跨文化交际实用教程-Unit7

《跨文化交际实用教程-Unit7》由会员分享，可在线阅读，更多相关《跨文化交际实用教程-Unit7（30页珍藏版）》请在装配图网上搜索。

1、Unit 7Cultural Variations in Negotiation Styles 2006 Prentice Hall5-2NegotiationManagements ability to negotiate productively effects their ability to implement strategiesNegotiation is the process of discussion by which two or more parties aim to reach a mutually acceptable agreementNegotiating acr

2、oss borders is more complex because of the number of stakeholders involved 2006 Prentice Hall5-3The Negotiation Process 2006 Prentice Hall5-4Stage One Preparation Negotiator must familiarize themselves with The entire context and background of their counterparts To the specific subjects to be negoti

3、ated Differences in culture,language,and environmentManagers must have an understanding of their own negotiating style 2006 Prentice Hall5-5Stage One-PreparationManagers should find out as much as possible about The kinds of demands that might be made The composition of the opposing team The relativ

4、e authority that the members possessDevelop a profile of their counterpartsThey consider different variables during this process as well 2006 Prentice Hall5-6The Negotiation ProcessRelationship building taking time to build mutual trust before starting business discussions May require go-betweens Be

5、 prepared to wait for the other party to start business negotiationsExchanging task related information during this stage each side makes a presentation and states its position,normally followed by a question-and-answer session Role reversal:showing an understanding of the other partys viewpoint and

6、 needs 2006 Prentice Hall5-7The Negotiation ProcessPersuasion during this stage both parties try to persuade the other to accept more of their position while giving up some of their own;there are recognizable tactics for this stage Stressful tacticsConcessions and Agreements at this point each side

7、will make various concessions so that an agreement can be reached and signed 2006 Prentice Hall5-8Understanding Negotiation Styles 2006 Prentice Hall5-9Understanding Negotiation StylesFor North Americans,negotiations are businesslike;their factual appeals are based on what they believe is objective

8、information,presented with the assumption that it is understood by the other side on a logical basis.Arabs use affective appeals based on emotions and subjective feelings.Russians employ axiomatic appeals that is,their appeals are based on the ideals generally accepted in their society.2006 Prentice

9、 Hall5-10Profile of an American NegotiatorKnows when to compromiseTakes a firm stand at the beginning of the negotiationRefuses to make concessions beforehandKeeps his or her cards close to his or her chestAccepts compromises only when the negotiation is deadlockedSets up the general principles and

10、delegates the detail work to associatesKeeps a maximum of options open before negotiationOperates in good faith 2006 Prentice Hall5-11Profile of an American NegotiatorRespects the“opponents”States his or her position as clearly as possibleKnows when he or she wishes a negotiation to move onIs fully

11、briefed about the negotiated issuesHas a good sense of timing and is consistentMakes the other party reveal his or her position while keeping his or her own position hidden as long as possibleLets the other negotiator come forward first and looks for the best deal 2006 Prentice Hall5-12Profile of an

12、 Indian NegotiatorLooks for and says the truthIs not afraid of speaking up and has no fearsExercises self-controlSeeks solutions that will please all the parties involvedRespects the other partyNeither uses violence nor insultsIs ready to change his or her mind and differ with himself or herself at

13、the risk of being seen as inconsistent and unpredictable 2006 Prentice Hall5-13Profile of an Indian NegotiatorPuts things into perspective and switches easily from the small picture to the big oneIs humble and trusts the opponentIs able to withdraw,use silence,and learn from withinRelies on himself

14、or herself,his or her own resources and strengthsAppeals to the other partys spiritual identityIs tenacious,patient,and persistentLearns from the opponent and avoids the use of secretsGoes beyond logical reasoning and trusts his or her instinct as well as faith 2006 Prentice Hall5-14Profile of an Ar

15、ab Negotiator Protects all the parties honor,self-respect,and dignityAvoids direct confrontation between opponentsIs respected and trusted by allDoes not put the parties involved in a situation where they have to show weakness or admit defeatHas the necessary prestige to be listened toIs creative en

16、ough to come up with honorable solutions for all partiesIs impartial and can understand the positions of the various parties without leaning toward one or the other 2006 Prentice Hall5-15Profile of an Arab NegotiatorIs able to resist any kind of pressure that the opponents could try to exercise on h

17、imUses references to people who are highly respected by the opponents to persuade them to change their minds on some issuesCan keep secrets and in so doing gains the confidence of the negotiating partiesControls his temper and emotionsCan use conference as mediating devicesKnows that the opponent wi

18、ll have problems in carrying out the decisions made during the negotiationIs able to cope with the Arab disregard for time 2006 Prentice Hall5-16Managing Negotiation 2006 Prentice Hall5-17Managing NegotiationSuccessful management of intercultural negotiations requires the manager To gain specific kn

19、owledge of the parties in the upcoming meeting To prepare accordingly to adjust to and control the situation To be innovativeA problem solving approach is essential to successful cross-cultural negotiations Treat everyone with respect,avoid making anyone feel uncomfortable,dont criticize or blame ot

20、hers in a personal way such that they lose face 2006 Prentice Hall5-18Using the Web to Support NegotiationsNegotiation Support Systems(NSS)can provide support for the negotiation process by:Increasing the likelihood that an agreement is reached when a zone of agreement exists(solutions that both par

21、ties would accept)Decreasing the direct and indirect costs of negotiations,such as costs caused by time delays(strikes,violence),and attorneys fees,among othersMaximizing the chances for optimal outcomes 2006 Prentice Hall5-19Comparative Management in Focus:Negotiating with the ChineseThe Chinese th

22、ink in terms of process that has no culmination.Americans think in terms of concrete solutions to specific problems.The Chinese approach is impersonal,patient and aloof.To Americans,Chinese leaders seem polite but aloof and condescending.To the Chinese,Americans appear erratic and somewhat frivolous

23、.Henry Kissinger,Newsweek,May,2001 2006 Prentice Hall5-20Comparative Management in Focus:Negotiating with the ChineseBusiness people have two major areas of conflict when negotiating with the Chinese Amount of detail about product characteristics Apparent insincerity about reaching an agreementChine

24、se negotiation process is affected by three cultural norms Politeness and emotional restraint Emphasis on social obligations Belief in the interconnection of work,family,and friendship 2006 Prentice Hall5-21Comparative Management in Focus:Negotiating with the ChineseTips to foreigners conducting bus

25、iness in China Practice patience Accept prolonged periods of stalemate Refrain from exaggerated expectations Discount Chinese rhetoric about future prospects Expect the Chinese to try to manipulate by shaming Resist the temptation to believe that difficulties are your fault Try to understand Chinese

26、 cultural traits 2006 Prentice Hall5-22Managing Conflict 2006 Prentice Hall5-23Decision MakingStages in the Rational Decision Making Model Defining the problem Gathering and analyzing relevant data Considering alternative solutions Deciding on the best solution Implementing the decision 2006 Prentic

27、e Hall5-24Cultural Variables Affecting Decision MakingObjective(basing decisions on rationality)versus subjective(basing decisions on emotions)approachRisk toleranceLocus of control internal(managers in control of events),or external(managers have little control over events)2006 Prentice Hall5-25Cul

28、tural Variables Affecting Decision Making 2006 Prentice Hall5-26Comparative Management in Focus:Decision Making in JapanRingi system:time to decide vs.time to implement 2006 Prentice Hall5-27Looking AheadChapter 6-Formulating Strategy Reasons for going international Strategic Formulation Process Steps in Developing International and Global Strategies 2006 Prentice Hall5-28Stakeholders Return 2006 Prentice Hall5-29Twelve Variables in the Negotiation Process 2006 Prentice Hall5-30Persuasion TacticsReturn