跨文化交际实用教程 Unit.ppt

,Unit 7Cultural Variations in Negotiation Styles,2006 Prentice Hall,5-2,Negotiation,Managements 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 across borders is more complex because of the number of stakeholders involved,2006 Prentice Hall,5-3,The Negotiation Process,2006 Prentice Hall,5-4,Stage One Preparation,Negotiator must familiarize themselves withThe entire context and background of their counterpartsTo the specific subjects to be negotiatedDifferences in culture,language,and environmentManagers must have an understanding of their own negotiating style,2006 Prentice Hall,5-5,Stage One-Preparation,Managers should find out as much as possible aboutThe kinds of demands that might be madeThe composition of the opposing teamThe relative authority that the members possessDevelop a profile of their counterpartsThey consider different variables during this process as well,2006 Prentice Hall,5-6,The Negotiation Process,Relationship building taking time to build mutual trust before starting business discussionsMay require go-betweensBe 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 sessionRole reversal:showing an understanding of the other partys viewpoint and needs,2006 Prentice Hall,5-7,The Negotiation Process,Persuasion 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 stageStressful tacticsConcessions and Agreements at this point each side will make various concessions so that an agreement can be reached and signed,2006 Prentice Hall,5-8,Understanding Negotiation Styles,2006 Prentice Hall,5-9,Understanding Negotiation Styles,For North Americans,negotiations are businesslike;their factual appeals are based on what they believe is objective 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 Hall,5-10,Profile of an American Negotiator,Knows 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 delegates the detail work to associatesKeeps a maximum of options open before negotiationOperates in good faith,2006 Prentice Hall,5-11,Profile of an American Negotiator,Respects the“opponents”States his or her position as clearly as possibleKnows when he or she wishes a negotiation to move onIs fully 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 Hall,5-12,Profile of an Indian Negotiator,Looks 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 the risk of being seen as inconsistent and unpredictable,2006 Prentice Hall,5-13,Profile of an Indian Negotiator,Puts 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 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 Hall,5-14,Profile of an Arab 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 enough 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 Hall,5-15,Profile of an Arab Negotiator,Is able to resist any kind of pressure that the opponents could try to exercise on himUses 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 will have problems in carrying out the decisions made during the negotiationIs able to cope with the Arab disregard for time,2006 Prentice Hall,5-16,Managing Negotiation,2006 Prentice Hall,5-17,Managing Negotiation,Successful management of intercultural negotiations requires the managerTo gain specific knowledge of the parties in the upcoming meetingTo prepare accordingly to adjust to and control the situationTo be innovativeA problem solving approach is essential to successful cross-cultural negotiationsTreat everyone with respect,avoid making anyone feel uncomfortable,dont criticize or blame others in a personal way such that they lose face,2006 Prentice Hall,5-18,Using the Web to Support Negotiations,Negotiation 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 parties 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 Hall,5-19,Comparative Management in Focus:Negotiating with the Chinese,The Chinese think 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.Henry Kissinger,Newsweek,May,2001,2006 Prentice Hall,5-20,Comparative Management in Focus:Negotiating with the Chinese,Business people have two major areas of conflict when negotiating with the ChineseAmount of detail about product characteristicsApparent insincerity about reaching an agreementChinese negotiation process is affected by three cultural normsPoliteness and emotional restraintEmphasis on social obligationsBelief in the interconnection of work,family,and friendship,2006 Prentice Hall,5-21,Comparative Management in Focus:Negotiating with the Chinese,Tips to foreigners conducting business in ChinaPractice patienceAccept prolonged periods of stalemateRefrain from exaggerated expectationsDiscount Chinese rhetoric about future prospectsExpect the Chinese to try to manipulate by shamingResist the temptation to believe that difficulties are your faultTry to understand Chinese cultural traits,2006 Prentice Hall,5-22,Managing Conflict,2006 Prentice Hall,5-23,Decision Making,Stages in the Rational Decision Making ModelDefining the problemGathering and analyzing relevant dataConsidering alternative solutionsDeciding on the best solutionImplementing the decision,2006 Prentice Hall,5-24,Cultural Variables Affecting Decision Making,Objective(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 Hall,5-25,Cultural Variables Affecting Decision Making,2006 Prentice Hall,5-26,Comparative Management in Focus:Decision Making in Japan,Ringi system:time to decide vs.time to implement,2006 Prentice Hall,5-27,Looking Ahead,Chapter 6-Formulating StrategyReasons for going internationalStrategic Formulation ProcessSteps in Developing International and Global Strategies,2006 Prentice Hall,5-28,Stakeholders,Return,2006 Prentice Hall,5-29,Twelve Variables in the Negotiation Process,2006 Prentice Hall,5-30,Persuasion Tactics,Return,