摘要:本论文的目的是从文化的角度看中美商务谈判的差异。不同的文化塑造不同的方式来感知世界和确定什么是正确和错误的。中国和美国文化的比较研究清楚地证明,这两种文化的谈判者之间的巨大的差异。
dherence to these hierarchical relationships yielded social harmony. Contrary to this, the U.S. Declaration of Independence states that “all man are created equal,” thus as far as business world is concerned, power distance describes the extent to which employees accept that superiors have more power than they have. In a high power distance country like china, there is considerable dependence of subordinates on bosses, they are afraid to challenge the authorities of their superiors.
While in America, there is limited dependence of subordinates on bosses, and a preference for consultation, that is, interdependence between boss and subordinate. Under such culture, bosses and employees work close together and consult or even disagree with each other. Therefore, when people from these two types of cultures negotiate together, negotiators from low power distance cultures may be frustrated by the need of their counterpart from high power distance culture to seek approvals from supervisor.
The following example is cited to explain the power distance in China and America that has caused confusion in the process of business negotiation.
Case3: Once American company had an experience of negotiating with one of Chinese Oil companies in Tanggu, Tianjin, the American negotiator met such a situation when the Chinese party could not make a decision until they asked their leaders in Beijing. American negotiators had to wait for Chinese who went to telephone the authority of the company in Beijing. The negotiator said “A secretary went into the negotiating room and spoke softly to one of the negotiators. Then he went out of the room without any explanation. After half an hour, he came in with a fax from his leaders. Till that time, we could continue our negotiation. Sometimes I feel we are not negotiating with Chinese negotiators but their leaders.”
The case cited above clearly reveals the relative lacking of freedom in the part of Chinese negotiator. When critical issues and crucial situation are confronted with, Chinese negotiators have the tendency of turning to their superiors for solution. This way of negotiating, however, is quite out of the understanding of their American counterparts who value the personal freedom of voicing their own opinions very much.
3.3.3 Polychromic Versus Monochromic Time Orientation
Time has different meaning in different cultures. Some cultures treat time strictly while others are more tolerant. The attitude toward time has great influences on punctuality and the pace of negotiation. “When we take our own time system of granted and project it onto other cultures, we fail to read the hidden message in the foreign time system and thereby deny ourselves vital feedback. Edward Hall divides cultures into monochromic time and polychromic time.
A monochromic time system means that things should be done one at a time, and time is segmented into precise, small units, in monochromic time system, time is a tangible and scare resource and viewed as a commodity; it is scheduled, managed, and arranged. In such time system, not only the start of a meeting but also its finish will be planned. When negotiate with people of polychromic time, people from monochromic time system will certainly be upset by the long length of negotiation. polychromic time system, on the other hand, means that several things are being done at the same time, in such cultures, relationships are far more important
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