跨文化交际课程unit6.ppt

跨文化交际课程unit6.ppt

《跨文化交际课程unit6.ppt》由会员分享，可在线阅读，更多相关《跨文化交际课程unit6.ppt（42页珍藏版）》请在冰点文库上搜索。

Interculturalcommunication,Lecture6:

CuturalVariationsinNegotiationStyles,Review,CulturalValuesComparisonBetweenChineseValuesandWesternValues（expressinggratitude,symbolizationandattitudestowardswomen）CulturalDimensionsPowerDistance（smallandlarge）IndividualismVersusCollectivismMasculinityVersusFeminityUncertaintyAvoidance（lowandhigh）,TheMianContent,ThelifecycleofagroupStageone:

FormingStagetwo:

StormingStagethree:

NormingStagefour:

PerformingCuturalVariationsinNegotiationStylesCulturalVariationsinConductingBusinessCulturalVariationsinSelectingNegotiatorsCuturalVariationsinDecision-making,Warm-upcases,WhenPresidentGeorgeBushwenttoJapanwithleadingAmericanbusinessmen,hemadeexplicitanddirectdemandsonJapaneseleaders,whichviolatedJapaneseetiquette.TotheJapanese,itisrudeandasignofignoranceordesperationtomakedirectdemands.SomeanalystsbelieveitseverelydamagedthenegotiationsandconfirmedtotheJapanesethatAmericansarebarbarians.,AJapanesemanagerinanAmericancampanywastoldtogivecriticalfeedbacktoasubordinateduringaperformanceevaluation.BecausetheJapaneseareusedtohighcontextlanguageandareuncomfortablewithgivingdirectfeedback,ittookthemanagerfivetriesbeforehewasdirectenoughfortheAmericansubordinatetounderstand.Questionsfordiscussion:

WhydidtheJapanesethinkthatAmericansarebarbarians?

WhywasitsodifficultfortheJapanesemanagertotellhissubordinateabouthispoorperformance?

Case2UnhappywiththeMoneyPaid,Mr.WangandMr.zhengmetDr.Huang,aChineseAustralian,whiledoingtheirMAcourseinTESOLattheformerCanberraCollegeofAdvancedEducation.Everyotherweekend,Dr.HuangwouldaskMr.WangandMr.zheng,togetherwithoneortwootherstudents,tocometoherhomefordinner.Everyoneseemedathomewitheachotherandgotonverynicely.Duringoneconversation,Dr.HuangfoundoutMr.WangandMr.zhengweregoodcarpenters,sosheaskediftheycouldhelpherteardowntheoldfenceanderectanewonearoundherhouse.Feelinggratefultoherforallthewonderfulthingsshehaddoneforthemandalltheeffortsshehadmadeinhelpingthemadjusttothenewculture,thetwoChinesestudentsinstantlyagreedandpromisedtomakeheraChinese-stylefencethatwouldaddahomefeelingtohertypicalAustralianhouse.Duringthesemesterbreak,thetwostudentsarrivedinDr.Huangsplace,wheretheylookedaroundandenjoyedsomedrinks.Justastheyweretostartworkonthefence,Dr.Huangaskedhowmuchmoneytheywantedforthewholeproject.Mr.Zhengsmiledandsaid,Youdonthavetopay.Wearehappytobeabletodosomethingforyou.AtDr.Huangsinsistence,Mr.Wangshylyaskedifonehundreddollarswouldbeallright.Dr.HuanghandedthemanenvelopwithonehundredAustraliandollarsenclosed.SeeingthatMr.Zhengdidnotopentheenvelope,Dr.Huanginsistedthattheyconfirmtherewasonehundreddollarsenclosed.Abitembarrassed,Mr.Zhengopeneditandassuredherthattherewasnomistake.Theythankedeachother,andMr.WangandMr.Zhengleftherplace,withDr.Huangconfusedabouttheiruneasyfeeling.WhenMr.WangandMr.Zhengreturnedtotheirresidence,theycomplainedaboutherbeingstingy.,Questionfordiscussion;WhywereMr.ZhengandMr.Wangunhappywhentheyopenedtheenvelopeandsawtheonehundreddollars?

Chineseareusuallyillateasewhentalkingaboutpaywithfriendsorrelatives.,Thelifecycleofagroup,Stageone:

FormingWhenagroupisforming,membersexpectthenewgrouptobeliketheirpreviousgroupexperiences.,Example:

SolvingProblems,AChinesefamilyworriesabouttheirchildssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyhavingoneoftheparentsorgrandparentsaccompanythechildtoschool.AnAmericanfamilyworriesabouttheirchildssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyorganizingagroupofparentstoasktheschooladministrationtoprovideacrossingguardattheintersectionduringthehourschildrenarecomingandgoingfromschool.,Why?

Individualiststhinkgroupscanaccomplishthingsapersoncannotdoalone,soformingagroupisawaytoachievepersonalgoals.WhataretheChineseattitudestowardsjoininggroups?

Toindividualists,Allgroupsaretemporary;Groupscanaccomplishthingsapersoncannotdoalone,soformingorjoiningagroupisawaytoachievepersonalgoals;Ifthebossassignshimtoworkonataskforce,theindividualistislikelytoseehisbosssassignmentasachancetodevelophisleadershipskills;Theyexpecteachgrouptobedifferent.,ToCollectivists,Theyarelikelytoseehimselfasarepresentativeofhisimportantingroups;Participatingisnotapersonalchoicebutaresponsetothewishesofothers;Theusualattitudeofacollectivististoexpectthenewgrouptobesimilartoothergroupshehasparticipatedin;Theyarenotusuallythinkingofthegroupasanopportunitytopursuehispersonalgoals.,TheadvicesfortheChineseinforeigncompany,paylessattentiontostatusandhierarchythaninothergroups;Westerngroupsusuallyprefersmallerpowerdistancesbetweenleadersandmembers,sodeferringtotheleadertoomuchwillmakeapoorimpression;Oncetheleadersgivedirectorders,givethemaresponseandfeedbackandtakeactionasdirectandquickaspossible.,Stagetwo:

Storming,Whenagroupisstorming,memberscompeteandcooperateastheynegotiateimportantissuesofgrouplife.,Toindividualists,Prefertocompeteandnegotiateopenly;Thecontestsaresupposedtobeaboutideasandissuesratherthanaboutpower;Thelowerrankingpersonmightbeappointedleaderbecausethetaskofthegroupisinhisareaofspecialexpertise;Thestatusandprestigeamemberenjoysinagroupisonlypartlydeterminedbythememberspositioninformalhierarchies.,Tocollectivists,Theyinstinctivelyavoidopencompetitioninagroupunlessthereisahighleveloftrustamonggroupmembers;Theconflictisusuallydisguised（隐藏）andoftenoccursbehindthescenes;Relationshipsamongmembersmaybeneglectedasmembersfocusmostoftheirattentionontheleader;Therelativelylargepowerdistancesandtheobligationtoshowrespecttothoseinhigherpositionsusuallydeterminestheirbehaviorinagroup.,Stagethree:

Norming,Whenagroupisnorming,thefocusofgrouplifeshiftsfromItowe.,Toindividualists,Theindividualistculturegroupswillformaroundagreementongoalsandtasks;Westernteambuildingtrainingoftenemphasizesthisaspectofgrouplifeandreferstoitasteamspirit;Individualistsemphasizeproceduresfordecision-making;Individualistsaremorelikelytospecializegrouprolesandtheirgroupboundariesarerelativelyopen.,Tocollectivists,Collectivistculturegroupsformaroundcommitmenttothemembersofthegroup;Goalsmaybeimportantbutfeelingsofclosenessamonggroupmembersareoftenmoreimportant;Collectivistsemphasizetheleadersroleindecision-making;Thecollectivistshavesimilarrolesinonegroup.,Stagefour:

Performing,Whenagroupisperforming,itisdoingitswork.Themembershavefoundtheirplacesinthegroup.,Toindividualists,Individualistsmayrequiremoretimetoimplement（实行、执行）decisions;Individualistscancrossgroupboundariesmoreeasily;Individualistsarelessloyaltotheirgroups;Individualistsexpecttoberewardedasindividuals.,Tocollectivists,Theyhavedifficultysharingleadershiproles;Theyareproundoftheirgroup;,CuturalVariationsinNegotiationStyles,CulturalVariationsinConductingBusinessNegotiationAtmosphereAmerican:

pursuetheeconomicgain,viewsocializationasunimportant,prestigeisachievedbytheirabilitytomaneuverthedebate.French:

distrusttheircounterpartsinthebegining,seethemselvesasmoreexperiencednegotiators.Japanese:

socializingisintegraltothenegotiationprocess,relyonthetrustestablishedbetweenthepartiesinvolvedandonanimplicitunderstanding.,Chinese:

mutualinterestsandfriendshipsareimportantinthenegotiationprocess,favorabletermsareanticipatedfromfriends.MiddleEasternnegotiators:

Hospitalityisthefirstpriority,andnegotiationsareinitiatedwithpre-negotiationsocialgraces.,Detail:

DepthVS.BreadthAmericanandFrench:

putconsiderableemphasisonwrittenagreementsorcontracts.Japanese:

lessdetail-orientedandrelyprimarilyongeneral,briefwrittenagreements.Chinese:

preferwrittenagreementsthatwouldappeartoogeneralandleaveroomfortrustandcommonsense.MiddleEasternandMexicannegotiators:

preferagreementsthatareboundbyanoralunderstanding.,CommunicationStyleAmerican:

bereadytoengageinbargaining,orcompromiseinthenegotiationprocess;tendtobemoreinterestedinlogicalargumentsthaninthepeopletheyaredealingwith.British:

moresilenceisutilizedandtheyarelessegalitarian;haveapoliteandyetindistinctstyleofnegotiating.Japanese:

moreeasilypersuadable,showliitlereactiontotheircounterpartsduringnegotiations.,Chinese:

donotwishtoopenlyconfrontconflict,makeconcessions（让步）slowlyandrefrainfrom（节制、克制）smalltalk.French:

insistontheuseoftheirownlanguageinnegotiationsettings,putforthalltheirinformationandestablishprinciplesofreasoningfirst,newinformationisnoteasilyaccepted.Germans:

tendtocompromise,begenerallyclear,firm,andassertiveintheirexpression,frequentlyinterrupt.,CulturalVariationsinSelectingNegotiators,Americans:

believethatrelyingonsocialstatusforsuchselectionisnotthebestapproach;youngernegociatorsaremorecommonamongAmericanteamsthaninothercultures.French:

themembersareselectedonthebasisoftheirsocialandprofessionalstatus;personalityandbackgroundamongFrenchnegotiatorsisimportantandapp