Download - Cross Cultural Communication & Negotiation
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Group Members:-
Pankaj Dhapola (130)Pankaj Gupta (117)Rohit Kumar (165)
Deepanshu Chugh(173)Monika Arya(158)
Parul(167)
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Communication is the exchange of
meaning from sender to receiver
Source Encoding Channel Decoding Receiver
Message Message Message Message
Feedback
The Communication Model
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The thought & behaviour patterns that
member of a society learns through
language & other forms of symbolic
interaction.
Cultures change gradually picking new
ideas and dropping old ones.
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Dimensions
Of
Culture
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Context is the information that surrounds a
communication and helps to convey the
message.
Low Context Culture Messages people
convey are explicit & clear, use actual
words to convey information.
High Context Culture Indirectcommunication, much information
transmitted through non-verbal
communication
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HighContext
Low
Context
ChineseKoreanVietnameseArabGreekSpanishItalianEnglishFrenchNorth AmericanScandinavianGermanSwiss
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8 to 10Public distance
Social distance 4 to 8
Personal distance 18 to 4
Intimate distance 18
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Asians do not need appointment while
Americans, Europeans & Africans need
prior appointment to meet someone.
Friday in the middle East is Just like
Sunday in the West.
There is lack of punctuality in Asian,African culture but Chinese & Swedish
people are very punctual.
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USA is very legalistic society & Americans
are very specific in term of agreement.
Opposite in Asian countries, They keep
quiet in case of disagreement.
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In global organisations, it is polite to
schedule business dinners after 8 p.m
which allows muslims to complete their
evening prayer before dining.
Roman Catholics, Northern Africa, middle
east, Malaysia etc. have enforcedprohibition of liquor.
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Hofstedes
Dimensionsof
Culture
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Culture in Western countries is
individualism and employees prefer to
work individually
USA, Australia & UK follow Individualism
Indonesia, Thailand, Japan & India followfollow Collectivism
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It denotes the relationship between
superiors & subordinates.
High power distance societies likeMorocco prefer little consultation between
superior & subordinates.
In low power distance societies like Israel,Sweden,Germany etc participative &
democratic styles are appropriate.
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Employees in countries with high score of
uncertainty prefer methodological system
while in low scores prefer flexible work.
People in Switzerland, Netherlands &
Canada think of future while Countries like
Russia, Poland think of Present.
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Hoftstede defines Masculinity as the degree
to which the dominant values of society are
Success, Money & Material Things While
Femininity as caring for others and quality oflife.
Japan, Mexico, UK, Germany, USA &
Australia follow Masculinity Whereas
Sweden, Netherland, Denmark follow
Femininity
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Cross Cultural Literacy
Work Attitude
Attitude towards Time
Management Styles
Competitive Advantage
Business Ethics
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Negotiation
The negotiation process
Understanding negotiation styles
Managing negotiation
Decision making
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The amount and type of preparation for anegotiation
The relative emphasis on tasks versusinterpersonal relationships
The reliance on general principles rather than
specific issues
The number of people present and the extentof their influence
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Negotiation describes the process of
discussion between two or more parties
aimed at reaching a mutually acceptable
agreement
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Preparation
Relationship building
Exchange of task-relatedinformation
Persuasion
Concessions
andagreement
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Home (HQ)
Country
Firm
NegotiatorsHost country
Home consumers All citizens
Special interest groups
Host local employees
Host consumers
HQ employees
Suppliers
Home government
Investors
Alliance partners
Contractors
Host government
Distributors
Expatriate employees
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Basic conception of negotiation process: Is it a competitiveprocess or a problem-solving approach?
Negotiator selection criteria: Is selection based onexperience, status, expertise, personal attributes, or some othercharacteristic?
Significance of type of issues: Is it specific, such as price, oris the focus on relationships or the format of talks?
Concern with protocol: What is the importance of procedures,social behaviors, and so forth in the negotiation process?
Complexity of communicative context: What degree ofreliance is placed on nonverbal cues to interpret information?
Nature of persuasive arguments: How do the partiesattempt to influence each other? Do they rely on rationalarguments, or accepted tradition, or on emotion?
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Role of individuals aspirations:Are motivations based on individual,company, or community goals?
Bases of trust: Is trust based on past experience, intuition, or rules?
Risk-taking propensity: How much do the parties try to avoiduncertainty in trading information or making a contract?
Value of time: What is each partys attitude toward time? How fastshould negotiations proceed, and what degree of flexibility is there?
Decision-making system: How does each team reach decisions by
individual determination, by majority opinion, or by group consensus?
Form of satisfactory agreement: Is agreement based on trust(perhaps just a handshake), the credibility of parties,commitment, or a legally binding contract?
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For North Americans, negotiations are businesslike; theirfactual appeals are based on what theybelieve is objective information, presented with theassumption that it is understood by the other side
on a logical basis.
Arabs use affective appeals based on emotionsand subjective feelings.
Russians employ axiomatic appeals that is, theirappeals are based on the ideals generally acceptedin their society.
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Knows when to compromise
Takes a firm stand at the beginning of the negotiation
Refuses to make concessions beforehand
Keeps his or her cards close to his or her chest
Accepts compromises only when the negotiation isdeadlocked
Sets up the general principles and delegates the detailwork to associates
Keeps a maximum of options open before negotiation
Operates in good faith
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Respects the opponents
States 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 whilekeeping his or her own position hidden as long as
possible
Lets the other negotiator come forward first andlooks for the best deal
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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 uses violence nor insults
Is ready to change his or her mind and differ withhimself or herself at the risk of being seen asinconsistent and unpredictable
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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 uses violence nor insults
Is ready to change his or her mind and differ with himself orherself at the risk of being seen as inconsistent andunpredictable
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Puts things into perspective and switches easily from the small pictureto the big one
Is humble and trusts the opponent
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 trusts his or her instinct as well asfaith
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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 theyhave to show weakness or admit defeat
Has the necessary prestige to be listened to
Is creative enough to come up with honorable solutions for allparties
Is impartial and can understand the positions of the variousparties without leaning toward one or the other
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Is able to resist any kind of pressure that the opponents could try toexercise on him
Uses references to people who are highly respected by theopponents to persuade them to change their minds on some issues
Can keep secrets and in so doing gains the confidence of thenegotiating parties
Controls his temper and emotions
Can use conference as mediating devices
Knows that the opponent will have problems in carrying out thedecisions made during the negotiation
Is able to cope with the Arab disregard for time
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Very quiet and thoughtful
Punctual (concerned with time)
Extremely polite
Straightforward (they get straight down to business)
Eager to be productive and efficient
Heavy-going
Down-to-earth and overcautious
Rather flexible
Able to and quite good at holding emotions and feelings
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Slow at reacting to new (unexpected)proposals
Informal and familiar
Conceited
Perfectionist
Afraid of confrontations
Very private
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The software of negotiation that is, the
nature and the appearance of the
relationship between the people pursuing
common goals need to be carefullyaddressed in the negotiation process.
Tse, Francis, and Walls
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National/corporatePrinciples versus specific details
Negotiating stylesobjective/subjective/axiomatic
Negotiating behavior
defense/attack/trust
deception/pressure/concessions
Verbal and nonverbal behavior
Attitudes toward time/scheduling
Composition of teams
Level of preparation
Culture
Task versus
interpersonal
relationships
Trust level
and duration
relations
Culture
Culture
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Negotiation Support Systems (NSS) can providesupport for the negotiation process by:
Increasing the likelihood that an agreement isreached when a zone of agreement exists (solutionsthat both parties would accept)
Decreasing the direct and indirect costs ofnegotiations, such as costs caused by time delays(strikes, violence), and attorneys fees, among others
Maximizing the chances for optimal outcomes
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Antecedent Factors
Etiquette
Harmony
Face
Economic conditions
Politics pervasiveness
Constituent shadow
Negotiators
Profile
Cognition
Personality
Team commitment
Open-mindedness
Adaptive orientation
International
BusinessNegotiations
Behavior
Process
Outcomes
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Defining the problem
Gathering and analyzing relevant data
Considering alternative solutions
Deciding on the best solution
Implementing the decision
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Objective (basing decisions on rationality)
versus subjective (basing decisions on
emotions) approach
Risk tolerance
Locus of control internal (managers incontrol of events), or external (managers
have little control over events)
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Problem Data Consideration of Decision
Implementation
Definition gathering alternative solutions
Objective/subjective
perspective
Internal/external
locus of control
Risk tolerance Past/future orientation
Utilitarianism/moral idealsIndividualism/collectivism
Locus of decision making
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