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1、Cross-Cultural Communication and Negotiation,The 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 inte
2、rnational communication. EXAMINE the language, perception, and culture of communication, and nonverbal barriers to effective international communications.,Cross-Cultural Communication and Negotiation,PRESENT the steps that can be taken to overcome international communication problems. 5. DEVELOP app
3、roaches 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:,Communication Process and Verbal Communication Styles,Communication The process
4、 of transferring meanings from sender to receiver Verbal communication styles Context is information that surrounds a communication and helps convey the message Messages are often highly coded and implicit in high-context societies, such as Japan and many Arab countries The message is explicit and t
5、he speaker says precisely what he or she means in low-context societies such as the United States and Canada,Explicit and Implicit Communication,Germans,Swiss Germans,Scandinavians,North Americans,French,English,Italians,Latin Americans,Arabs,Japanese,Adapted from Figure 71: Explicit/Implicit Commun
6、ication: An International Comparison,Table 71 Major Characteristics of Verbal Styles,Phases of Multicultural Development,Adapted from Table 71: Major Characteristics of Verbal Styles,Table 71 Major Characteristics of Verbal Styles,Phases of Multicultural Development,Adapted from Table 71: Major Char
7、acteristics of Verbal Styles,Communication Process and Verbal Communication Styles,Indirect and direct styles In high-context cultures, messages are implicit and indirect Voice intonation, timing, and facial expressions play important roles in conveying information In low-context cultures, people of
8、ten meet only to accomplish objectives and tend to be direct and focused in their communications,Verbal communication styles (continued),Communication Process and Verbal Communication Styles,Elaborate and succinct styles Three degrees of communication quantity elaborate, exacting, and succinct. The
9、elaborating style is more popular in high-context cultures that have a moderate degree of uncertainty avoidance The exacting style focuses on precision and the use of the right amount of words to convey the message and is more common in low-context, low-uncertainty-avoidance cultures The succinct st
10、yle is more common in high-context cultures with considerable uncertainty avoidance where people tend to say few words and allow understatements, pauses, and silence to convey meaning.,Verbal communication styles (continued),Communication Process and Verbal Communication Styles,Contextual and person
11、al styles Contextual style is one that focuses on the speaker and relationship of the parties Contextual style is often associated with high-powerdistance, collective, high-context cultures Personal style focuses on the speaker and the reduction of barriers between the parties Personal style is more
12、 popular in low-power-distance, individualistic, low-context cultures,Verbal communication styles (continued),Communication Process and Verbal Communication Styles,Affective and instrumental styles Affective style is common in collective, high-context cultures and is characterized by language that r
13、equires the listener to note what is said and to observe how the message is presented The meaning is often nonverbal and requires the receiver to use his or her intuitive skills to decipher the message Instrumental style is goal oriented and focuses on the sender who clearly lets the other party kno
14、w what he or she wants the other party to know. The instrumental style is more commonly found in individualistic, low-context cultures,Verbal communication styles (continued),Summary of Verbal Styles,Communication Flows,Downward communication Transmission of information from manager to subordinate P
15、rimary purpose of manager-initiated communication is to convey orders and information Managers use this channel for instructions and performance feedback The channel facilitates the flow of information to those who need it for operational purposes,Communication Epigrams,Adapted from Figure 72: Commu
16、nication Epigrams,Matsushitas Philosophy,Table 73 Matsushitas Philosophy,Adapted from Table 73: Matsushitas Philosophy,Basic Business Principles,To recognize our responsibilities as industrialists, to foster progress, to promote the general welfare of society, and to devote ourselves to the further
17、development of world culture.,Employees Creed,Progress and development can be realized only through the combined efforts and cooperation of each member of the Company. Each of us, therefore, shall keep this idea constantly in mind as we devote ourselves to the continuous improvement of our Company.,
18、Matsushitas Philosophy,Table 73 Matsushitas Philosophy,Adapted from Table 73: Matsushitas Philosophy,The Seven Spiritual Values,National service through industry Fairness Harmony and cooperation Struggle for betterment Courtesy and humility Adjustment and assimilation Gratitude,Communication Barrier
19、s,Language barriers Cultural barriers Suggestions that can be of value to American managers who are engaged in international communications include: Be careful not to use generalized statements about benefits, compensation, pay cycles, holidays, or policies in your worldwide communications. Since mo
20、st of the world uses the metric system, be sure to include converted weights and measures in all internal and external communications. Keep in mind that even in English-speaking countries, words may have different meanings. Not everyone knows what is meant by “counterclockwise,” or “quite good.”,Com
21、munication Barriers,Remember 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-inch) size for their letterhead, with envelopes to match. Dollars are not unique to the United States. There are Australian, Bermudian, Ca
22、nadian, Hong Kong, Taiwanese, and New Zealand dollars, among others. So when referring to American dollars, it is important to use “US$.”,Language barriers Cultural barriers Suggestions that can be of value to American managers who are engaged in international communications include:,Nonverbal Commu
23、nication,Nonverbal communication The transfer of meaning through means such as body language and use of physical space Kinesics The study of communication through body movement and facial expression Eye contact Posture Gestures Chromatics The use of color to communicate messages,Nonverbal Communicat
24、ion,Proxemics The study of the way that people use physical space to convey messages Intimate distance is used for very confidential communications Personal distance is used for talking with family and close friends Social distance is used to handle most business transactions Public distance is used
25、 when calling across the room or giving a talk to a group,Personal Space in the U.S.,Adapted from Figure 73: Personal Space Categories for Those in the United States,Nonverbal Communication,Chronemics Monochronic time schedule Things are done in a linear fashion. Manager addresses Issue A first and
26、then moves on to Issue B Time schedules are very important and time is viewed as something that can be controlled and should be used wisely Polychronic time schedules People tend to do several things at the same time People place higher value on personal involvement than on getting things done on ti
27、me Schedules are subordinated to personal relationships,Achieving Communication Effectiveness,Improve feedback systems Two basic types of feedback systems between home office and affiliates Personal (e.g., face-to-face meetings, telephone conversations and personalized e-mail) Impersonal (e.g., repo
28、rts, budgets, and plans) Language training Cultural training Flexibility and cooperation,Flexibility Cooperation: Intercompany Interaction and Negotiation,Table 77 Negotiation Styles from a Cross-Cultural Perspective,Adapted from Table 77: Negotiation Styles from a Cross-Cultural Perspective,Flexibi
29、lity Cooperation: Intercompany Interaction and Negotiation,Table 77 Negotiation Styles from a Cross-Cultural Perspective,Adapted from Table 77: Negotiation Styles from a Cross-Cultural Perspective,Managing Cross-Cultural Negotiations,Negotiation: The process of bargaining with one or more parties to
30、 arrive at a solution that is acceptable to all,identify the objectives negotiators would like to attain and explore the possible options for reaching these objectives Set limits on single-point objectives Divide issues into short- and long-term considerations and decide how to handle each Determine
31、 the sequence in which to discuss the various issues,Planning,Managing Cross-Cultural Negotiations,Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all,Get to know the people on the other side “Feeling out” period is characterized by the d
32、esire to identify those who are reasonable and those who are not,Planning,Impersonal Relationship Building,Managing Cross-Cultural Negotiations,Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all,Each group sets forth its position on the
33、critical issues These positions often change later in the negotiations Participants try to find out what the other party wants to attain and what it is willing to give up,Planning,Impersonal Relationship Building,Exchanging Task-Related Information,Managing Cross-Cultural Negotiations,Negotiation: T
34、he process of bargaining with one or more parties to arrive at a solution that is acceptable to all,Success of the persuasion step depends on How well the parties understand each others position The ability of each to identify areas of similarity and differences The ability to create new options The
35、 willingness to work toward a mutually acceptable solution,Planning,Impersonal Relationship Building,Exchanging Task-Related Information,Persuasion,Managing Cross-Cultural Negotiations,Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all,P
36、lanning,Impersonal Relationship Building,Exchanging Task-Related Information,Persuasion,Agreement,Grant concessions and hammer out a final agreement This phase may be carried out piecemeal, and concessions and agreements may be made on issues one at a time.,Cultural Differences Affecting Negotiation
37、s,Do not identify the counterparts home culture too quickly. Common cues (e.g., name, physical appearance, language, accent, location) may be unreliable. Beware of the Western bias toward “doing.” Ways of being (e.g., comportment, smell), feeling, thinking, and talking can shape relationships more p
38、owerfully than doing. Counteract the tendency to formulate simple, consistent, stable images. Do not assume that all aspects of the culture are equally significant. Recognize that norms for interactions involving outsiders may differ from those for interactions between compatriots. Do not overestima
39、te your familiarity with your counterparts culture.,Negotiation Tactics,Location Time limits Buyer-seller relations Bargaining behaviors Use of extreme behaviors Promises, threats and other behaviors Nonverbal behaviors,Effective Negotiation Characteristics,Adapted from Table 7-10: Culture-Specific Characteristics Needed by International Managers for Effective Negotiations,Effective Negotiation Characteristics,Adapted from Table 7-10: Culture-Specific Characteristics Needed by International Managers for Effective Negotiations,
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