毕业论文TheImpactofCulturalDifferencesonInternationalBusinessNegotiation

1、 . PAGE16 / NUMPAGES23毕业设计(论文)The Impact of Cultural Differences on International Business Negotiation学 院年 级级 班专 业学 号学生指导老师20年月毕业论文(设计)诚信承诺书题目学生学号专业班级学生承诺我承诺在毕业论文(设计)活动中，遵守学校有关规定，恪守学术规，本人毕业论文(设计)容除特别注明和引用外，均为本人观点，不存在剽窃、抄袭他人学术成果，伪造、篡改实验数据的情况，如果有违规行为和论文抄袭率达到30%以上，我愿意承担一切责任，接受学校的处理。 学生(签名)： 年 月 日查询毕业设计

2、（论文）抄袭结果： % 指导教师承诺我承诺在毕业论文(设计)活动中，遵守学校有关规定，恪守学术规，经过本人核查，该生毕业论文(设计)容除特别注明和引用外，均为本人观点，不存在剽窃、抄袭他人学术成果，伪造、篡改实验数据的现象。 指导教师(签名)： 年 月 日科技职业学院毕业设计（论文）评审表（指导教师用）学号题目评价项目具体要求权重ABCDE调查论证能独立查阅文献和从事其他调研；能正确翻译外文资料；能提出并较好地论述课题的实施方案；有收集、加工各种信息与获取新知识的能力。0.1研究方案的设计能力论文的整体思路清晰，结构完整、研究方案完整有序。0.2分析与解决问题的能力能运用所学知识和技能去发现与

3、解决实际问题；能正确处理实验数据；能对课题进行理论分析，得出有价值的结论。0.2工作量与工作态度按期圆满完成规定的任务，工作量饱满，难度较大；工作努力，遵守纪律；工作作风严谨务实。0.2质量综述简练完整，有见解；立论正确，论述充分，结论严谨合理；试验正确，分析处理科学；文字通顺，技术用语准确，符号统一，编号齐全，书写工整规，图表完备、整洁、正确；论文结果有应用价值。0.2创新工作中有创新意识；对前人工作有改进、突破或独特见解。0.1评定成绩（优、良、中、与格、不与格）指导教师意见：指导教师用黑色笔迹填写，不少于80字。指导教师签名：20 年 月 日说明：在“A、B、C、D、E”对应的栏目下划“

4、”科技职业学院毕业设计(论文)任务书学生学号指导教师学院名称专业名称论文题目所有表格需打印内容均为5号宋体题目来源实习实践（ ）理论研究（ ）一、基本任务与要求基本任务：通过论文与设计，利用自己的专业知识对人事系统的基本管理模块与功能进行实现，界面清晰明了，人机对话简单方便指导教师用黑色笔迹填写，字数为100120要求：设计要有一定的专业性，体现出自己的专业所学，对Visual Basic界面实现把握恰当，视觉效果很好；系统模块检索功能操作方便二、工作容与时间安排1选题：20 年 月 日前2开题报告：20 年 月 日前3收集资料与实施研究：20 年 月 日前4完成初稿：20 年 月 日前5完成

5、修改稿：20 年 月 日前6完成定稿：20 年 月 日前7答辩：20 年 月 日前摘 要本论文主要基于英文导游词的基本特点，通过对英文导游词用语的结构和容两方面的具体分析来论述英文导游用语的特点。首先对英文导游词进行基本概述；其次，通过对英文导游用语四部分结构的分析，说明导游用语在结构上的基本特点；再次，通过具体五方面对英文导游用语进行容上的分析。更进一步在容上阐述英文导游用语的基本特点。最后，对英文导游结构和容上的特点进行综合分析总结。关键词：特点概述；结构特点；容特点；综述AbstractThis is mainly the basic characteristic based on En

6、glish guides word, through come , expound the fact English guide characteristic of term to structure and content of English guide word .Two respect of concrete analyses of term. At first, Carry on the basic summary to the English guides word; Secondly, through an analysis of four parts of structure

7、of English guides term, prove guides term is in the structural basic characteristic; Moreover, carry on the analysis on the content to the English guides term through five concrete respects. Go still one step further to explain the basic characteristic of the English guides term in content. Finally,

8、 go on comprehensive analysis summarize to English guide structure and characteristic of content.key words：Summary of Characteristic; characteristic of Structural; characteristic of Content; surveyContent TOC o 1-3 h z u HYPERLINK l _Toc360637529Part one Introduction PAGEREF _Toc360637529 h 1HYPERLI

9、NK l _Toc360637530Part two Cultural Influences and Types PAGEREF _Toc360637530 h 1HYPERLINK l _Toc3606375312.1 Cultural Influences PAGEREF _Toc360637531 h 1HYPERLINK l _Toc3606375322.2 Cultural Types PAGEREF _Toc360637532 h 2HYPERLINK l _Toc360637533Part three The Relevant Cultural Factors PAGEREF _

10、Toc360637533 h 4HYPERLINK l _Toc3606375343.1 Language and Communication PAGEREF _Toc360637534 h 4HYPERLINK l _Toc3606375353.2 Values. PAGEREF _Toc360637535 h 5HYPERLINK l _Toc3606375363.2.1 Value towards Time PAGEREF _Toc360637536 h 5HYPERLINK l _Toc3606375373.3.2 Value towards Relationships PAGEREF

11、 _Toc360637537 h 5HYPERLINK l _Toc3606375383.3 Decision-making Process PAGEREF _Toc360637538 h 6HYPERLINK l _Toc360637539Part four Different Negotiation Styles PAGEREF _Toc360637539 h 6HYPERLINK l _Toc3606375404.1 The American Negotiation Style PAGEREF _Toc360637540 h 6HYPERLINK l _Toc3606375414.1.1

12、 Language and Communication PAGEREF _Toc360637541 h 6HYPERLINK l _Toc3606375424.1.2 Values PAGEREF _Toc360637542 h 7HYPERLINK l _Toc3606375434.1.3 Decision-making Process PAGEREF _Toc360637543 h 8HYPERLINK l _Toc3606375444.2 The Japanese Negotiation Style PAGEREF _Toc360637544 h 8HYPERLINK l _Toc360

13、6375454.2.1 Language and Communication PAGEREF _Toc360637545 h 9HYPERLINK l _Toc3606375464.2.2 Values PAGEREF _Toc360637546 h 9HYPERLINK l _Toc3606375474.2.3 Decision-making Process PAGEREF _Toc360637547 h 10HYPERLINK l _Toc3606375484.3 The German Negotiation Style PAGEREF _Toc360637548 h 11HYPERLIN

14、K l _Toc3606375494.3.1 Language and Communication PAGEREF _Toc360637549 h 11HYPERLINK l _Toc3606375504.3.2 Values PAGEREF _Toc360637550 h 11HYPERLINK l _Toc3606375514.3.3 Decision-making Process PAGEREF _Toc360637551 h 12HYPERLINK l _Toc360637552Part five Conclusion PAGEREF _Toc360637552 h 13HYPERLI

15、NK l _Toc360637553致 PAGEREF _Toc360637553 h 14HYPERLINK l _Toc360637554参考文献 PAGEREF _Toc360637554 h 15Part one IntroductionInternational 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

16、, value, behavior patterns, moral standards and so on. All those factors are playing crucial roles in negotiations. The key to effective cross-cultural communication is knowledge. So we must learn and know asmuch knowledge as we can. Knowing these cultural differencescan help us solve the problems a

17、nd reduce the misunderstandings in International business negotiations. Due to these 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 res

18、earch in recent times. Being familiar with different cultural differences can help us get a close view of different negotiation styles, and all these previous efforts can make the International business negotiation smooth. The thesis will elaborate on the cultural factors and their influences on neg

19、otiation styles in different countries.Part twoCultural Influences and Types2.1 Cultural InfluencesWhen two groups from the same country are doing business, it is often possible to expedite the whole negotiation procedure. Because they have the same cultural background, the mutual communications are

20、 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 seem to beeasy solved.If two different cultures are involv

21、ed, one party without a real knowledge of another culture, it may lead to misunderstandings. The international negotiators must be careful when handle these cultural differences and do not use the same way like negotiate with local businesspersons.A great number of real cases show that due to misund

22、erstandings, many businesses were lost. For example, an American businessman once presented a clock to the daughter of his Chinese counterpart on the occasion of her marriage, not knowing that clocks are inappropriate gifts in China because they are associated with death. His insult led to the termi

23、nation of the business relationship. It is also bad form to give the gifts of great value to the Japanese than those 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 exchan

24、ge to establish a good cooperation relationship with his partners. 2.2 Cultural TypesBeliefs and behaviors are different from different cultures, because each develops its own means of explaining and coping with life. Four cultural dimensions can help to explain the differences between cultures. Tho

25、ugh the distinctions between them seem 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 assertivenes

26、s, independence, task orientation and self-achievement. Masculine societies tend to have a rigid division of sex roles. The competitiveness and assertiveness embedded in masculine societies may result in individuals perceiving the negotiation situation in win-or-lose terms. In masculine cultures, th

27、e 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 o

28、r ambiguous situations. In high uncertainty avoidance cultures, people tend to avoid tense situations. These cultures tend to observe formal bureaucratic rules, rely on rituals and standards, and trust only family and friends.In low uncertainty avoidance cultures, people are generally more comfortab

29、le with ambiguous situations and are more accepting of risk. Low risk avoiders require much less 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 hig

30、hly 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 peoplethe disparity between those who hold power and those aff

31、ected by power. High power-distance cultures are status conscious and respectful of age and seniority. 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 based

32、 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

33、 cultures, people strive for power equalization and justice. A low power-distance cultural values competence over seniority 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 we

34、ll as more cooperative and creative behavior.Individualism In individualism cultures, people tend to put tasks before relationships and to value independence highly. People in these cultures are expected to take care of themselves and to value the needs of the individual over those of the group, com

35、munity, or society. Individualistic cultures prefer liner logic and tend to value open conflict. Members from individualistic societies expect the other sides negotiation to have the ability to make decision unilaterally.By contrast, cultures that value collectivism emphasize solidarity, loyalty, an

36、d strong interdependence among individuals. Relationships are based on mutual self-interest and are dependent on the success of the group. Collectivist cultures define themselves in terms of their membership within groups. Maintaining the integrity of groups is stressed so that cooperation, conflict

37、 avoidance, and conformity dominate the culture. Collectivist societies tend to stress abstract, general agreements over concrete, specific issues.Collectivist negotiators tend to assume that details can be worked out if the negotiators can agree on generalities. Collectivist societies show more con

38、cern for the needs of the other party and focus more on group goals than individualistic societies do. Members of collectivist societies chafe when members from individualistic societies promote their own positions and ideas during negotiations.Part three The Relevant Cultural FactorsIn terms of int

39、ernational business negotiation, the following elements of culture are generally believed to have an important impact on international business negotiation. Knowing much relevant knowledge of different cultures can make the international business negotiation smooth.3.1 Language and CommunicationThe

40、ways in which people communicate, including using verbal and non-verbal language, directly affectsinternational business negotiation. When we communicate with people from other cultures, our body language sometimes helps make the communication easier and more effective, such as by shaking hands when

41、 greeting others. This has become such a universal gesture that people all over the world know that it is a signal for greeting.Sometimes, body language can be more of a hindrance than a favor. It can lead to misunderstanding since people of different cultures often have different forms of behavior

42、for sending the same message. For example, nodding ones head is generally meant to show agreement, to indicate yes. To the Nepalese and Sri Lankans, however, it meant not yes, but no.So, as a master hand, he must try his best to know as much as information of his counterpart, the proficiency of lang

43、uages and negotiation techniques are not enough, he also needs to have some mastery of the non-verbal behavior of different cultures. People use body languages more frequently in daily life. Excellent language and communication can help us make success.3.2 ValuesValues are the standards by which a c

44、ulture evaluates action and their consequences. They affect perception and can have a strong emotional impact upon people. In different cultures, values may vary significantly. Ones proper actions in one culture can be seen as wrong in a moral sense in another culture.Thus, it is important to unders

45、tand the prevailing values in a particular society and the extent to which they are respected in the everyday behavior of individuals. Values affect the willingness to take risks, the leadership style and the superior-subordinate relationships, etc. This is true for the relationships between negotia

46、tors within each team. Every culture has defined priorities for every aspect of social life. The discussion here will focus on values critical for understanding the economic performance of a society, more specifically, and the value that deserve attention in order to develop intercultural communicat

47、ion skills.3.2.1Value towards TimeValue towards time and how they shape the way people structure their actions have a pervasive yet invisible influence on international business negotiation. Differences in punctuality, reflected in everyday negotiation behavior, may probably appear as the most visib

48、le consequence. But differences in times orientations, especially toward the future, are more important as they affect long-range issues such as the strategic framework of decision made when negotiating.3.3.2 Value towards RelationshipsDifferent patterns of relationship affect international business

49、 negotiations through the style of interaction between people, their decision-making process, and the way in which they mix human relationships and business matters, etc. 3.3 Decision-making ProcessWhen faced with a complex negotiation task, people in different countries may use different approaches

50、 to make a decision. Knowing these differences will facilitate anticipating the reactions of the other side in business negotiation. Part four Different Negotiation Styles4.1 The American Negotiation StyleThe United States is among the most advanced countries in economy and technology in the world.

51、Both its language and currency occupy an important place in the world economy. English is the most commonly used language in international negotiations and fifty percent of the world trade adopts the U.S. dollars to settle accounts. All of these factors make the American feel very proud of their cou

52、ntry and possess very strong national pride and glory, which are fully put up in their trade activities. They often leave a deep impression of superiority to foreign negotiators.Americans emphasize free competition and individualism. Very often, the emphasis on self-interest and freedom of the indiv

53、idual can run counter to cooperation, commitment and community. The business firm values the person who is mobile, energetic, creative and ambitious.4.1.1 Language and CommunicationFor the Americans, the stage of exchanging task-related information in business negotiations is relatively direct, with

54、 clear statements of needs and preferences. They may discuss topics other than business at the negotiation table, such as the weather, sports, etc., but not for long. They tend to spend most time in the stage of negotiation-persuasion. They take it for granted that the two parties of a business tran

55、saction shall both have good prospects of profit and they will put forward a they-think-it-most-reasonable plan in accordance with this principle. They prefer to clarify their standpoints at the very beginning of the first touch of the two parties and put out their plan so as to strive after the ini

56、tiative. If there is a bifurcation, they seldom suspect their own analysis and calculation and usually ask the other party to consider the possibility of making re-composition. Americans tend to make concession throughout the negotiations, settling one issue, then proceeding to the next. Thus the fi

57、nal agreement is a sequence of several smaller concessions.Americans are apt to make censure on the other party of a negotiation, especially when the negotiation is out of their expectation. This is because they always think they are right all the time and doing reasonable things. They are lack of t

58、olerance and understanding of other. They speak loud and fast. They seldom say sorry to others. They like taking themselves as the center of everything and expecting other people to do things as they wish. Their behavior in negotiations leaves an impression of being rude, arrogant and aggressive to

59、the oriental.4.1.2 ValuesIn the United States, there are strong values regarding independence, freedom and individual equality. The sense of personal freedom is very strong. Individuals are not necessarily constrained to a particular social class, location or economic group by birth. As a result, in

60、dividuals strive to achieve personal goals, seek personal autonomy and often prefer to act as individuals rather than as a member of a group. Individuals are being empowered as decision-makers for their group, division or companies. Their communication pattern tends to be present-oriented, self-orie