization of the American Empire] more.
Dec 18, Publication Name: Gesellschaftsanalyse und linke Praxis, 6: Es rappelt in der Kiste: Die Welt ist in Bewegung geraten. Es zeichnet sich immer deutlicher ab, dass sich die Politik in den entwickelten Staaten in drei Lager spaltet: Vom Gelingen und Scheitern in Krisengebieten Dialog: Das Debattenheft der Sozialistischen Linken, Nr. Arbeiterbewegungen und Globalisierung seit [Forces of Labor. Labor Movements and Globalization since ] more.
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Aussenpolitisch steht das Weisse Haus zur Zeit angesichts der Kriegsvorbereitungen gegen Syrien wieder ganz vorne im Rampenlicht. Sep 4, Publication Name: Radio Dreyeckland; Zip-fm; Radio Corax. Apr 21, Publication Name: War on Terror , U.