Impacts of Cultural Differences on Business NegotiationsWord文件下载.docx
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Impacts of Cultural Differences on Business NegotiationsWord文件下载.docx
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Inthebusinessnegotiationsbetweendifferentcountries,negotiatorsshouldaccepttheotherparty'
sculture,andtrytomakehimbeaccepted;
thenmakeacorrectevaluationwiththehelpofvalidcommunicationanddiscovertheirrealbenefitsbetweenthem.Besides,weshouldknowclearlyandtrytoaccepttheculturaldifferencesaspossibleaswecan.Itisveryimportantforthesuccessofculturenegotiations.
Ⅱ.DifferentBusinessCultures
Differentcountries,differentraceshavedifferentculturewhichaffecteachaspectofsociety.Sointheareaofbusinessletusfirstlygivedifferentculturedefinitiontheirfeathuresasthefollowingsix.
A.Task-centeredvsPeople-centered
Peoplewhoarepurelytask-orientedareconcernedentirelywithachievingabusinessgoal.Theyarenotatallconcernedabouttheeffectwhichtheirdeterminationwillhaveonthepeoplewithwhomtheycomeintocontact.Theywillpursuetheirbusinessobjectivesrelentlessly;
theywillgotothelimitsofmorality;
asnegotiators,theywillbeverytough,veryfighting,veryawareoftacticalploysandanxioustomakemaximumuseofthem.
Americanbusinesscultureisaveryexampleoftask-centered.Peopledon’twanttowastetimewiththesocialniceties;
theywanttogetdowntobusiness.Anotherwayofclassifyingthistypeofapproachistosaythatitisveryspecific.Peoplewhoadoptthisapproachtendtofocushardonspecificissues—thisshouldmeanthattimeissavedandobjectivesreachedmosteffectively.However,thereisalwaysadangerthatpersonalissuescanbeignored.Thesepersonalissuesmaybetheoneswhichmakeorbreakthedeal!
People-orientedmanagers,ontheotherhand,arehighlyconcernedaboutthewell-beingofthosewhoworkforthem,oralongsidethemorabovethem.Thiscanleadtoanalmosttotalneglectofthebusinessgoals.
Inthisrespect,theygivetimetosomesmalltalkbeforethemeetingstartsbecausetheybelievethiswillimprovecommunicationandlaythebasisforpossiblefuturerelationships.Anotherwayoflookingatthisistocallitdiffuse.Adiffuseapproachtobusinesswillplacegreatimportanceonalltheeventswhichsurroundtheactualdiscussiononthedeal,forexample,lunchtogether,socialconversationonthewaytotheairport,orachancetomeetyourpartner’sfamil.
Thereareintermediatepointsbetweentotaltask-orientationandtotalpeople-orientation.Itsplitsthiscentralareaintothreeparts.
low-orientationbothtotaskandtopeople
Butofcoursesuchlowachieverswouldhardlybeexpectedtoreachthestatusofnegotiators.medium-orientationbothtotaskandtopeople
Thiscentergroupischaracterizedbythecontinualsearchforcompromise.
high-orientationbothtotaskandtopeople
Thisstyleischaracterizedbytremendousopenness,trustinformsofrelationship,greatforethought,soundcreativedecisions.
Fromthethreeparts,werecognizealsothreestylesofnegotiatorswearelikelytomeetinpractice:
thefighter,thecollaborator,thecompromiser.
Howshouldthesethreedistinctivestylesofnegotiationinfluencethewayweconductournegotiations?
First,wemustrecognizethatthedifferentpatternsofbehavioraredeeplyingrainedinthepeoplewearelikelytomeet.Theywilltendnaturallytofollowtheirsetwaysofdoingthings.Theywillnoteasilyadapttoourapproach.
Thereforeifwewanttoadoptanapproachdifferentfromtheirs.Wemustbecomethemoreskillednegotiators,moreskilledindoingitourwaythantheyareindoingittheirway.
Second,wemusttakeaccountoftheotherparty’sstyleinourpreparations.Themostdifficultsituationiswhenwewanttonegotiatetoouradvantagebutweanticipateskilledfightersandfearbeingbeaten.Thenwemustprepareourdefensesincludingbidsandtactics.
Havingpreparedinthisway,wewillhaveahighdegreeofreadinesstoputforwardourbids,andsubsequentlytodefendthemandtousethetacticswehavethoughtabout.Morepositively,ifweanticipatemeetingskilledfightersbuthaveconfidenceinourownskills,ifwearenotafraidofbeingbeaten,thenourpreparationandconductofthenegotiationwillnotneedtobebasedonpreparingourdefenses.Ourpreparationsnowcanberestrictedtoobtainingacleardefinitionofpurposeandaims,withoutyetgoinghardonouropeningbids.
B.PioneervsBureaucrat
The“pioneer”isthestrongindividual.Heisprominentinhisownorganization.Thesortofmanisgoodatseizinganopportunity,spottingamarket,makingaprofit.Hetendstobeverydominating,goodatimprovising,intuitiveinhisthinking,charismaticinhispersonality.
Anegotiatorofthistypewillbepushful,forceful,readytotakedecisionsandtocometoagreements.Hewillbedistinguishableparticularlyinthewayinwhichheactsasateamleader:
focalpointoftheteam,theonewhospeaksfortheteamonallissues,theonewhouseshisteammemberstoobtaininformationforhimselfwhichhethentransmitstootherparty.
Suchateamleader,thoughusuallybubbleswithenergy,isevenabletohandleonlythecontentofanegotiation.Hecannotatthesametimehaveconsciousconcernfortheproceduresofthemeeting.
Bureaucracyisthepatternmostoftenfoundinlargeorganizations.Thestyleofworkingissystematized.Therearebooksofrules,standardizations,planning,numerous,lotsofchecking,double-checkingandcross-checking.Theorganizationisgovernedwithaclearhierarchy.Itiscompartmentalizedandco-ordinatedbythesystem,therules,theproceduresandtheobjectives.
Advantagewithinabureaucraticorganizationcomestothepeoplewhoaremostcompetentatplayingthegameaccordingtotherules.Thismeansthattheirnegotiatorsmaybeexpectedtohavebothobjectivesandstylesofworkingwhicharebureaucraticnegotiatortofitintothebudgetaryprovisionsthanthetotalsumofmoneyinvolved.Forstylizedbureaucrats,precisestatementsaretobeagreedateachstep.Eleganceandconformityaremaintainedastheygoalongthenegotiatingprocess.
Inanticipationofmeetingwithbureaucraticnegotiators,theotherpartydoeswelltoselectateamwhichhasboththepersonalityandexperiencetohandlethismannerofoperating.Theteamwillreadilyacceptthesystemofapproachwehaveadvocatedtonegotiations;
forexample,theywillfollowtheproceduraldisciplineofagreeingpurpose,planandpace,theirbehaviorwillbeimpeccable.Buttheattitudeoflookingtogetherforjointadvantagedoesnotcomeeasilytothesystems-minded.Theyseetwosidestorepresentedbythenegotiatingparties,notonegroupofpartiesworkingtowardsagreement.Bureaucraticorganizationsthustendtohavedistinctiveobjectivesandtonegotiateinthepattern“toouradvantage”.
C.Relationship-focusedvsDeal-focusedCultures
Deal-focusedpeoplearefundamentallytask-orientedwhilerelationship-focusedfolksaremorepeople-oriented.
Conflictsarisewhendeal-focusedexportmarketerstrytodobusinesswithprospectsfromrelationship-focusedmarkets.Manyrelationship-focusedpeoplefinddeal-focusedtypespushy,aggressiveandoffensivelyblunt.Inreturn,deal-focusedtypesoftenconsidertheirrelationship-focusedcounterpartsdilatoryManyrelationshipvagueandinscrutable.
Thevastmajorityoftheworld’smarketsarerelationship-oriented;
theArabworldandmostofAfrica,LatinAmericaandtheAsia/Pacificregionwherebusinesspeoplegetthingsdonethroughintricatenetworksofpersonalcontacts.Theyprefertodealwithfriendsandpersonsorgroupswhoarewellknowntothemandcanbetrusted.Theyareuncomfortabledoingbusinesswithstrangers,especiallystrangerswhoalsohappentobeforeigners.Likewise,relationship-orientedfirmstypicallywanttoknowtheirprospectivebusinesspartnersverywellbeforetalkingbusinesswiththem.
Incontrast,thedeal-focusedapproachiscommoninonlyasmallpartoftheworld.Stronglydeal-focusedculturesarefoundinnorthernEurope,NorthAmerica,AustraliaandNewZealand,wherepeoplearerelativelyopentodoingbusinesswithstrangers.
Moderatelydeal-focusedculturedcouldbefoundinGreatBritain,SouthAfrica,LatinEurope,CentralandEasternEurope,Chile,southernBrazil,northernMexico,andSingapore.
This“GreatDivide”betweentheworld’sculturesaffectsthewayofbusinessconductedfromthebeginningtotheendofanycommercialrelationship.Forstarters,thewaythefirstapproachismadetopotentialbuyersorpartnersdependsuponwhethertheyareindeal-focusedorrelationship-focusedcultures.
Indeal-focusedcultures,peoplearerelativelyopentodealingwithstrangers.Themarketercanmakeinitialcontactwiththeprospecti
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