On the Styles of International Business Negotiation.doc

毕业论文（设计）On the Styles of International Business Negotiation From a Cultural Perspective 1. Introduction12. Brief Introduction to International Business Negotiation22.1 Definition of international business negotiation22.2 The aim of international business negotiation33.Cultural Differences and International Business Negotiation43.1 Definition of culture43.2 Cultural factors in international business negotiation53.2.1 Time53.2.2 Space63.2.3 Body language63.2.4 Individual and collective behavious73.2.5 Pattern of communication73.2.6 Emphasis on personal relations84. Personal styles and their optimal application84.1 Passive94.2 Intimidating104.3 Technical114.4 Financial134.5 Legalistic145.Conclusion151. IntroductionInternational commercial negotiation is a zero-sum game that pits every gain against a loss. And when successfully completed, losers believe theyve won and winners give every indication of bearing up under defeat. Language and fortitude are used to create a belief that everyone will walk away from the table with “enough” even if one sides portion (hopefully the opponents side) is far less than forecasted. Each negotiator must choose a style that will best serve their goal. The same style will not work in every situation, nor will every situation permit every Style. Negotiators must be flexible, able to change style as easily as they change locale. The same research skills that have been focused outward should now be turned inward, as honest and thorough self-assessment will permit the most appropriate choice of personal styles.This thesis is going to talk about the styles of international business negotiation from the cultural perspective. Combining with the current situation of international business negotiation, this thesis analyzes how the cultural factors affect the styles of negotiation and the influence.2. Brief Introduction to International Business Negotiation Before starting to talk about the styles of international business negotiation, it is necessary to understand the definition of international business negotiation and what it aims.2.1 Definition of international business negotiation First of all, the definition and aim of negotiation is of great importance, also the problem needs to be found out in business negotiation. James Wall (1985:4) thinks that business negotiation is a process through which two or more parties coordinate an exchange of goods or services and attempt to agree upon rate of exchange for them; and Ways Max (1979: 15) defines it as a process in which two or more parties, who have both common interests and conflicting interests, put forth and discuss explicit proposals concerning specific terms of a possible agreement. What Wall and Ways Max say essentially have no differences. It is a kind of communicative process of economical activity. The primary objective may be an agreement or any other outcome indigenous to or resulting from the ongoing exchange; its core lies in the interplay of two phrases, common interests and conflicting interests. The core task of negotiation have two faces, the one is the attempt to persuade people; the other is to understand or receive the point which is offered by yourself and basic interest which kept by yourself and the behavior way which is adapted by yourself. The negotiation is not only the interest shared by two sides, but also a kind of cooperative action. Good interpersonal relations are helpful for the success of negotiation After all, negotiation is on the basis of cooperation. Its a kind of cooperation, as well as the competition. The negotiation is a particular style in communication. They have their common during the negotiation. Their internal ideas of two sides whether they are same or different are reflected by language. As language is the means which the two negotiators can manifest their option correctly, it is the tie and bridge which can relate two negotiators and the paste which can harmonize the relations of two sides. The language in negotiation should make sure that transferring the correct information without any ambiguity, otherwise that will lead to misunderstanding even worse; it can lead to great damage from failure negotiation. Factually, the two sides of negotiation all expect to establish a long friendly cooperative relation and company relation through the negotiation. The cultivated language and polite language of the negotiators are useful to establish well inter-personal relations in order to create the dreamful negotiate atmosphere. The friendly atmosphere is not only the products of good inter-personal relations, but also the manifestation of good inter-personal relations.2.2 The aim of international business negotiation The above has put forward the definition of negotiation; so lets talk about what is the aim of negotiation. Generally speaking, the answer is business or money, which is a kind of money idea. In order to reach the objection, some businessmen deceive others so as to gain more profits. These deceits way do damage to company and the prestige of the nation. In fact, the aim of negotiation is to satisfy mutual need as much as possible. For this, people put forward kinds of conditions and enough reasons for these conditions. When doing this, it must require a process. Negotiation should draw support from language expression so as to transfer the information and feedback information. If the negotiator transfers the wrong information or expressed ambiguously, it will lead to misunderstanding, “what are you talking about” and “how to talk” are two keys in negotiation, which every negotiation centers on them. “What are you talking about” means whats the main idea will be expressed, “how to talk” means the sincerity issue on talking. When the negotiators talk about something in the negotiation, they need to make sure what they talk is accurate. In here, the accuracy indicates not only the right or wrong of the words itself, but also indicates that the negotiator should express his options just as the negotiator wants to say. The elegance means the negotiator should flexibly express your suggestion in the right atmosphere, which the negotiator can think as being elegant and caring about works so as to build a kind of talking atmosphere that suggests cooperative condition.3.Cultural Differences and International Business Negotiation3.1 Definition of culture According to Samovar and Porter (1994:18) , culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the universe, and material objects and possessions acquired by a group of people in the course of generations through individual and group striving. Gudykunst and Kim (1992:23) see culture as the systems of knowledge shared by a relatively large group of people. 3.2 Cultural factors in international business negotiationLanguage goes beyond the spoken word, encompassing nonverbal actions and behaviors that reveal hidden clues to culture. In the negotiation process, interpersonal communication is the key activity that takes place at the verbal, nonverbal, situational contextual level, and a total communication system can assist the negotiator to bridge the gap between utterance and felt meaning. Six key topicstime, space, body language, individual and collective behavious, pattern of communication, emphasis on personal relationsoffer a starting point from which negotiators can begin to acquire the understanding necessary to do business in foreign countries. 3.2.1 Time Two different orientations to time exist across the world: monochronic and polychronic. “Monochronic approaches to time are linear, sequential and involve focusing on one thing at a time”(Net. 1). These approaches are most common in the European-influenced cultures of the United States, Germany, Switzerland, and the Scandinavia. Japanese people also tend toward this end of the time continuum. Polychronic orientations to time involve working on several activities simultaneously (Graham, 1983: 160). The time it takes to complete an interaction is elastic, and more important than any schedule. This orientation is most common in Mediterranean and Latin cultures including France, Italy, Greece, and Mexico, as well as some Eastern and African cultures.3.2.2 Space Orientations differ across cultures. They have to do with territory, divisions between private and public, comfortable personal distance, comfort or lack of comfort with physical touch and contact, and expectations about where and how contact will take place. For example, an American etiquette manual advises this about personal space: “When you meet someone, do not stand too close. An uncomfortable closeness is very annoying to the other person, so keep your physical distance, or he will have to keep backing off from you. A minimum of two feet away from the other person will do it”(William, 2001:13)There are large differences in spatial preferences according to gender, age, generation, socioeconomic class, and context. These differences vary by group, but should be considered in any exploration of space as a variable in negotiations. 3.2.3 Body language Body Language can be telling as it can help one determine the exact meaning of what the other side is saying and also can help you get your own messages across. Likes and dislikes, tensions, and assessing an argument are shown by numerous signs such as blushing, contraction of facial muscles, giggling, strained laughter or simply silence. Wherever a party negotiates, the negotiator must watch and observe the other party. People, when seated, lean forward if they like what you are saying or are interested in listening, while they sit back with crossed arms if they do not like the message. Nervousness can manifest itself through nonverbal behavior, and blinking can be related to feeling of guilt or fear. 3.2.4 Individual and collective behaviousIndividual and collective behaviours are rather clear behavioural aspects in different cultures. As indicated by Hofstedes study of 69 countries, different countries can be placed on different scales. In cases of negotiation, it is important to have knowledge of this cultural attribute, as it will help us to understand the behaviour of the other party and to formulate an effective strategy. Knowing whether the opposite party is looking for a collective solution or an individual benefit will help in formulation of arguments and presentations. 3.2.5 Pattern of communicationDifferent cultures have different communication patterns regarding direct and indirect, explicit and implicit patterns. These are related to culture as well as the contextual backgrounds of languages. Some languages are traditionally vague and people from outside find it difficult to communicate with people with such language backgrounds. Indicators such as “maybe”, “perhaps”, “rather”, “Ill consider it” and “inconvenient”are some examples of ambiguity in international communication and conversation. “Maybe” and “inconvenient” can mean impossible in some cultures, and in others, “yes” means “maybe” while “perhaps” means “no”. Some languages, for example some Arabic and some Asian languages traditionally contain exaggerations, fantastic metaphors and repetition, which can be misleading for foreigners. It is, therefore, important to be aware of these aspects and read between the lines. This is even more important in non-verbal communication, the personal space, handshakes, ways of greeting each other, communication between males and females, signs of irritation, etc., are important aspects of communication patterns, and knowledge of these can improve the negotiation process and effectiveness. 3.2.6 Emphasis on personal relations The importance of emphasis on personal relations is different in different cultures in negotiations. Many countries in the West, the negotiators are more concerned with the issue at hand and the future relationship between the organizations, irrespective of who is representing these firms, while in some cultures, the personality of the negotiator is more important than the organization he is representing or the importance of an issue. So the emphasis on personal relations can be different in different negotiations. 4. Personal styles and their optimal application Below is a listing of 5 different personal negotiating styles. Rarely does a person use one style to the exclusion of all others, and theres a great deal of crossover. Its rare (if not impossible) for someone to adopt a style that runs contrary to their personality. Also, these styles are often countermeasures to each other. Negotiators strive to be believed, and they must believe in their own discourse if theyre to be successful. Even the most talented actors have limits of range. Potential negotiators must research their own talents and virtues to determine which style or combination of styles best fits their personality.4.1 Passive Passive negotiators arent always what they seem. Often utilized by developing economies with little contract law, passive negotiating convinces the opposition to pat all of their cards on the table in the belief that everything is mutually acceptable. The passive side presents nothing and simply nods-and counterparts believe theyre in agreement. But the nod denotes understanding only. Once all has been revealed, the previously passive negotiators start cherry picking the points they find palatable actively (sometimes aggressively) reworking those they dont. Passive negotiators rarely present their own program; instead, they nitpick the oppositions program in an effort to keep them on the defensive. Passivity is also used by novice negotiators to learn about the cultural negotiating styles of economies with whom theyre unfamiliar. Seeking only an education and not a contract, they pursue their research by letting the opposition reveals data and techniques to be used against bigger fish in future negotiations. Many medium-sized technology companies were lured developing Asia in the late 1980s and early 1990s with promises of market penetration(Chris, 2004: 8). But unbeknownst to them, they were there to provide practice sessions for negotiators soon to lock horns with Motorola, Seimens, and NEC. Passive research negotiators also travel outside of their borders to see how potential counterparts behave on their own turf. Either way, they use up time in fruitless negotiations. This style and strategy is considered deceptive by some cultures and just business by others. One hallmark of both types of passive negotiators is that they dont seek out any input during the agenda-setting process. Research teams can also be recognized by their requests for information unrelated to the negotiations at hand. In international business negotiations, a lot of Chinese negotiators adopt the style of passive. It has something to do with the Chinese traditional culture. As the factors mentioned above, in Chinese traditional culture, the Chinese are unwilling to adventure and are likely to accept. It is mainly because that China is a large and abundant country, therefore, people are wealthy and the Chinese dont need to explore or change. The Chinese have got everything they need. With the traditional cultural influence, the Chinese negotiators are likely to be passive in the international business negotiations. However, the westerners are seldom to be passive in the negotiation. This has something to do with their culture. The westerners are full of energy, they are always willing to adventure, and they are active in almost everything. Its very costly to mistake passivity for agreement.4.2 Intimidating Intimidation is the instillation of fear-in opponents and fear is a forceful motivator. Unfortunately, it s a short jump from fear to loathing, and. loathing is no basis for a relationship. Therefore, fear should be applied judiciously, so that the recipient feels its effect but is unaware of the process. Fear in international business is usually couched in terms of being excluded from a market or a particular moneymaking endeavor. It is not easy to be intimidating, and for commerce its strictly a matter of attitude rather than physical presence. It shouldnt be confused with aggressive behavior, although in some circumstances it can take that guise. Above all else, intimidation at the negotiation table requires the will to back up words with action. Also, intimidation requires the cooperation of counterparts. (They must choose to be intimidated if this style is to be productive.) Skilled negotiators have high fear thresholds but thresholds nonetheless. Learning what intimidates counterparts and when will determine if this style of negotiating will ultimately work. The following statements indicate that intimidation is at play: “Of course you realize that only a limited number of contracts will be issued this year.” “We understand how important this deal must be for your company.”“Yours is the third company we have spoken to this month regarding this matter.”“We hope youre more successful than the other (insert your nationality or industry) companies weve met with.”“Are you aware of (insert your competitors name) interest in this project?“Our government takes special interest in ventures that involve foreign companies.”“We understand that your company has other interests in our country.”“If agreement isnt reached by the end of todays session, we must understandably consider other offers.”We would like our legal counsel to review your proposition. (邹违华,陈腾华,彭东慧等.2001: 67) Intimidating is much more likely to be used by the western n