跨文化交际英文版14 Cultural Differences in Business Negotiation

1、LOGOLOGO跨文化交际英文版14 Cultural Differences in Business NegotiationLOGOLOGOCultural Differences in Business Negotiation Unit 14LOGOsiteIn todays class, we willdefine cross-cultural negotiationdiscuss the impact of cultural differencesunderstand strategies & guidelines4. ConclusionLOGOsiteI. Defining

2、 Intercultural NegotiationvNegotiationvIntercultural Negotiationv Moran & Stripp (1991)LOGOsitev Negotiationv a modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferab

3、ly of mutual benefit). v There must be both common interests and issues of conflict. Without common interests there is nothing to negotiate for, without conflicting issues there is nothing to negotiate about. v Intercultural Negotiationv According to Moran & Stripp (1991), intercultural negotiat

4、ion involves discussions of common and conflicting interests between reasons of different cultural backgrounds who work to reach an agreement of mutual benefit. They further explain that negotiations take place within the context of the four Cs: LOGOsiteFour CsSub titleSub titleCommon InterestConfli

5、cting InterestsCompromiseCriteriaLOGOsitev Common interest considers that both parties in the negotiation share, have, or want something that the other party has or does.v Areas of conflicting interests include payment, distribution, profits, contractual responsibilities, and quality. v Compromise i

6、ncludes areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce that result. v The criteria include the conditions under which the negotiations take place. LOGOsiteSub titleMono-cultural negotiationIntercultu

7、ral negotiationLOGOsiteII. The Impact of Cultural Differences on International Business NegotiationsvCase StudyLOGOsiteCase Studyv The marketing manager of a U. S. knitwear firm was delighted with a multi-million-dollar for mens underwear it received from a department store chain in Saudi Arabia. Th

8、e jockey shorts were packaged in the usual way (three pairs to a package, with a picture of a male modeling the briefs) and sent off to the customer in Saudi Arabia. However, Saudi customs officials were shocked to see a near totally nude man on packages that would be displayed in plain sight of Sau

9、di women and children. Consequently, to satisfy Saudi customs officials, the entire shipment of mens briefs had to be sent back to the United States for repackaging, costing the firm thousands of dollars. LOGOsite1) What was wrong with the packages of mens underwear shipped to Saudi Arabia?2) What d

10、o you think would be a proper way to package the underwear in order to be accepted by Saudi Arabians?LOGOsiteIII. The Top Ten Ways Culture Affects Negotiating StyleRisk TakingTeam OrganizationBuilding an AgreementForm of AgreementEmotionalismSensitivity to TimeCommunicationPersonal StyleNegotiating

11、AttitudeNegotiating GoalIntercultural NegotiationLOGOsite1. Negotiating GoalAmerican executivesAsian executivesTo arrive at a signed contractTo build a long-lasting relationshipLOGOsite2. Negotiating AttitudeWin/LoseWin/WinvDistributive bargainvConfrontational processvIncompatible goalsvIntegrative

12、bargainvCelebrative/problem-solving processvCompatible goalsLOGOsiteCase Studyv Once a U. S. automobile parts manufacturer was shown on television trying to make a sale to some Japanese automobile firms. He was dressed in a boldly patterned cardigan sweater; his hosts were all in dark suits and whit

13、e shirts. The TV camera caught a few of the hosts repeatedly looking at his sweater with something like alarm in their eyes, and looking away again. Finally it was reported that he failed to make even a single sale. 3. Personal StyleLOGOsite1) Do you think the sweater the U. S. salesman wore was a f

14、actor in his failure to make a single sale? What was wrong with it?2) If you had been there, how would you have reacted to the causally dressed salesman? LOGOsite3. Personal StyleAmericansMexicansChineseSpanishLOGOsite4. CommunicationAmerican negotiatorsChinese negotiatorsvLets put our cards on the

15、table.vLets go to the point.LOGOsiteLOGOsiteLINEAR-ACTIVE MULTI-ACTIVEREACTIVE Talks half the time Talks most of the time Listens most of the time Polite but direct Emotional Polite and indirect Partly conceals feelings Displays feelings Conceals feelings Confronts with logic Confronts emotionally N

16、ever confronts Dislikes losing face Has good excuses Must not lose face Rarely interrupts Often interrupts Doesnt interrupt Job-oriented People-orientedVery people-oriented Sticks to the facts Juggles the facts Statements are promises Sometimes impatient ImpatientPatient Plans ahead step by step Pla

17、ns grand outline only Looks at general principles Limited body language Unlimited body language Subtle body language Does one thing at a time Multi tasks Reacts to partners action Punctuality very important Punctuality not important Punctuality important Truth before diplomacy Flexible truth Diploma

18、cy over truth Compartmentalizes projects Lets one project influence another Sees the whole picture LOGOsite7. Form of Agreementv_ prefer very detailed contracts because they can refer to _ when new situations arise. The essence of the deal is _.v_ prefer general contract because they can refer to _

19、when new situations arise. The essence of the deal is _.Americansthe contractthe contractChinesethe relationshipthe relationshipLOGOsiteagreed strategy8. Building an Agreement: Bottom up or Top downv Inductivev (specific general)v small detailsv settlementv Deductivev (general specific)v detailsLOGO

20、site10. Risk Taking (Uncertainty Avoidance)High-uncertainty-avoidance culture:“What is different, is dangerous.”Portugal, Greece, Peru, Belgium, and Japan. Uncertainty AvoidanceLow-uncertainty-avoidance culture:“What is different, is curious”Denmark, Sweden, the United States, Finland, Netherlands a

21、nd Ireland. .LOGOsiteNegotiating Style of Asian and the Western CountriesTopicsAsian CountriesWestern CountriesNegotiating GoalNegotiating AttitudePersonal StyleCommunicationSensitivity to TimeEmotionalismForm of AgreementBuilding an AgreementTeam OrganizationRisk TakingrelationshipcontractWin-winWi

22、n-loseformalinformalindirectdirectlowhighlowhigh/lowgeneralspecificdeductiveinductive/deductivegroup consensusone leaderrisk averserisk takerLOGOsiteMulticultural Negotiation Quizv 1. People from which country are likely to take the longest to get down to negotiations?v A. Canada.v B. The United Sta

23、tes.v C. Japan. v D. Mexico.LOGOsiteMulticultural Negotiation Quizv 2. For which group is a negotiating deadline likely to be the shortest?v A. Mexicans. v B. Asians. v C. Americans. v D. British. LOGOsiteMulticultural Negotiation Quizv 3. The group that is most likely to be late for a negotiation session is _. v A. Japanese v B. Mexican v C. German v D. American LOGOsiteMulticultural Negotiation Quizv4. In which culture would relationships likely be the most import