跨文化交际课程unit6PPT文件格式下载.ppt
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跨文化交际课程unit6PPT文件格式下载.ppt
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InterculturalcommunicationLecture6:
@#@CuturalVariationsinNegotiationStylesReviewmCulturalValuesComparisonBetweenChineseValuesandWesternValues(expressinggratitude,symbolizationandattitudestowardswomen)mCulturalDimensionsPowerDistance(smallandlarge)IndividualismVersusCollectivismMasculinityVersusFeminityUncertaintyAvoidance(lowandhigh)TheMianContentmThelifecycleofagroupStageone:
@#@FormingStagetwo:
@#@StormingStagethree:
@#@NormingStagefour:
@#@PerformingmCuturalVariationsinNegotiationStylesCulturalVariationsinConductingBusinessCulturalVariationsinSelectingNegotiatorsCuturalVariationsinDecision-makingWarm-upcasesWhenPresidentGeorgeBushwenttoJapanwithleadingAmericanbusinessmen,hemadeexplicitanddirectdemandsonJapaneseleaders,whichviolatedJapaneseetiquette.TotheJapanese,itisrudeandasignofignoranceordesperationtomakedirectdemands.SomeanalystsbelieveitseverelydamagedthenegotiationsandconfirmedtotheJapanesethatAmericansarebarbarians.AJapanesemanagerinanAmericancampanywastoldtogivecriticalfeedbacktoasubordinateduringaperformanceevaluation.BecausetheJapaneseareusedtohighcontextlanguageandareuncomfortablewithgivingdirectfeedback,ittookthemanagerfivetriesbeforehewasdirectenoughfortheAmericansubordinatetounderstand.mQuestionsfordiscussion:
@#@WhydidtheJapanesethinkthatAmericansarebarbarians?
@#@WhywasitsodifficultfortheJapanesemanagertotellhissubordinateabouthispoorperformance?
@#@Case2UnhappywiththeMoneyPaidMr.WangandMr.zhengmetDr.Huang,aChineseAustralian,whiledoingtheirMAcourseinTESOLattheformerCanberraCollegeofAdvancedEducation.Everyotherweekend,Dr.HuangwouldaskMr.WangandMr.zheng,togetherwithoneortwootherstudents,tocometoherhomefordinner.Everyoneseemedathomewitheachotherandgotonverynicely.Duringoneconversation,Dr.HuangfoundoutMr.WangandMr.zhengweregoodcarpenters,sosheaskediftheycouldhelpherteardowntheoldfenceanderectanewonearoundherhouse.Feelinggratefultoherforallthewonderfulthingsshehaddoneforthemandalltheeffortsshehadmadeinhelpingthemadjusttothenewculture,thetwoChinesestudentsinstantlyagreedandpromisedtomakeheraChinese-stylefencethatwouldaddahomefeelingtohertypicalAustralianhouse.Duringthesemesterbreak,thetwostudentsarrivedinDr.Huangsplace,wheretheylookedaroundandenjoyedsomedrinks.Justastheyweretostartworkonthefence,Dr.Huangaskedhowmuchmoneytheywantedforthewholeproject.Mr.Zhengsmiledandsaid,Youdonthavetopay.Wearehappytobeabletodosomethingforyou.AtDr.Huangsinsistence,Mr.Wangshylyaskedifonehundreddollarswouldbeallright.Dr.HuanghandedthemanenvelopwithonehundredAustraliandollarsenclosed.SeeingthatMr.Zhengdidnotopentheenvelope,Dr.Huanginsistedthattheyconfirmtherewasonehundreddollarsenclosed.Abitembarrassed,Mr.Zhengopeneditandassuredherthattherewasnomistake.Theythankedeachother,andMr.WangandMr.Zhengleftherplace,withDr.Huangconfusedabouttheiruneasyfeeling.WhenMr.WangandMr.Zhengreturnedtotheirresidence,theycomplainedaboutherbeingstingy.Questionfordiscussion;@#@WhywereMr.ZhengandMr.Wangunhappywhentheyopenedtheenvelopeandsawtheonehundreddollars?
@#@Chineseareusuallyillateasewhentalkingaboutpaywithfriendsorrelatives.ThelifecycleofagroupmStageone:
@#@FormingmWhenagroupisforming,membersexpectthenewgrouptobeliketheirpreviousgroupexperiences.Example:
@#@SolvingProblemsmAChinesefamilyworriesabouttheirchildssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyhavingoneoftheparentsorgrandparentsaccompanythechildtoschool.mAnAmericanfamilyworriesabouttheirchildssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyorganizingagroupofparentstoasktheschooladministrationtoprovideacrossingguardattheintersectionduringthehourschildrenarecomingandgoingfromschool.Why?
@#@Individualiststhinkgroupscanaccomplishthingsapersoncannotdoalone,soformingagroupisawaytoachievepersonalgoals.WhataretheChineseattitudestowardsjoininggroups?
@#@ToindividualistsmAllgroupsaretemporary;@#@mGroupscanaccomplishthingsapersoncannotdoalone,soformingorjoiningagroupisawaytoachievepersonalgoals;@#@mIfthebossassignshimtoworkonataskforce,theindividualistislikelytoseehisbosssassignmentasachancetodevelophisleadershipskills;@#@mTheyexpecteachgrouptobedifferent.ToCollectivistsmTheyarelikelytoseehimselfasarepresentativeofhisimportantingroups;@#@mParticipatingisnotapersonalchoicebutaresponsetothewishesofothers;@#@mTheusualattitudeofacollectivististoexpectthenew
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