UNIVERSITY OF ZIMBABWE Graduate School of Management ASSIGNMENT 2 STUDENT NAME: CHAUKE MILLION

REG. NUMBER:

R 0101296

PROGRAMME:

MBA PART 1, SEMESTER 2

SUBJECT:

NEGOTIATING SKILLS

LECTURER:

Mr. BILL LOUW

SUBMISSION DATE:

17 APRIL 2011

VISUAL LITERACY DEFINITION The author works for Econet Wireless (Private) Limited a cellular network operator and main subsidiary of Zimbabwe Stock Exchange-listed Econet Wireless Holdings Limited (EWH), a company with interests in telecommunications and other sectors of the Zimbabwean economy.In this given document, the author seeks to bring out the role of visual literacy in the organisations communication and negotiation and the roles of the other elements also key to the business communication such as Aesthetics, Composition, Persuasion, Dcor, Kinesics, Proxemics, Logos and Power Dressing will also be explored.

Visual literacy is rooted on the notion that visual images communicate and as such, it is defined as the ability to evaluate, apply, or create conceptual visual representations. In 1969 Debes offered a tentative definition of the concept: Visual literacy refers to a group of vision-competencies a human being can develop by seeing and at the same time having and integrating other sensory experiences. Put simply, it is the ability to interpret, negotiate, and make meaning from information presented in the form of an image. A manager or a professional who has attained visual literacy is able to evaluate advantages and disadvantages of visual representations, to improve their shortcomings, to use them to create and communicate knowledge, or to devise new ways of representing insights. Visual literacy emphasizes images as sensory expressions of cultural meaning, as opposed to purely aesthetic consideration. This is important in business communication and negotiation. One has to be able critique the message the business or organization gives out through the artifacts, paintings and pictures it puts on display. The business/organization needs to harmonise its visual symbols with their vision, their mission and core values. The visual symbols and all the other elements ranging from the products, the people, the place and the promotional messages should be cohesive and tell the story of the organization, that is, tell its corporate identity.

Since visual literacy is based on the idea that visual images are a language, visual literacy is thus taken as the ability to understand and produce visual messages. This skill is becoming increasingly important with the proliferation of mass media in society. As more and more information and entertainment is acquired through non-print media (such as television, movies and the internet), the ability to think critically and visually about the images presented becomes a crucial skill.

In business visual literacy is a key element and is integral to the company`s communication. Managers aware of this concept can control and manipulate those variables within their ambit to give their organizations competitive advantage in a negotiation. This knowledge comes in handy in selecting the colours of the office walls, the colours decorating the reception area, colours of clothes to wear as well as the artifacts, paintings and pictures on display. Each colour hue is associated with different emotions and thus the manager can set the tone and mood of a negotiation by the manipulation of the dcor and the team`s dressing. Red evokes feelings of strong emotion or anger. Blue, on the other hand is cool and passive. Yellow is cheerful, and warm, perhaps like the warm yellow sun. White's association with innocence may have originated with the pureness of snow, for instance. Black represents evil because it is associated with the darkness of the night. These are a few examples, among many, that illustrate the way in which the feelings are delineated in visual literacy.
Logos

The Wikipedia site defines a logo as a graphic mark or emblem, commonly used by commercial enterprises, organizations and even individuals to aid and promote instant public recognition. Logos are either purely graphic i.e. symbols or icons or are composed of the name of the organization, a logotype or word mark. A logo provides instant visual identification of a brand, company, non-profit organization, event or other entity and at the same time can convey a message, drive sales, make small organizations appear established and help large businesses gain global brand recognition by millions of people. (ehow.com). A well designed logo plays a significant role in business communication as it can convey organisational values and improve public image. One important characteristic of logos is that they go beyond language differences. Everybody knows Mercedes emblem, Renaults diamond, Nikes dash, Adidas three stripes, Nestls nest. These symbols help to communicate the organisations culture and personality. The logos and symbols identity the personality traits and values of the organisation.

The Econet Logo comprises a globe that has been dived over into cells with an all encompassing swoosh. The globe signifies ubiquity and the cells are to portray the geographic cellular cells that are a hall mark of mobile telephony

AESTHETICS It is a branch of philosophy that deals with the nature of beauty, especially in art. Aesthetics attempts to explain the human reaction to beauty, and whether this reaction is objective or subjective; for instance, whether beauty is a universal concept, or whether environment living conditions, class, gender, and race affects a person's taste and what is considered beautiful(http://encyclopaedia.farlex.com). Artificial eyes, sometimes also called prosthetic eyes, are a marvel of form and function While they dont allow a patient to see, they do provide aesthetic value and self-confidence, which are often lost when the eye is lost (www.thefreedictionary.com) A contentious issue is in the aesthetic judgments, how they are unified across art forms. We can call a person, a house, a symphony, a fragrance, and a mathematical proof beautiful. What characteristics do they share which give them that status? What possible feature could a proof and a fragrance both share in virtue of which they both count as beautiful? What makes a painting beautiful is quite different from what makes music beautiful, which suggests that each art form has its own language for the judgment of aesthetics. Aesthetic judgments may be culturally conditioned to some extent. Victorians in Britain often saw African sculpture as ugly, but just a few decades later, Edwardian audiences saw the same sculptures as being beautiful. The Abuse of Beauty, Evaluations of beauty may well be linked to desirability, perhaps even to sexual desirability. Thus, judgments of aesthetic value can become linked to judgments of economic, political, or moral value. In a current context, one might judge a Lamborghini to be beautiful partly because it is desirable as a status symbol, or we might judge it to be repulsive partly because it signifies for us over-consumption and offends our political or moral values (www.wilkipedia.com). Aesthetic judgments might be seen to be based on the senses, emotions, intellectual opinions, will, desires, culture, preferences, values, subconscious behavior, conscious decision, training, instinct, sociological institutions, or some complex combination of these, depending on exactly which theory one employs. Aesthetics as an art is one with the value of empathy. Aesthetics, then, can act as a means to some special kind of knowledge. It may give insight into the human condition. It relates to science and religion. It serves as a tool of education, or indoctrination, or enculturation. It makes us more moral. It uplifts us spiritually. It is politics by other means. It has the value of allowing catharsis.

To this end what then is the practical significance of aesthetics in negotiations? The physical environment of the venue of negotiations may send messages and suggestions on the direction of negotiations. If you are hosting a negotiation, use a venue with an aesthetic language that the other party will understand. Set up an environment that they will identify with, and that will elicit emotions and empathy from the other party. As the other party enters the venue, look for responses such as comments, facial expressions or even behaviours like the gag reflex or disgust. This is important in understanding your opponents, because disgust can be a learned or cultural issue too. As Darwin pointed out, seeing a stripe of soup in a man's beard is disgusting even though neither soup nor beards are themselves disgusting (.www.wilkipedia.com). Attempt to gauge the feelings evoked by aesthetics of the venue environment. An antique physical environment may mean that business is done in the traditional way and it may therefore suggest that you cannot just do things the modern way.

COMPOSITION Sometimes negotiation needs the collaborative work of people with a variety of skills and fields of knowledge. For example, if a manufacturer of clothing is dealing with a customer who sells clothing in retail stores, there can be issues relating to design, logistics, manufacturing processes, decisions about materials to be used, and many other factors that depend on different kinds of expertise. In that case, while it is possible that a single person who has undertaken good preparatory conversations with many colleagues may be able to represent their interests. It may well be far more efficient, and convincing, to have a negotiating team, including relevant experts so that each expert can contribute to the quality of the ultimate agreement. A good negotiating team has members with diverse skills. A team leader can be the chief negotiator, but in some circumstances, such as when the team leader is not a good negotiator, it proves to be advantageous to have two separate people as team leader and chief negotiator. The chief negotiator has to be articulate, a good team player and posses good presence of mind. It's very important that the entire team has some past experience in negotiation, but other than that, all the members in the team should posses at least one of the following qualities:

Technical Knowledge Relationship Skills Patience Observational Skills Behavior Analyzing Skills

Depending on their negotiation skills the members should be assigned essential roles in negotiation process. Each team requires certain classic roles to be filled. These roles include the Leader, Good Guy, Bad Guy, Hardliner and Sweeper. These roles can be adapted to suit circumstances of each particular negotiation and the character traits of team members. The ideal size is three to five members but all key roles must be represented. It is very important that all the members understand the roles and responsibilities of negotiation team. In other circumstances, deciding whether to negotiate as a team may relate to negotiation strategy. The secret is to agree on the substance of the negotiation, then identify, leverage, and smoothly coordinate each team member's unique abilities. Once you are all on the same page, you can take steps to make sure everyone is coordinated during the negotiations themselves. Try simulating the negotiation beforehand; assigning roles to team members that take advantage of their strengths, and establishing the signals you will use to communicate with one another during the session.

PERSUATION Persuasion is the process of getting someone to do something by convincing them that its the reasonable thing to do. People persuade constantly. Persuasive activities include convincing, flirting, coaxing, advertising, debating, nagging, flattering and criticizing. The difference between persuasion and negotiation is concessions. Negotiating is the process of getting someone to do something, even if they disagree with it. This is done by giving them enough concessions to make it worth their while. In this case, we are actively trading with another party in order to develop a win-win proposition from which all parties benefit. It is specifically about assessing the differences in two positions and resolving them in a mutually beneficial way. When its impossible to win the other sides agreement with a compelling argument, they can usually be bought with concessions. The strategies of persuasion and negotiation are clear cut. Persuaders give reasons. Negotiators give concessions. It's important to always persuade first. Persuasion is faster, easier, more comfortable and above all, cheaper than negotiation. But, when agreements cant be won through persuasion, it will be necessary to negotiate with concessions.

The methods used to persuade are different. The reason that the person sees something differently than you is often because they value things differently. In many cases, you may be asking a person to examine and question some of their deeply help beliefs. This is never a manipulative or coercive effort. The task centers on maintaining safety in the discussion, with you exercising great care to create safety. Persuasion should be sees to be happening one-on-one.

The Laws of Persuasion describe the shortcuts to help people take decisions in their everyday life. Some of the most important laws are those related to reciprocity, liking, scarcity, commitment and consistency, authority and social proof. While using these six laws of persuasion to negotiate with people, you should always remember to appeal to fair play in the first place. The essence of successful negotiation lies in establishing a rapport, building up your credibility and then using this comfort factor and trust to suit your own intention. It is also very essential for you to make the people that the information shared by them will not be disclosed to anybody else. There are four crucial variables in the persuasion equation. The first is to establish credibility. An audience that is presented with a new or contrary position will initially respond by determining whether the perspectives and opinions of the persuader can be trusted. Managers, who possess a track record of sound judgment or have shown they are knowledgeable and well informed about their products and proposals, receive high expertise ratings. High credibility ratings are reserved for those who have proven over time that they can be trusted to listen, to act in the best interests of others and to share credit for good ideas. Their behavior is characterized by integrity, consistency and the ability to resist extreme mood swings. It is vital to meet with the most important people in the audience you plan to persuade so you can develop a range of perspectives on the issues and to assist them with issues they are concerned about. Include co-workers who share similar views on the issues and who also have a well established relationship with the target audience. Credibility is the basis for effective persuasion. The second is framing for common ground. Accepting new positions means persuaders must also describe these positions in terms that emphasize shared benefits and advantages. Involving people and obtaining commitment for ideas or plans is dependent on them understanding accepting the benefits/advantages they confer. that their their and

A deep understanding of your target audience is a crucial prerequisite for accurate framing. It is best to begin by employing various types of dialogue to collect information,

good listening, testing ideas with trusted coworkers and asking questions should precede the framing of a position. This induces the persuader to consider their perceptions, evidence and arguments carefully, and often leads to compromise even before the start of the persuasion process. The third is providing evidence. When credibility is established and a common frame developed, the focus shifts to providing the most vivid evidence to back the persuader's position. The most effective persuaders are adept at backing up numeric data with metaphors, analogies, stories and examples that bring their ideas and views to life. They are word artists who can compose word pictures that are compelling and add an earthy quality to their views. The fourth is the power of persuasion. When applied properly, persuasion is potentially one of the most crucial skills in the armoury of the business manager. Like power, persuasion can be a power of enormous good for our businesses and for all other aspects of society. It can create paradigm shifts, break boundaries, embed and strengthen change and stimulate novel and constructive solutions. As a skill, persuasion is essential in effective negotiations. Fortunately, it can be developed and nurtured through specialised training. Burgoon, Buller & Woodall (1996) conclude that those who were more persuasive used more eye contact, longer gazes and spent a greater amount of time gazing, thus promoting more attitude change and improving the overall effectiveness of a persuasive presentation

DCOR Burgoon, Buller, & Woodall (1996), state that humans are affected by their physical surroundings. Lewicki & Litterer (1985) find that furniture may be used to communicate status and power. Chairs, tables, interior design, or even the number and size of ash trays are specifically equalized between both parties to assure that no side is seen as "bigger", "better", more important, or how much power each may have. Lewicki & Litterer (1985) state that cold, sterile, and formal surroundings are generally related to competitive interactions. A very large and formal wooden table, formal chairs, white walls, muted colored carpets and curtains, and a businesslike atmosphere tend to be the location for formal talks and deliberations. These rooms tend to create a "no nonsense" tone for people, and suggest that cold, hard, businesslike transactions are to be carried out within them. In contrast, cheerful, bright-colored rooms, overstuffed chairs, "living room" arrangement of furniture, soft lighting, and artwork create a significantly more comfortable

environment in which parties are more relaxed, and can make people feel comfortable. The parties let down their guard and relax, creating \an affable mood, which may cause participants to act more cooperatively. Lewicki & Litterer (1985) declare that sites are not inherently neutral, they are perceived as neutral; a lounge is not inherently "warm" or "cold", but rather perceived that way by virtue of the decor that is used. Lewicki & Litterer (1985) state that in more formal negotiations such as international deliberations, status may be communicated by the size of flags and nameplates, the degree of comfortableness of a chair, the height of the back of a chair, or the number of parties at the table. On the other hand, in more informal negotiations, status is most commonly observed through office decor. The decoration of the office reflects the owner's personality and the message he or she would like to communicate. It provides home-turf advantage and an additional group of symbols that enhances the occupant's perceived status and power as well. Lewicki & Litterer (1985) mention that if the occupant chooses to seat his or her visitor across the desk from him or her (a competitive location), and on a chair lower than his or her own (so that there is no eyeto-eye contact, but the visitor is "looking up at" the occupant), the scene is well set for a competitive negotiation that places the visitor at a significant disadvantage. In contrast, if the office occupant moves out from behind his desk, seating himself in a "conversational grouping" of chairs, maintaining level eye contact, and minimizing the number of status symbols within the office, he will help to create an environment that encourages more equal-status communication. KINETICS Kinesics is defined as all the forms of body movement, excluding touch. Burgoon & Saine, (1978). In conversation, we express our ideas and feelings not only with words but also through facial expressions, voice tones, and gestures. These non-verbal languages are called Body Language. It is just like our verbal language, is also a part of our culture. In business negotiations, body language plays a significant role in the communication. It is necessary to master these kills of using and reading body language. ( Hui Zhou & Tingqin Zhang (nd)) Some studies show that up to 90 percent of communication is nonverbal. Even if one keeps silent, one is still saying something. Albert Mehrabian (1981, in Journal of Organizational Culture, Communications and Conflict, Volume 9, No. 2, 2005) finds that 55 percent of a message comes from facial expressions and 38 percent comes from vocal tone, which only 7 percent comes from verbal cues. . An old saying goes: actions speak louder than words.

Though you might say one thing, your body movements may indicate something entirely different. By our expressions, gestures and other body movements we send messages to those around us a smile and an outstretched hand show welcome. A frown is a sign of displeasure. Nodding ones head means agreementYes. Waving an outstretched hand with open palm is the gesture for Goodbye. Leaning back in ones seat and yawning at a talk or lecture shows lack of interest, boredom... Most nonverbal messages are involuntarily. Lewicki & Litterer (1985) state that the eye is universally regarded as the lens permitting us to look into a person's soul, and dishonest people and cowards are not supposed to be able to look us in the eye. Knapp & Hall (1997) find that during fluent speech, speakers tend to look at listeners much more than during hesitant speech. In negotiation, for example, negotiators express their ideas and feelings not only with words, but also through facial expressions, voice tones and gestures. Your gestures and other nonverbal actions matter too. Our body language becomes part of our conversation. It sends signals to another person about us Communication is more than verbal. Good negotiators must first be good communicators. Many skeptics argue that it is difficult to tell what someone is thinking by singling out one gestureand they are right. A single gesture is like a single word; its true meaning is difficult to understand out of context. However, when gestures come in clusters, their meaning becomes clearer. For example, while a persons fidgeting may not mean much by itself, if that person is avoiding eye contact, holding his hands around his mouth, touching his face and fidgeting, theres a good chance he is not being totally honest. In certain situations body action contradicts what is being said, just as the spoken words may mean something quite different from what body language communicates. When this occurs, one must try to get further information, or guess the meaning from the context of the situation. In a sense, all body language should be interpreted within a given context; to ignore the overall situation could be misleading. When one negotiates in a certain language, it is generally advisable to use the nonverbal behavior that goes with that particular language

PROXIMICS Proximics is defined as the study of the ways in which space is handled, derived from the Latin word proximus to mean nearest (Clark, Eschholz & Rosa, 1972). Burgoon & Saine, (1978) define it as "how man perceives, structures, and uses space. how you arrange the furniture. Proxemics refers to the Location and Site of Negotiation. The physical environment can contribute to the tone and mood of negotiations, and the anticipated mood of a negotiation can lead parties to prefer one site over another. Johnson (1993) declares

that the sense of personal space influences people's behavior regardless of whether or not they are conscious of it. By watching how people use space, a negotiator can find clues about his or her opponent's intentions and strategies. The size of the office and layout of furniture and fittings may suggest position of authority. Powerful and senior employees eg. CEOs /MDs have spacious offices. Samples of pictures from my workplace have been attached to qualify this point. Fig 3. Is the office of the Area Engineer and is much spacious that office Fig . 4: an office of clerks. If one side suggests a change of the seating arrangement of the negotiations, it might be a sign of attitude change for "our use of space (our own and others') can affect dramatically our ability to achieve certain desired communication goals" (Knapp & Hall, 1997). Johnson (1993) believes that negotiators structure their territory to make others comfortable or uneasy. A negotiator may be able to learn more about members of the other side by meeting in their territory or may feel more in control by meeting in his or her own territory. Johnson (1993) also states that thinking about territory and considering the impact of each negotiation setting helps a negotiator overcome the manipulation of territory by the other side. Those with control over the arrangement of the room usually want to minimize the amount of direct confrontation and to keep the other side talking as much as possible. Those who make members of the other side feel comfortable, free, and somewhat trusting have gained command over the environment, for territory can be used to express power. Griffin & Daggatt (1990) assert that the location of negotiations also can favor one side or the other. In order to make sure no side can take advantage of the location, negotiations are usually carried out at a neutral site. Johnson (1993) also suggests that a neutral site is ideal for negotiations because it can be agreeable and comfortable for both sides and advantageous to neither. Griffin & Daggatt (1990) argue that for a diplomatic activity, negotiators tend to prefer a neutral setting.eg South Africa for the talks on conclusion of the Zimbabwean GPA. Knapp & Hall (1997) claim that leaders and dominant personalities tend to choose specific seats, but seating position also can determine one's role in a group. Johnson (1993) says that choosing where to sit (even if it means moving a chair or even deciding whether to sit) may help make a negotiator feel more confident. Anderson (1993 in Journal of Organizational Culture, Communications and Conflict, Volume 9, No. 2, 2005) states that leaders and powerful people take up more space than others do. By taking up more space, they appear to be taking charge. Johnson (1993) maintains that the manipulation of the seating arrangement is one way that a negotiator can give or receive this type of clue. Negotiators often vie for a "power" position such as head of the table, center of a large delegation, back against a wall, and so on. Some negotiators gravitate toward the most prominent seat. POWER DRESSING

Even clothing and grooming may send message of one kind or another to others. Clothing has been found to affect perceptions of credibility, likeability, attractiveness, and dominance, but researchers agree that clothing has the most potent affect on credibility. Unfortunately, many otherwise good negotiators ignore the importance of personal dress during negotiations, and that ignorance negatively affects their ability to attain mutually satisfactory negotiation results ( Hui Zhou & Tingqin Zhang) LOGO A logo is a recognizable graphic design element, often including a name, symbol or trademark, representing an organization or product. It certainly is the face of the establishment. Every single business organization needs a visual identity, in order to exhibit the values and founding principles of the organization visually. Logos come in two basic forms: abstract symbols (like the apple in Apple Computer) or logotypes, a stylized rendition of your company's name, or a combination of both. Most logos have hidden meanings, for example a hidden symbol in the Federal Express logo. It is the 'arrow' that you can see as some white space between the E and the x in this logo (Fig 1). The arrow was introduced to underscore speed and precision, which are part of the positioning of the company (http://creativebits.org/logos). Some logos are names or abbreviations of names of organization .The international organization for standardization has ISO as part of their logo which is the abbreviation of the English language version. In one organization I used to work for, the NRZ, its logo also has its name together with an emblem made up of three intersecting rails, encapsulated in a circle with a railway line base (Fig 2). The rails signify the background connected to the origins and purpose of the organization and the circular wheel with rail spokes signifies strength, robustness and continuity a promise to its customers TO MOVE THE NATION.

In negotiating, logos are used for identification and to authenticate the other party to make sure you are dealing with the right people. This is would be more useful in an instance such as a works council that has several groups of workers unions. Logos should therefore take into account one of the most basic logo design principles, which ensures that logos can be identified, and understood by the widest possible audience.

CONCLUSION With the increase of international business and globalization cross-cultural business negotiation becomes more important than ever. It is estimated that global managers

spend more than half of their time negotiating, and negotiation is often ranked as one of the most important skills for global managers to possess. Most negotiators feel that they have a greater advantage in negotiation when they do so on their own turf. Negotiating on their own turf can make them feel more comfortable, confident, and perform more effectively because they believe that the home site in negotiation is equivalent to a home team advantage in sports. They also feel a greater challenge when negotiating on the other party's turf, for they believe that the person who designates the negotiation site has an advantage in negotiations. Therefore, negotiators should try to select their own location or a neutral site. The site selection is considered a critical variable for the intercultural negotiation process. Negotiators should be aware of the impact that a particular site has on a negotiation, and consciously choose sites that create the desired mood. Most of the site characteristics have their strongest impact on a bargainer's perceptions of the environment, rather than actual, tangible, substantive effects on the negotiations themselves. If the meeting does not occur on your own turf you should not be awed or influenced by the location and site. On the other hand, when you are confident about negotiations and would like to cooperate with your counterparts, you will make them feel comfortable when negotiating at the site of their choosing. And you might get more cooperation than when negotiating on your own turf. Paintings of countryside scenes on walls and a table decorated with flowers and soft drinks will make negotiators feel calm, more pleasant, and at ease. They prefer round tables to square tables in negotiations because they believe that a round table eases tension, and a round-table seating arrangement makes for an atmosphere more conducive for discussion. Thus, when negotiating on your own turf, decorate the room with paintings of countryside scenes on the walls, use a round table decorated with flowers and put soft drinks on the table. This physical arrangement will ease tension and make your counterparts feel calm, more pleasant, and at ease. The setting will be more conducive for discussion, and you will get more cooperation from them too (Yun Chu,William F. Strong, Jianyu Ma, and Walter E. Greene ( 2005). . People move physically closer to emphasize the importance of their point in negotiations, and that people who smile more get greater cooperation. To bargain effectively it is important to determine the counterpart's priorities and goals. Therefore, you might observe when they move physically closer that they are emphasizing the importance of their point. Moreover, you may obtain greater cooperation in negotiations when you smile more; a straight face might not be a good cue in cross-cultural negotiations (Yun Chu, et al.2005). If negotiators work out a satisfactory agreement or want to terminate negotiations, employing silent messages might be more effective than direct confrontation. Johnson (1993) recommends that if negotiators want to cool down a particularly hostile exchange, they can reduce the tension of their words, but they will also want to ease

back with their bodies, lower their volume, and soften their facial expressions. We should also present ourselves with confidence and authority and practice good posture. Stand with our back straight, shoulders back, and our chin up. Our voice does not sound clear when our chin is dropped toward our chest. Keep our arms relaxed at our side and avoid clasping our hands behind our back or hugging our arms in front. Portray calmness. Avoid nervous gestures such as tapping our foot or jingling coins in our pocket or playing with a pen. Keep our hands off our face and never pick at our nose. As humans we are meaning-making machines. Our brains and our hearts are programmed to find meaning. If we dont, we feel empty, unhappy, devoid of purpose and motivation. On the other hand, when we have meaning, it makes work and life fulfilling, worth sacrificing for, joyful. A primary job of leaders in organizations is to provide a sense of purpose, a clear vision for what the organization stands for and how it contributes to making the world a better place. As a leader you can communicate meaning through the words you choose, the images, logos, dressings, the physical environment and stories you share, and by affirming employees who exemplify organizational values. It must be understood that a logo certainly is the face of the establishment and therefore by projecting logo in a way it is unique and even distinct, will place the image of the business in a professional manner.

REFERENCES Burgoon, J.K., & Saine, T. (1978) The unspoken dialogue: An introduction to nonverbal communication. Dallas: Houghton Mifflin Company. Burgoon, J.K., Buller, D. B. & Woodall, W. G. (1996) Non-verbal Communication: The Unspoken Dialogue. New York: The McGraw-Hill Companies, Inc. Clark, V.P., Eschholz, P.A., & Rosa, A.F. (1972) Language: Introductory readings. (Editors) New York: St. Martins Press.

Griffin, T.J., & Daggatt, W.R. (1990) The global negotiator: Building strong business relationships anywhere in the world. New York: Harper Business http://www.learnnc.org. Accessed 06.05.2011 http://creativebits.org/logos.Accessed 11.05.2011 Hui Zhou and Tingqin Zhang (Nd) Body language in bussiness negotiation. International Journal of Business and management, Volume 9, No. 2. Johnson, R.A. (1993). Negotiation basics: concepts, skills, and exercises. Newbury Park: Sage Publications, Inc. Knapp, M.L., & Hall, J.A. (1997) Nonverbal Communication in Human Interaction (Fourth Edition). Austin: Harcourt Brace College Publishers. Lewicki, R.J., & Litterer, J.A. (1985) Negotiation. Irwin Homewood, IL: 60430. www.thefreedictionary.com . Accessed 06.05.2011 Yun Chu, William F. Strong, Jianyu Ma, and Walter E. Greene ( 2005) Silent messages in negotiations: the role of nonverbal communication in cross-cultural business negotiations. Journal of Organizational Culture, Communications and Conflict

ANNEXURE OF LOGOS AND PHOTOGRAGHS

Fig. 1

Fig. 2