jaringan merupakan satu mekanisme penting untuk usahawan memperluaskan hubungan perniagaan dengan pembekal, pembeli, persaing dan masyarakat. berdasarkan contoh -contoh yang sesuai ,bincangkan 3 jenis jaringan yang boleh digunapakai oleh usahawan . 
1. jaringan peribadi
- merujuk kepada  jaringan  tidak formal yang melibatkan hubungan secara langsung dan bersemuka antara usahawan  dengan pihak tertentu. pihak -pihak  ini termasuklah ibu bapa, rakan -rakan, keluarga, bekas guru  atau pesyarah, ahli persatuan sosial serta kumpulan belia, dan sebagainya. 
Menurut BIRLEY, jaringan peribadi melibatkan hubungan secara langsung yang mempunyai ikatan yang kukuh antara usahawan dengan pihak -pihak lain seperti ahli keluarga, rakan -rakan, pekerja-pekerja,  ahli persatuan sosial, dan  sebagainya. 

pihak -pihak dalam jaringan ini biasanya menjadi sumber pertama usahawan mendapatkan pelbagai bantuan terutama pada peringkat pembentukan perniagaan dan pada tahun -tahun awal perniagaan beroperasi. 

2. jaringan awam 
- jaringan   awam merujuk kepada sumber awam (cooper,Folta, dan Woo,1991), usahawan dapat menggunakan  sumber ini bagi menigkatkan pengetahuan , mendapatkan makluman serta sebagai kontrak (orang perantaraan )kepada pihak -pihak tertentu. 
sumber awam ini seperti majalah-majalah, surat khabar, buku -buku , televisyen , radio, video, internet dan bahan -bahan lain dapat dimanfaatkan  oleh usahawan untuk pembagunan perniagaan. 

3. jaringan perniagaan 
perniagaan atau dikenali juga sebagai  jaringan formal  pula merupakan hubungan yang pada amnya berasakan aktiviti yang berkaitan dengan perniagaan . jaringan perniagaan lebih merupakan hubungan usahawan dengan pihak -pihak di luar organisasi perniagaan tetapi penting untuk perniagaan usahawan. 
pihak yang terlibat dengan usahawan dalam jaringan ini adalah seperti pelanggan , pembekal , bank, akautan , pihak -pihak kerajaan tetapi penting untuk perniagaan usahawan . 

jom study ..

Five major strategies for effective conflict management as identified in the Dual Concern Model.

1.   Contending

-         Also called competing / dominating

-         is the strategy in the lower right -hand corner.   

-         Actors pursuing the contending strategy pursue their own outcomes strongly and show little concern for the whether the other party obtains his or her desired outcomes.

2.    Yielding

-         Also called accommodating or obliging

-         Is the strategy in the upper left- hand corner.

-         Actors pursuing the yielding show little interest or concern in whether they attain their outcomes, but they are quite interested in whether the other party attains his/ her outcomes.

3.   Inaction

-         Also called avoiding.

-         Is the strategy in the lower left-hand corner.

-         Actors pursuing the inaction strategy show little interest in whether they attain their own outcomes, as well as little concern about whether the other party obtains his /her   outcomes.

-         Inaction is often synonymous with withdrawal / passivity; the party prefers to retreat be silent, or do nothing.

4.   Problem solving

-         Also called collaborating        / integrating

-         Is the strategy in the upper right -hand corner.

-         Actors pursuing the problem -solving strategy show high concern for attaining their own outcomes and high concern for whether the other party attains his / her outcomes. In problem solving, the two parties actively pursue approaches to maximize their joint outcome from the conflict.

5.   Compromising

-         Is the strategy located in the middle.

-         As a conflict management strategy, it represents a moderate effort to pursue one’s own outcomes and a moderate effort to help the other party achieve his/her outcomes.

jom study

Type of interest in a negotiation situation

1.   Substantive interests

-         Are related to focal issues that are under negotiation- economic and financial issues such as prices or rate, or the substance of a negotiation such as the division of resources.

2.   Process interests

-         Are related to how the negotiation unfolds.  One party may pursue distributive bargaining because he enjoys the competitive game of wits that comes from nose -to -nose, hard - line bargaining.

-         Another party may enjoy integrative negotiating because she believes she has not been consulted in the past and wants to have some say in how a key problem is resolved.

3.   Relationship interests

- speak to the value of the ongoing relationship between the parties and the future of that relationship.

-         Intrinsic relationship interest exists when the parties value the relationship both for its existence and for the pleasure or fulfilment that sustaining it creates.

4.   Interest in principle.

-         Certain principles -concerning what is fair, what is right, what is acceptable, what is ethical, or what has been done in the past and should be done in the future.

-  may be deeply held by the parties and serve as the dominant guides to their action. 

jom study..

Three characteristics in negotiation situation

1.    There are two or more parties

-         That is, two or more individual, groups, or organizations. Although people can “negotiate” with themselves.

-         A when someone debates in their head whether to spend a Saturday afternoon studying, playing tennis, or going to the football game.

-         We consider negotiation as a process between individuals, within groups, and between groups.

2.    There is a conflict of needs and desires between two or more parties.

-         That is what one wants is not necessarily what the other one wants.

-         And the parties must search for a way to resolve the conflict.

-         Joe and Sue face negotiation over vacations, management of their children, budgets, automobiles, company procedures, and community practices for issuing building permits and preserving natural resources, among others.

3.    The Parties negotiate by choices

-         That is, they negotiate because they think they can get a better deal by negotiating than by simply accepting what the other side will voluntary give them or let them have.

-         Negotiation is largely a voluntary process.

-         We negotiation because we think we can improve our outcome our or result, compared with not negotiation or simply accepting what the other side offers.

-         It is a strategy pursued by choice; seldom are we required to negotiate.

4.    When we negotiation, we expect a “give and take” process that is fundamental to our understanding of the word “negotiation’’.

-         We expect that both sides will modify or move away from their opening statements, requests, or demands.

5.    The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take their dispute to a higher authority to resolve it.

-negotiation occurs when the parties prefer to invent their own solution for resolving the conflict, when the parties prefer to invent their own solution for resolving the conflict, when there is no fixed or established set of rules or procedures for how to resolve the conflict, or when they choose to bypass those rules.

6.    successful negotiation involves the management of tangibles and also the resolution of intangibles.

-         Intangibles factors are the underlying psychological motivation that may directly or indirectly influence the parties during a negotiation.