本科毕业设计-交际文化在商务活动中的应用

ii摘要通过讨论在不同文化环境下,国际商务活动呈现的差异,从微观的角度分析文化差异在人际交流、商务洽谈、管理风格、商务决策和企业结构等方面对国际商务交流的影响。有效地克服交际障碍是跨文化交际取得成功的关键。这对促进国际间的文化、政治、经济交流有着极其重要的意义。有效的商务沟通往往依赖于对不同文化和文化差异的理解与适应,依赖于对可能出现的文化差异的良好判断和方略调整。因此,对国际商务交流活动中文化差异的影响的研究具有重大意义。关键词：国际商务活动;交际文化;影响TheApplicationofCommunicativeCultureinInternationalBusinessActivitiesTOC\o"1-3"\h\uTableofContents27113Abstract i4740摘要 ii256251.Introduction 1168582.TheDefinitionofCross-culturalCommunication 3212552.1Hofstede’stheoryofvaluedimension 3313272.2Hall’shigh-contextandlow-context 395182.3Understandingcommunicativeculturedifferences 3281402.3.1Orientationdifference 4299872.3.2Individualismvs.collectivism 4174992.3.3Sino-foreignmodesofthinkingdifference 5195932.3.4Sino-foreignetiquettedifference 695213.DifferentBehaviorandReasonsintheSameBusinessSituation 739893.1Businessculturecommunicationissue 7234273.1.1Theconflictsintheareaofdecision-making 7240243.1.2Indirectcommunicationanddirectcommunication 7200123.1.3Sourcesofconflicts 7230773.1.4Casestudy 857743.2Theapplicationandeffectofcommunicationcultureonbusinesscontract 868553.3Theapplicationandeffectofcommunicationcultureonbusinessdecision-making 9195683.3.1Theconflictsintheareaofdecision-making 9291083.3.2Powerdistanceissue 1195993.4Theapplicationandeffectofcommunicationcultureonmanagementstyle 1118033.4.1Cross-culturemanagementstyle 11298383.4.2ValuesorientationinHRM 1168484.TheStrategyofCommunicativeCultureinInternationalBusinessActivities 13113725.Conclusion 1414668References 158433Acknowledgements 16PAGE14The21stcenturyistheworldeconomyandcultureofthecentury,therapiddevelopmentoftheinternationalcommunicationandbusinesscontactsincreasinglyfrequent.Interculturalcommunicationhasbecomeinevitablereality.Peopleofdifferentbackgrounds,walktoarrivetogether,andcommunicationmustariseobstacles.Timelyandeffectivelyovercomethesecommunicativebarrierscross-culturalcommunicationisthekeytosuccess.Effectivebusinesscommunicationoftenreliesonthedifferentcultureandculturaldifferencesofunderstandingandadapts,reliesonpossibleculturaldifferencesofgoodjudgmentandstrategyadjustment.Therefore,theinternationalbusinesscommunicationactivityofculturaldifferencesaffectresearchisofgreatsignificance.1.IntroductionCommunicationcultureininternationalbusinessactivitiesofresearchathomeandabroad,theforeignbeganinthe1970s,andhasbeenrapidlydevelopmentinrecentdecades,withthemomentumofthesurgeininternationalbusinesscommunication,studytheissuestillexistsvastspace.In1976,Destler，Sato,ClappandotherbusinessnegotiationsintheUS-Japanculturaldifferencescausedifferentresultsofsuchstudiesopenedthefirstofitskind.Inthe1980s,Fisherinitsclassic!Theinternationalnegotiations,pointedout:“thegreatertheculturaldifferences,communicationbarriersandmisunderstandingsthatoccurthegreaterthepossibility”(GRICEHP.1975(3)：41-58).Inthe1990s,fromtheperspectiveofcross-culturalresearchcultureontheroleofinternationalbusinesscommunicationactivitiesbecomemoredeeplyandwidely.Culturaldiversityofbusinessactivities,Trompenaarseveruniversalismanduniquesocialistandindividualismandcommunitysocialism,neutralmaintendencyandemotionaltendencies,specialtypecultureandtheextensivetypeculture,achievementorientationandbelongingtoguide,timeofcontinuousandmeanwhileaspectstoillustrate.Intheearly21stcentury,thisbookhasbeenincreasing.Studyinforeigncountriesalreadyfromcultureisthefactorsaffectinginternationalbusinessdevelopmenttohowcultureinfluenceinternationalbusinesscommunicationandtheeffectsoftheaspects.Thisaspectofthedomesticresearchstartsalthoughlate,butinafewshortyearsalsoappearsmanyachievements.ZhaoXianginthemulticulturalcontextofcross-culturalcommunicationandmanagementbackground,discusscultureincommercialcontract,businessnegotiationandbusinessetiquette,explainthedifferencesbetweenlearningandusingtherelatedknowledgeandskills,reduceoreliminateduetoculturaldifferencesandcausemisunderstanding,frictionandconflict,toeffectivelyengagedininternationalbusinessactivities,hasveryimportantpracticalsignificance.Communicativebehavior,YangQianandHuChunFeng(2006)analyzethreekindsofnon-verbalcommunication(visual,gestures,facialexpressionsoftheculturaldifferencesandtheinternationalbusinessnegotiation),discussestheapplicationofnon-verbalcommunicationincross-culturalcommunicationofimportance.ZhaoYaoinlinguisticsbranchpragmaticsofimportantconcepts-contextasastartingpoint,fromcommunicativecontext,languagecontextandculturalcontextthreecross-culturalcommunication,usingadaptationofcontextfactorstheoryexplanationcross-culturalbackgroundofthecommunicatorincommunicationprocesshowtoconductcontextadaptation,inordertoachievesuccessfulcross-culturalcommunication.(2006(3):108–110)BusinessEnglishteachingarediscussed,LiuSenLin(2005)internationalbusinessnegotiationofEnglishteachingcharacteristic,definethescopeofteaching,thispaperdiscussesinternationalnegotiationsbusinessEnglishteachingdevelopmenttrendanddirection,andpointedoutthebusinessnegotiationsintheEnglishteachingprofessionalteachers'training,originalauthenticbusinessnegotiationsimagingteachingmaterialselectionofaspectsneededtoresolvesomeproblems.2.TheDefinitionofCross-culturalCommunicationInterculturalcommunicationreferstocommunicationamongpeoplewhoseculturalbackgroundsaredifferentfromeachother.Thereareseveraltypesofit,includinginter-racecommunication(which

isamongdifferentraces),inter-nationalitycommunication(whichis

amongdifferentnationalities)andinter-groupcommunications(whichisamongdifferentgroupofpeopleofthesamemainstreamcultureorsameethnicculture).Theculturalknowledgewhich

effectsthecommunication

ininter-groupcommunicationduetotheculturaldifferenceofpeopleiscalledcommunicativeculture.Therearetwoimportanttheoriesaboutculturalpatternsininterculturalcommunication.OneisHall’stheoryofHigh-contextandLow-contextOrientation.TheotherisHofstede’stheoryofValueDimensions.2.1Hofstede'stheoryofvaluedimensionHofstedeapply“value”(theValueSurveyModule)SurveyrespondentsforIBMpresidedovertwiceinvestigationanddatacollectedinstatisticalanalysis,finallyisolatedcontrastValuesoffourvaluedimensions,namelytheindividualismandcollectivism;powerdistance;Uncertaintyavoidance;Masculineandfeminine.Peoplefromdifferentcultures,showingtheattitudes,ideas,beliefs,andbehaviorofthedifferencesinthesefourdimensionsreflected,andhasformedunderstandcertainsocialnormsfoundation.2.2Hall’shigh-contextandlow-contextHallwithhighcontextandlowcontextorientationtheorytoexplaintheindividualimplicitinformationdependson:“high-textcommunicationreferstotheexchangeprocessimplicitmeaningmore,clearcodinginformationtransmittedless;lowcontextexchangeopposite,thevastmajorityofinformationshouldpassclearcodingrelay.”(HALLET,HALLMR.1990:6)Specifically,inhigh-textculture,peoplearemorewillingtoindirect,goodtactfully,veiledexchanges,meaningoftencontainedininformation,needtobeunderstoodbyreasoning,straightforwardconsideredbrusqueandunwelcome.Theyareofnonverbalexpressionthanlowsensitivityofhigh-textculture.Theythinktheeyes,expression,action,orevensilencecanexpressinlanguagecannotexpressmeaning.Theytrytoavoiddirectconflictwithhints,usuallyexpressdissatisfaction.Inthecourseoftheexchange,theyalmostneversaydirectly.2.3UnderstandingcommunicativeculturedifferencesOneofthekeysforanycompanycompetingintheglobalmarketplaceistounderstandthediverseculturesoftheindividualsinvolved.Whethermanagingculturallydiverseindividualswithinasinglelocationormanagingindividualsatremotelocationsaroundtheglobe,anappreciationofthedifferencesamongculturesiscrucial.2.3.1OrientationdifferenceCulturealsodiffersintimeorientation;thatis,whethertheculture’svaluesareorientedtowardthefuture(long-termorientation).Inchina,cultureswithalong-termorientation,valuessuchasthriftandpersistence,whichfocusonthefuture,areemphasized.InRussia,theorientationisshort-term.Valuessuchasrespectfortradition(past)andmeetingsocialobligations(present)areemphasized.TimeNormsregardingpunctualitydiffersignificantlyfromcountrytocountry.IntheUniteStatespeopletendtobeverytime-conscious.ConscientiousAmericansarriveafewminuteslate.Inmanyothercountriesattitudestowardtimeareverydifferent.Itisnotnecessarilyabreachofetiquettetoarrivealittlelateforabusinessappointment;indeed,itmightbeconsideredimpolitetoarriveearly.Asfordinnerinvitations,arrivingontimemabeverybadmanners.InGreatBritain,forexample,whensomeonesays,“Comefordinneratseven”,whattheymeanis,“Comebetween7:30and8:00,”Theguestwhoarrivesat7:00islikelytofindanunpreparedandembarrassedhost.Similarly,whenanArgentineansays“Comefordinneranytimeaftereight,”whattheymeanis,“Donotcomeat8:00;thatwouldbefartooearly”.GiftgivingThenormsofgiftgivingalsovarysignificantlyfromcountrytocountry.InGreatBritainforexample,wheninvitedtosomeone’shomefordinneritisnotnecessarytobringagift,butitispolitetooffertobringabottleofwinetheywouldlike.Incontrast,inJapanitisconsideredrudenottobringagiftwheninvitedtosomeone’shome,anditisequallyrudetoofferinadvancetobringsomethingforthedinnertable,suchaswine.ExchangingbusinesscardsWhenbusinesspeopleintheUnitedStatesmeet,theyoftenexchangebusinesscards,typicallyattheconclusionofameetingandwithoutgivingtheexchangemuchthought.InJapan,incontrast,theexchangeofbusinesscardsisregardedasapartoftheintroduction.Moreover,theorderofexchangeisimportant.Thelower-statuspersonmustofferhisorhercardfirst.Onlythenwillthehigher-statusindividualtakeouthisorhercardandofferit.(王正元,2001,国际商务文化).Itisconsideredrespectfulforthelower-statusindividualtoexaminethebusinesscardofthehigher-statuspersonwithconsiderableinterestwhileholdingitreverentlywithbothhands.2.3.2Individualismvs.collectivismWhatisindividualismandwhatiscollectivism?Thisisanimportantquestionwhenwetallaboutculturedifferences.Incultureswhereindividualismpredominates,peoplebelongtoloosesocialframeworks,buttheirprimaryconcernisforthemselvesandtheirfamilies.Peopleareresponsiblefortakingcareoftheirowninterests.Theybelievethatindividualsshouldmakedecisions.Culturecharacterizedbuycollectivismaretightlyknitsocialframeworkswhereindividualmembersdependstronglyonextendedfamiliesandclans.Groupdecisionsarevaluedandaccepted.TheNorthAmericancultureisindividualisticinorientation.Itisa“can-do”culturethatvaluesindividualfreedomandresponsibility.Incontrast,collectivistculturesemphasizegroupwelfareandharmony.IsraelikibbutzimandtheJapanesecultureareexamplesofsocietiesinwhichgrouployaltyandunityareparamount.InCanadaandUnitedStates,whichareindividualisticcultures,organizationChartashowindividualpositions.InMalaysia,whichisacollectionculture,organizationchartsshowonlysectionsordepartments.Thisdimensionofculturaldifferenceshasotherworkplaceimplications.Individualisticmanagers,asfoundinGreatBritainandNetherlands,emphasizeandencourageindividualachievement.Incontrast,ascollectivisticmanagers,suchasinJapanandColombia,seektofitharmoniouslywithinthegroup.Theyalsoencouragethesebehaviorsamongtheiremployees.2.3.3Sino-foreignmodesofthinkingdifferenceThinkingformularyisdifferentregionsandbetweendifferentnationalitiespeopleafixedproduct,essentiallythinkingformularytendtoignoretheindividualdifference,exaggeratethingswithanotherasocialgrouprelatedcognitiveattitudes,oftenwithemotionalcolor,andaccompaniedbyfixedcreed.Inalltheformulary,eachseteachhasitsowncharacteristics;itwilldirectlyaffectinterculturalcommunication,communicators,mistakes,whichaffectthenormalinternationalbusinesstradeandeconomicexchanges.Asaresultofeachcountrygeographicallocation,thenaturalenvironment,theethnicorigin,historychanges,religiousbeliefs,suchascustomculturedifferences,causedifferentculturecharacteristicsofnationalconsiderationquestionandgettoknowthingswayofthinkinghascertaindifferences.Thinkingformularyisbasedontheobjectiveexistence,thinkingdifferenceininternationalbusinesstraderelationshipinthedifferentculturalcommunicationforbusinesseconomicandtradeexchangesappeargreatdifference.WeChinesetendtopayspecialattentiontotheintuition,inarelationshipisofteninthisexperienceandfeelingto“by”.Comparedwithwesternthinkingmode,thethinkingmodeoftheChinesepeoplehastheobviousgeneralsexandvague.3intheUnitedStates,Europeandotherwesternershaveabstractanalysisandpracticalthoughtorientation;theythoughtprocessfromspecificfactof,inductionandgeneralization,drawconclusivethings.WhileEuropeansplacemoreemphasisonthetheoriesandthoughts,theydeducetypeemphasizesthinkingmodeisperceivetheworldandsymbolthinking,theyliketouselogicalmethodisdeducedfromaconceptanotherconcept,theyrelyonthepowerofthought.2.3.4Sino-foreignetiquettedifferenceExamplesofthingsthatitwouldbeimportanttoknowandthatcouldmakeorbreakyourtransactionarethefollowing:IfyouareinvitedtodineataSaudiArabian’shome,agiftisappropriateandappreciated,butneveragiftoffood,whichwouldindicatethatyoudidnotexpecttodinewell.Flower,books,oraUnitedStatessouvenirarewelcome,butneveranythingmadeofleatherthatmightbepigskin.Nevertakeagiftforyourhost’swife,butgiftsforhischildren,boysorgirls,areappropriate.BodylanguageiskeywhendoingbusinessinSaudiArabia.Saudistendtostandquiteclosetoyouwhentheyspeak.Donotbackawayoryouwillappeartoberebuffingthespeaker.Additionally,handgesturesareconsideredimpolite,asarethesolesofyourshoes.Nevercrossyourlegssothebottomsofyourshoesshow.NeverthrowbackyourheadandlaughuproariouslyatajoketoldbyyourJapanesecounterpart.Itisverygauchetoshowtheinsideofyourmouth.Keepinmindthat“face”,orhonor,isstillverymuchapartoftheJapanesecultureanddonothingtocauseyourbusinesscounterpartorhosttolosehis.Thismeansdonothaggleoverprice.Generally,tocauseaJapanesebusinessmantocompromiseimpliesthathehaslostsomething,andusuallyhisfirstofferisclosetowhathewantstopay.Also,donotgiveagiftofgreatervaluethantheonehegivesyou.Inchina,don’tevergiveaclock,whichsymbolizesdeath.NevergiveagiftofcowhideinIndia,wherethecowissacred.WheninvitedtoaEuropeanhomefordinner,sendflowersbeforearrivingortakeasmallgift.InJapan,twodayseachyeararesetasideformandatorybusinessgiftgiving:Otoshidama(January1)andChugen(January15).Atothertimesyoualsomayreceivesmalldutyorobligationgiftscalledgiri.Youshouldalsogivesuchgifts,butremembernottogivemoreexpensivegiftsthanthosegivenbuyyourJapanesecolleaguessothattheyarenotembarrassed.Remember,too,tobringagiftwheninvitedtoaJapanesehome.TheArabsareverygenerousandgivelavishgifts.Inreturn,howevertheyexpectsimilarpresentsandmayevenkeepamentallyofwhoisahead.Donot,however,presentagiftonyourfirstmeeting.Also,choosecarefully.ThistranslatesasdonotbringgiftsoffoodordrinktoanArab’shomebecausethesesignifythatyouperceiveyourhosttobestingy.ButavoidgivingArabscompanygiftswithlogosandsculpturesorpicturesofanimalstheyconsider“low”(Alwayschecktoseewhatthebad-luckanimalsareinanycountryyouvisitonabusinesstrip).InLatinAmerica,presentgiftsonlyinsocialsettings.Agoodtimetogivethemisduringlunchbusinesswhichisnotgenerallyconductedoverthismeal.Ifyouareinvitedtodinner,youdo,however,needtobringsomethingalso.3.DifferentBehaviorandReasonsintheSameBusinessSituation3.1Businesscultureocmmunicationissue3.1.1Theconflictsintheareaofdecision-makingThecommunicationinchinaistoinitiate,developandmaintainsocialrelationships;itemphasizesonthekindofcommunication,whichpromotessuchrelationships(JuneOckYum,1991).Itmeanstheprocess-orientedcommunication.While,theoutcomeofcommunicationinwesternismoreimportantthanprocess.Thisdifferencebringsmanymisunderstandingswhenthepartnerscommunicateintheirdailymanagementwithintheorganization,whichlargelyreducestheeffectivenessofco-operationinSino-foreignjointmanagement.3.1.2.Indirectcommunicationanddirectcommunication“TheConfucianlegacyofconsiderationsforothersandconcernforproperhumanrelationshipshasledtothedevelopmentofcommunicationpattersthatpreserveoneanotherface.Indirectcommunicationhelpstopreventtheembarrassmentofrejectionbyotherpersonordisagreementamongpartners,leavingtherelationshipandeachotherintact”(YumJ.O.TheimpactofConfucianismoninterpersonalrelationshipsandcommunicationpatternsinEastAsia,inLarryA.SamovarandRichardEPorter(Eds.),InterculturalCommunication,Wadsworth,Inc.,.1991).IndirectmodeofcommunicationisusedbymostChinese.While,westernmanagersstrivetocommunicationinaclear,preciseandexplicitmanner,whichusuallyleadtoconflictscomparingwithChinesevagueandindirectcommunicationinmanyjointmanagement.ThecommunicationbyEasternisoneway,say,respondingtotheinitiativesofothers.Thispassivitymadeforeignpartnersfeelsopuzzle.ManyChinesemanagersavoidraisingissuesdirectly.Ifanissueisreallyimportant,thereisanunstatedexceptionthattheotherwillraiseitinasuitableway.While,westerncommunicationpracticesencourageamoredirectandtothepointcommunication,manywesternmanagersprefertoaskthefeedbackfromtheirChinesestaffstomanagersregardingtheirperformance.Ifnoresponseweregot,theywouldregardthatthecommunicationhasbeeneffectiveandeverythingisgoingwell.Onthecontrary,Chinesestaffsormanagersseldomprovidefeedback.Thisdifferenceusuallyleadstomisunderstandingsbetweentwosides.3.1.3SourcesofconflictsWesternmanagerscommunicateinadirectway.Chineseregardthisdirectiontobeoffensive.Theyviewthemasintentionallyinsultingothersthroughseekingissuesinaculturallyunsuitableway.Becauseofcollectiveorientation,theChinesemanagersresenteitherpraiseforindividualperformanceornegativecriticisminpublicsettings.3.1.4CasestudyKatherinecametoBeijingin1998andfoundajobasanEnglishteacherinaforeignlanguageinstitute.Soonafterherclassesbegan,shefoundthatherstudentsshowednointerestinherteachingandquiteafewofthemavoidedattendingherclass.ShewasfeelingquiteupsetanddepressedsoshedecidedtoasktheDirectorforhelp.Oneday,shecametotheDirectorandtoldhimthatshewouldliketotalktohimaboutherproblem.TheDirectorlookedathistimetableandaskediftheycouldmeetatteno'clockonThursdaymorningandsheagreed.ThursdaycameandshearrivedattheDirector'sofficeattheexacttimeoftheirappointmentwhenshefoundthatProf.Wangwastalkingwithanotherteacher,inChinese,ofcourse.Seeingthatshehadcome,Prof..Wangsmiledtogestureaseatandaskedhertositdown.Shegotherselfseated,andtheprofessorexcusedhimselfandcarriedonthetalkwiththeteacher.Aboutfiveminuteslater,heconcludedhistalkandmadeaprofoundapologybeforehebegantotalkwithKatherine.TheDirectorshowedgreatconcernandaskedherwhattheproblemwas.Justasshewasspecifyingherproblem,anotherChineseteachercamein,withaformthatapparentlyneededsignatureoftheDirector.TheDirectorsmiledanapologytoKatherineagainandturnedtotalkwiththatteacher,alsoinChinese.Katherinebecameimpatient,wonderingwhytheirtalkshouldbeinterruptedsincetheyhadalreadymadeanappointment.ShewassoupsetandgotchokedbytheirtalkinginChineseinfrontofherthatshebecamequiteangry.Althoughtheirtalkcontinued,shewasapparentlyunhappyaboutwhathadhappened.3.2TheapplicationandeffectofcommunicationcultureonbusinesscontractInmarketeconomy,thepartiestothecontractisornotforaspecialthingsandvoluntaryagreementresults.Inthecommercialactivity,contractoftenasameansofadjustingbusinesstradingrulesoftools.Intheprocessofpracticeagreementrarelywasoverthrown,legalsystemoftenmakeagreementmaybeenforced.Infact,manytradesontheagreementenforcementforcearewithoutmuchattention,becausemostoftheperformancesofthecontractthatcanmakecontractparties’satisfaction.Ininternationalbusinessactivities,signacontractiscommonplacethings.Buttotheword“contract”,differentcultureshaveadifferentunderstandingofitsmeaning.ForTheAmericansortheGermans,asignedcontractistobeobservedafterthethingsitmeansisthefinalsignaturecannotbechanged.ButJapanese,asthecontractcanbemodifiedduetoenvironmentalchangesinthebeginningofthefile.SouthAmericanmanmakescontractasakindofnoteasytoachievetheidealsituation,andsignitjusttoavoidcontroversy.Italianstocontracthasaveryflexibleview,sometimesnotexecution,butnotadmitillegal,andtheytendtotakesomeshortcutmethod.Germaninflexible,punctual,worksinperfectorder,unwillingtodoseveralthings,sowhensigningacontract,theywantisthespecificcontent,detailsandconditionsofacontract,oncesigned,willfinishasstipulatedinthecontractwork.Americansinthecommercialactivity,thespeedandmoneyinthefirstplace,whensigningacontractoftenconsiderallaccidentslegalcompensation,thetermofthecontractwriteverydetailed,sometimesevendowntothebathroomwithseveraltoilets.SowhendealingwithAmericans,mustseethecontractinallthetermsandconditions,whiletheymayopenandverytrustyou,butonceyouhassignedthecontract,aviolation,theywillnothesitatetoSueyou.BecauseAmericansespeciallylovealawsuit,employeesagainstcompanies,governmentaccusecompanies,thecompanyagainstcompany,frompresidentstocivilians;havethepossibilityofbeingsued.So,whenyourenterprisewillsignthecontractwithAmericanswhendoingbusiness,hadbetterbeinyourteamknowverywellaboutsomeoneinAmerica,suchabilityreducefrictionandmisunderstandingandachieveawin-winsituationofpurpose.3.3Theapplicationandeffectofcommunicationcultureonbusinessdecision-makingTheculturaldifferencesaffectsbusinessdecisionmakers,businessdecision-makingmethodetc.Manystudiesshowthatinhavegrouptendencyofculture,toparticipateinthedecisionofpeoplemore,participantsmorefordecision-makingproblemsneedexpertsorsuccessfulpersonage,Whileincomparativestrongindependenttendencyofculture,participationinthedecision-makingpersonnellessercommonly,participateinmoreforthepowerfulpolicymakers.Differentculturesmayresultindecision-makingprocessrolesindifferentfactors.Forexample:inarelativelyrationalAmerica,BritainandGermanyculture,decision-makinginformationprocessingpositionisveryimportant,decisionmakersusuallyuseofrelateddataofquantitativeanalysisresultstosupportorrejectingachoice.Inthedecision-makingprocessisoftenwithSWOTAnalysischart,businessportfolioanalysisenterprisestrategicdecision,usingtheamountofprincipalandinterestanalysistohelpdeterminethetypeofdecision-makingprogramselection,decisiontree(table)tohelpmakerisk-baseddecision-making.3.3.1Theconflictsintheareaofdecision-makingChinesemanagersprefertomakedecisionunanimously,sometimesdelaythedecisionandwastetimeandprefertoshareresponsibilityifthedecisionmaybewronginthefuture.WhilewesternmanagersespeciallytheUSmanagersprefertoreachdecisionasquicklyaspossibleiftheycould.Manystaffsdislikeinvolvingseriouscompetitionamongcolleaguesinthesameorganizationbecauseitwillbreakthegoodrelationshipandharmonyinthedepartment.So,theconflictsbetweenthecollectivismheldbyEasternandindividualheldbyWesternexistedinmanyandmanyjointmanagement.Pleasehavealookatthefollowingtable.Somecultureresearchfromsomeorganizationswasshownasfollows:JobrewardsfactorsUSmanagersinsomejointmanagementstyledorganizationPRCmanagementstyleorganizationChinesestaffsthroughquestion-nairesLotsofautonomy266Goodsalary223Goodjobsecurity641Interestingwork168Goodmatchbetweenworkandyou487Goodinterpersonalrelations831Promotion915Opportunitytolearn599Loyaltytoemployer/employees754(Note:Themeansareonaninepointsscale<1>themostpriority<9>thelessimportant)Fromtheinterview,managersoftenhaveinaccurateperceptionofwhatkindsofmotivationtheiremployeesneed.The1stissuethatarisesisthattheUSmanagershavegreathopethatsubordinateswillbeprimarilymotivatedbytheirwork.While,toChinese,thejobsecurity,goodpayandgoodinterpersonalrelationswereChinesethreeimportantchoices,whichislargelydifferentfromUSmanagers.Thefailuretoassesssubordinatesneedshasimplicationinsituationswhereindividualhavedifferentexperiences,concludingcultureexperiences,andthedatashowsthatthemanagementcaneasilymakemistakesinidentifyingtheneedsoftheirownworkforces,withtheirownc