跨文化交流与谈判ppt课件

1、Chapter7Cross-Cultural Communication and NegotiationThe specific objectives of this chapter are:DEFINE the term communication, examine some examples of verbal communication styles, and explain the importance of message interpretation.ANALYZE the common downward and upward communication flows used in

2、 international communication.EXAMINE the language, perception, and culture of communication, and nonverbal barriers to effective international communications.Chapter7Cross-Cultural Communication and NegotiationPRESENT the steps that can be taken to overcome international communication problems.5. DE

3、VELOP approaches to international negotiations that respond to differences in culture.REVIEW different negotiating and bargaining behaviors that may improve negotiations and outcomes.The specific objectives of this chapter are:3Communication Process and Verbal Communication StylesnCommunicationnThe

4、process of transferring meanings from sender to receivernVerbal communication stylesnContext is information that surrounds a communication and helps convey the messagenMessages are often highly coded and implicit in high-context societies, such as Japan and many Arab countriesnThe message is explici

5、t and the speaker says precisely what he or she means in low-context societies such as the United States and Canada4Explicit and Implicit CommunicationHigh-context/implicit communication culturesLow-context/explicit communication culturesGermansSwiss GermansScandinaviansNorth AmericansFrenchEnglishI

6、taliansLatin AmericansArabsJapaneseAdapted from Figure 71: Explicit/Implicit Communication: An International Comparison5Table 71Major Characteristics of Verbal StylesPhases of Multicultural DevelopmentAdapted from Table 71: Major Characteristics of Verbal StylesIndirect vs. directIndirectDirectImpli

7、cit messagesExplicit messagesCollective, high contextIndividualistic, low contextSuccinct vs. elaborateElaborateHigh quantity of talkModerate uncertainty avoidance, high contextExactingModerate amount of talkLow uncertainty avoidance, low contextSuccinctLow amount of talkHigh uncertainty avoidance,

8、high contextCultures in WhichMajor Interaction Focus Characteristic ItVerbal Style Variation and Content Is Found6Table 71Major Characteristics of Verbal StylesPhases of Multicultural DevelopmentCultures in WhichMajor Interaction Focus Characteristic ItVerbal Style Variation and Content Is FoundAdap

9、ted from Table 71: Major Characteristics of Verbal StylesContextual vs. personalContextualFocus is on the speaker and role relationshipsHigh power distance, collective, high contextPersonalFocus is on the speaker and personal relationshipsLow power distance, individualistic, low contextAffective vs.

10、 instrumentalAffectiveLanguage is process oriented and receiver focusedCollective, high contextInstrumentalLanguage is goal oriented and sender focusedIndividualistic, low context7Communication Process and Verbal Communication StylesnIndirect and direct stylesnIn high-context cultures, messages are

11、implicit and indirectnVoice intonation, timing, and facial expressions play important roles in conveying informationnIn low-context cultures, people often meet only to accomplish objectives and tend to be direct and focused in their communicationsVerbal communication styles (continued)8Communication

12、 Process and Verbal Communication StylesnElaborate and succinct stylesnThree degrees of communication quantity elaborate, exacting, and succinct. nThe elaborating style is more popular in high-context cultures that have a moderate degree of uncertainty avoidancenThe exacting style focuses on precisi

13、on and the use of the right amount of words to convey the message and is more common in low-context, low-uncertainty-avoidance culturesnThe succinct style is more common in high-context cultures with considerable uncertainty avoidance where people tend to say few words and allow understatements, pau

14、ses, and silence to convey meaning. Verbal communication styles (continued)9Communication Process and Verbal Communication StylesnContextual and personal stylesnContextual style is one that focuses on the speaker and relationship of the partiesnContextual style is often associated with high-powerdis

15、tance, collective, high-context culturesnPersonal style focuses on the speaker and the reduction of barriers between the parties nPersonal style is more popular in low-power-distance, individualistic, low-context culturesVerbal communication styles (continued)10Communication Process and Verbal Commu

16、nication StylesnAffective and instrumental stylesnAffective style is common in collective, high-context cultures and is characterized by language that requires the listener to note what is said and to observe how the message is presentednThe meaning is often nonverbal and requires the receiver to us

17、e his or her intuitive skills to decipher the messagenInstrumental style is goal oriented and focuses on the sender who clearly lets the other party know what he or she wants the other party to know.nThe instrumental style is more commonly found in individualistic, low-context culturesVerbal communi

18、cation styles (continued)11Summary of Verbal Styles12Communication FlowsnDownward communicationnTransmission of information from manager to subordinatenPrimary purpose of manager-initiated communication is to convey orders and informationnManagers use this channel for instructions and performance fe

19、edbacknThe channel facilitates the flow of information to those who need it for operational purposes13Communication EpigramsAdapted from Figure 72: Communication Epigrams14Matsushitas PhilosophyTable 73Matsushitas PhilosophyAdapted from Table 73: Matsushitas PhilosophyBasic Business PrinciplesTo rec

20、ognize our responsibilities as industrialists, to foster progress, to promote the general welfare of society, and to devote ourselves to the further development of world culture.Employees CreedProgress and development can be realized only through the combined efforts and cooperation of each member o

21、f the Company. Each of us, therefore, shall keep this idea constantly in mind as we devote ourselves to the continuous improvement of our Company.15Matsushitas PhilosophyTable 73Matsushitas PhilosophyAdapted from Table 73: Matsushitas PhilosophyThe Seven Spiritual ValuesNational service through indu

22、stryFairnessHarmony and cooperationStruggle for bettermentCourtesy and humilityAdjustment and assimilationGratitude16Communication BarriersnLanguage barriersnCultural barriersnSuggestions that can be of value to American managers who are engaged in international communications include:nBe careful no

23、t to use generalized statements about benefits, compensation, pay cycles, holidays, or policies in your worldwide communications.nSince most of the world uses the metric system, be sure to include converted weights and measures in all internal and external communications.nKeep in mind that even in E

24、nglish-speaking countries, words may have different meanings. Not everyone knows what is meant by “counterclockwise,” or “quite good.”17Communication BarriersnRemember that letterhead and paper sizes differ worldwide. The 812 by 11-inch page is a U.S. standard, but most countries use an A4 (814 1112

25、-inch) size for their letterhead, with envelopes to match.nDollars are not unique to the United States. There are Australian, Bermudian, Canadian, Hong Kong, Taiwanese, and New Zealand dollars, among others. So when referring to American dollars, it is important to use “US$.”nLanguage barriersnCultu

26、ral barriersnSuggestions that can be of value to American managers who are engaged in international communications include:18Nonverbal CommunicationnNonverbal communicationnThe transfer of meaning through means such as body language and use of physical spacenKinesicsnThe study of communication throu

27、gh body movement and facial expressionnEye contactnPosturenGesturesnChromaticsnThe use of color to communicate messages19Nonverbal CommunicationnProxemicsnThe study of the way that people use physical space to convey messagesnIntimate distance is used for very confidential communicationsnPersonal di

28、stance is used for talking with family and close friendsnSocial distance is used to handle most business transactionsnPublic distance is used when calling across the room or giving a talk to a group20Personal Space in the U.S.Intimate distance18”Personal distance18” to 4Social distance4 to 8Public d

29、istance8 to 10Adapted from Figure 73: Personal Space Categories for Those in the United States21Nonverbal CommunicationnChronemicsnMonochronic time schedulenThings are done in a linear fashion.nManager addresses Issue A first and then moves on to Issue BnTime schedules are very important and time is

30、 viewed as something that can be controlled and should be used wiselynPolychronic time schedulesnPeople tend to do several things at the same timenPeople place higher value on personal involvement than on getting things done on timenSchedules are subordinated to personal relationships22Achieving Com

31、munication EffectivenessnImprove feedback systemsnTwo basic types of feedback systems between home office and affiliatesnPersonal (e.g., face-to-face meetings, telephone conversations and personalized e-mail)nImpersonal (e.g., reports, budgets, and plans)nLanguage trainingnCultural trainingnFlexibil

32、ity and cooperation23Flexibility Cooperation: Intercompany Interaction and NegotiationTable 77Negotiation Styles from a Cross-Cultural PerspectiveAdapted from Table 77: Negotiation Styles from a Cross-Cultural Perspective24Flexibility Cooperation: Intercompany Interaction and NegotiationTable 77Nego

33、tiation Styles from a Cross-Cultural PerspectiveAdapted from Table 77: Negotiation Styles from a Cross-Cultural Perspective25Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allidentify the objectives ne

34、gotiators would like to attain and explore the possible options for reaching these objectivesSet limits on single-point objectivesDivide issues into short- and long-term considerations and decide how to handle eachDetermine the sequence in which to discuss the various issuesPlanning26Managing Cross-

35、Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allGet to know the people on the other side “Feeling out” period is characterized by the desire to identify those who are reasonable and those who are notPlanningImperso

36、nal Relationship Building27Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allEach group sets forth its position on the critical issuesThese positions often change later in the negotiationsParticipants

37、try to find out what the other party wants to attain and what it is willing to give upPlanningImpersonal Relationship BuildingExchanging Task-Related Information28Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is accep

38、table to allSuccess of the persuasion step depends onHow well the parties understand each others positionThe ability of each to identify areas of similarity and differencesThe ability to create new optionsThe willingness to work toward a mutually acceptable solutionPlanningImpersonal Relationship Bu

39、ildingExchanging Task-Related InformationPersuasion29Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allPlanningImpersonal Relationship BuildingExchanging Task-Related InformationPersuasionAgreementGrant concessions and hammer out