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类型跨文化交际实用教程-Unit7课件.ppt(纯ppt,可能不含音视频素材)

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    文化 交际 实用教程 Unit7 课件
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    1、1大家好大家好Unit 7Cultural Variations in Negotiation StylesNegotiation Managements ability to negotiate productively effects their ability to implement strategies Negotiation is the process of discussion by which two or more parties aim to reach a mutually acceptable agreement Negotiating across borders

    2、is more complex because of the number of stakeholders involvedThe Negotiation ProcessStage One Preparation Negotiator must familiarize themselves with The entire context and background of their counterparts To the specific subjects to be negotiated Differences in culture,language,and environment Man

    3、agers must have an understanding of their own negotiating styleStage One-Preparation Managers should find out as much as possible about The kinds of demands that might be made The composition of the opposing team The relative authority that the members possess Develop a profile of their counterparts

    4、 They consider different variables during this process as wellThe Negotiation Process Relationship building taking time to build mutual trust before starting business discussions May require go-betweens Be prepared to wait for the other party to start business negotiations Exchanging task related in

    5、formation 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 needsThe Negotiation Process Persuasion during this stage both parties try to persuade the ot

    6、her to accept more of their position while giving up some of their own;there are recognizable tactics for this stage Stressful tactics Concessions and Agreements at this point each side will make various concessions so that an agreement can be reached and signedUnderstanding Negotiation StylesUnders

    7、tanding 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 subjec

    8、tive feelings.Russians employ axiomatic appeals that is,their appeals are based on the ideals generally accepted in their society.Profile of an American Negotiator Knows when to compromise Takes a firm stand at the beginning of the negotiation Refuses to make concessions beforehand Keeps his or her

    9、cards close to his or her chest Accepts compromises only when the negotiation is deadlocked Sets up the general principles and delegates the detail work to associates Keeps a maximum of options open before negotiation Operates in good faithProfile of an American Negotiator Respects the“opponents”Sta

    10、tes his or her position as clearly as possible Knows when he or she wishes a negotiation to move on Is fully briefed about the negotiated issues Has a good sense of timing and is consistent Makes the other party reveal his or her position while keeping his or her own position hidden as long as possi

    11、ble Lets the other negotiator come forward first and looks for the best dealProfile of an Indian Negotiator Looks for and says the truth Is not afraid of speaking up and has no fears Exercises self-control Seeks solutions that will please all the parties involved Respects the other party Neither use

    12、s violence nor insults Is ready to change his or her mind and differ with himself or herself at the risk of being seen as inconsistent and unpredictableProfile of an Indian Negotiator Puts things into perspective and switches easily from the small picture to the big one Is humble and trusts the oppo

    13、nent Is able to withdraw,use silence,and learn from within Relies on himself or herself,his or her own resources and strengths Appeals to the other partys spiritual identity Is tenacious,patient,and persistent Learns from the opponent and avoids the use of secrets Goes beyond logical reasoning and t

    14、rusts his or her instinct as well as faithProfile of an Arab Negotiator Protects all the parties honor,self-respect,and dignity Avoids direct confrontation between opponents Is respected and trusted by all Does not put the parties involved in a situation where they have to show weakness or admit def

    15、eat Has the necessary prestige to be listened to Is creative enough to come up with honorable solutions for all parties Is impartial and can understand the positions of the various parties without leaning toward one or the otherProfile of an Arab Negotiator Is able to resist any kind of pressure tha

    16、t the opponents could try to exercise on him Uses references to people who are highly respected by the opponents to persuade them to change their minds on some issues Can keep secrets and in so doing gains the confidence of the negotiating parties Controls his temper and emotions Can use conference

    17、as mediating devices Knows that the opponent will have problems in carrying out the decisions made during the negotiation Is able to cope with the Arab disregard for timeManaging NegotiationManaging Negotiation Successful management of intercultural negotiations requires the manager To gain specific

    18、 knowledge of the parties in the upcoming meeting To prepare accordingly to adjust to and control the situation To be innovative A problem solving approach is essential to successful cross-cultural negotiations Treat everyone with respect,avoid making anyone feel uncomfortable,dont criticize or blam

    19、e others in a personal way such that they lose faceUsing 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)

    20、Decreasing the direct and indirect costs of negotiations,such as costs caused by time delays(strikes,violence),and attorneys fees,among others Maximizing the chances for optimal outcomesComparative Management in Focus:Negotiating with the ChineseThe Chinese think in terms of process that has no culm

    21、ination.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,2001Compar

    22、ative Management in Focus:Negotiating with the Chinese Business people have two major areas of conflict when negotiating with the Chinese Amount of detail about product characteristics Apparent insincerity about reaching an agreement Chinese negotiation process is affected by three cultural norms Po

    23、liteness and emotional restraint Emphasis on social obligations Belief in the interconnection of work,family,and friendshipComparative Management in Focus:Negotiating with the Chinese Tips to foreigners conducting business in China Practice patience Accept prolonged periods of stalemate Refrain from

    24、 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 cultural traitsManaging ConflictDecision Making Stages in the Rational Decision Ma

    25、king Model Defining the problem Gathering and analyzing relevant data Considering alternative solutions Deciding on the best solution Implementing the decisionCultural Variables Affecting Decision Making Objective(basing decisions on rationality)versus subjective(basing decisions on emotions)approac

    26、h Risk tolerance Locus of control internal(managers in control of events),or external(managers have little control over events)Cultural Variables Affecting Decision MakingComparative Management in Focus:Decision Making in JapanRingi system:time to decide vs.time to implementLooking Ahead Chapter 6-Formulating Strategy Reasons for going international Strategic Formulation Process Steps in Developing International and Global StrategiesStakeholders ReturnTwelve Variables in the Negotiation Process

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