社会成本问题The Impact of Cultural Differences on 宝宝打嗝怎么办I手术后饮食nternational Business Negotiation公元前230年
1.Introduction
International business negotiations are far more complex than domestic ones. The difficulties are due to the big differences between the two parties in a negotiation in language, value, behavior patterns, moral standards and so on. All tho factors are playing crucial roles in negotiations. The key to effective cross-cultural communication is knowledge. So we must learn and know as much knowledge as we can. Knowing the cultural differences can help us solve the problems and reduce the misunderstandings in International business negotiations. Due to the cultural differences, negotiators who come from different part of the world can form different negotiation styles. The relation between culture and negotiation styles has been the topic of much investigation and rearch in recent times. Being familiar with different cultural differences can help us get a clo view of different negotiation styles, and all the previous efforts can make the International business negotiation smooth. The thesis will elaborate on the cultural factors and their influences on negotiation styles in different countries.
2. 同义替换Cultural Influences and Types
2.1 Cultural Influences
When two groups from the same country are doing business, it is often possible to expedite the whole negotiation procedure. Becau they have the same cultural background, the mutual communications are easy to understand. This does not mean they have no obstacle during the whole negotiation procedure, but compare with people who do business from different cultures, they do not have the impact of cultural differences, so the contradictions em to be easy solved.后汉书
If two different cultures are involved, one party without a real knowledge of another culture, it may lead to misunderstandings. The international negotiators must be careful when handle the cultural differences and do not u the same way like negotiate with local businesspersons.
A great number of real cas show that due to misunderstandings, many business wer
e lost. For example, an American businessman once prented a clock to the daughter of his Chine counterpart on the occasion of her marriage, not knowing that clocks are inappropriate gifts in China becau they are associated with death. His insult led to the termination of the business relationship. It is also bad form to give the gifts of great value to the Japane than tho received.
As an international business negotiator, he or she must try his best to learn and know the culture differences in order to avoid some mistakes and through the cultural exchange to establish a good cooperation relationship with his partners.
2.2 Cultural Types
Beliefs and behaviors are different from different cultures, becau each develops its own means of explaining and coping with life. Four cultural dimensions can help to explain the differences between cultures. Though the distinctions between them em clear, the dimension should be regarded as a general guide. The four dimensions are gender, uncertainty avoidance, power distance and individualism.
Gender cultures can be divided into masculine and feminine types. Masculine cultures typically value asrtiveness, independence, task orientation and lf-achievement. Masculine societies tend to have a rigid division of x roles. The competitiveness and asrtiveness embedded in masculine societies may result in individuals perceiving the negotiation situation in win-or-lo terms. In masculine cultures, the party with the most competitive behavior is likely to gain more.
Feminine cultures value modesty, cooperation, nurturing and solidarity with the less fortunate. Femininity is related to empathy and social relations.
Uncertainty avoidance This term refers to how uncomfortable a person feel in risky or ambiguous situations. In high uncertainty avoidance cultures, people tend to avoid ten situations. The cultures tend to obrve formal bureaucratic rules, rely on rituals and standards, and trust only family and friends.
In low uncertainty avoidance cultures, people are generally more comfortable with ambiguous situations and are more accepting of risk. Low risk avoiders require much less 通知的英语作文
information, have fewer people involved in the decision-making, and can act quickly. Such cultures dislike hierarchy and typically find it inefficient and destructive. Deviance and new ideas are more highly tolerated. Cultures characterized by low uncertainty avoidance are likely to pursue problem-solving solutions rather than maintain the status quo.
Power distance Power distance refers to the acceptance of authority differences between peoplebibi下载—the disparity between tho who hold power and tho affected by power. High power-distance cultures are status conscious and respectful of age and niority. In high power-distance cultures, outward forms of status such as protocol, formality, and hierarchy are considered important. Decisions regarding rewards and redress of grievances are usually bad on personal judgments made by power holders. When someone from a high-masculinity culture attempts to work with someone from a high power-distance culture without either party recognizing the variations in their respective behaviors, clashes are likely to disrupt negotiations. In low power-distance cultures, people strive for power equalization and justice. A low power-distance cultural values com
petence over niority with a resulting consultative management style. Low masculinity and low power distance may be related to the sharing of information and the offering of multiple proposals as well as more cooperative and creative behavior.
