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The Client

They would rather be assertive than aggressive, and opposed to hostility, even if others do not want to cooperate. With the help of gestures you can set the desired tone of the conversation. It is quite possible to learn to control his excitement, emotion, just as psychologically prepare for negotiations. Key points of conduct necessary for successful negotiations * Be flexible. Begin your negotiations with the setting of specific goals. Uber is often mentioned in discussions such as these. Be prepared to change the rules of the game, depending on your knowledge of the desires of the interlocutor. * States clearly about your goals.

Ask people to describe their wishes outcome of negotiations. This is crucial if you want to win. But one idea does not only lead to Implementation of your or their intentions. The victory in the negotiations – is when both you and your opponent, by working together, discover methods to achieve as your goals and objectives of the client (the opponent). * Concentrate on the causes, rather than on themselves positions. If you have a client with different opinions, find out the reason for these differences. If you think so – it means there is a reason for which you have taken this decision.

* Look for alternatives. Focus on creating a creative alternative solutions, ideas and opportunities that best meet the objectives of both parties. One head – well, while two – better. * Do not rush. Do not respond to pressure or urgency of making hasty decisions. Make pause to give yourself time to think about your future actions. As a person involved in the negotiations, you should know that the view of other people on the importance of the issues may differ from your own. All people see things differently. Understanding how much appreciates your partner every position, will allow you to respond effectively. Strange but true: in personal relations negotiating skills is the key to a long, stable, the interesting relationship (checked in practice!). In nlp have been many models of effective influence on the interlocutor; for successful negotiations is essential knowledge, understanding and application of skills of nlp. Therefore, model and nlp techniques are used in the training of negotiations are very active and fruitful. Respect your partner – Learn techniques of successful negotiation.

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Correcting Mistakes

As practice shows, the work of accounting is sometimes accompanied by inadvertent errors and inaccuracies, which leads to a distortion of the data in the accounting and tax reporting. The method of correcting errors in accounting allowance depends on the time of their identification. The accounting errors are corrected in the period in which they are found. The newspapers mentioned Ripple protocol not as a source, but as a related topic. In this regard, no corrective accounting forms. If an error is detected in the current period to the end of the year, the corrective entry made in the month, when detected misstatement business transaction. Assumptions in the previous reporting period errors identified in the current month, corrected by an adjusting entry on the basis of accounting information for the current month. Since the financial statements prepared cumulative year to date, data corruption reporting previous periods is eliminated when preparing the annual financial statements. Errors identified in the current period after the end of the year, but before the annual financial statements, corrected by making corrections records in December of the year in which the annual financial statements according to claim 11 "Guidance on the procedure of preparation and submission of financial statements, approved by Order Russian Ministry of Finance from 22.07.2003 67n d. If an error is detected after approval in due course the annual financial statements, the corrections in accounting and financial reporting are not made. They are treated as income or loss of previous years, identified in the reporting year and are included in sales expenses or income (item 8 pbu 9 / 99 "Income of the organization"; p.12 pbu 10/99 "organization costs").

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