英语论文网

n consciousness and their management of enterprises often sticks to the established practice.
 
3.2.2 Negative Influences of Sino-American Cultural Differences on Chinese Business Negotiation

International negotiation is a big part in business communication. Negotiations take place within the context of the four Cs: common interest, conflicting interest, compromise, and criteria (Moran and Stripp, 1991). There are at least two differences in the way of business negotiation between Chinese and the American businessmen. First, Chinese businessmen tend to have business negotiations in a rather indirect manner, as opposed to the more direct manner of American businessmen. The Chinese take time to learn if their prospective business contacts are really reliable, for example, by inviting them to a party and socializing with them. An American complained: “Honesty in China is not the same as in the West. The Chinese often tell white lies and when caught in doing so, they stick out their tongue at you.” (Wang and Goodfellow, R.1998:121). In contrast, the Americans act with the “get-down-to-business-first” mentality. Second, the decision-making process of Chinese companies is generally slow and time-consuming. This is because most Chinese companies keep to the “bottom-up, then top-down and then bottom-up” decision-making principle which involves many people at different levels. American companies, on the other hand, usually operate with quick decisions made by the top management. Americans are more direct and straightforward than most Chinese. Chinese Confucian legacy of consideration for others and concern for proper human relationship has led to the development of negotiating styles that preserve one another’s face (Larry and Richard, 2000:195). For example, a lot of Chinese often avoid saying a clear “no” just to be polite. Sometimes Chinese colleagues say “yes”, not to express agreement, but only to show that they are listening.　　

3.2.3 Negative Influences of Cultural Differences on Sino-American Joint Ventures
 
As we know that cultural conflicts may cause a wide range of difficulties for the employees in the joint ventures. Firstly, the cultural conflict in the joint ventures may cause excessive conservation in enterprise members. The cultural conflict has influenced the harmonious relationship between the administrators and the staff of the joint ventures. Probably the administrators can only control the management and operation of enterprises according to stiff rules and regulations, drifting apart the staff further. Meanwhile, enterprise’s staff may have low working efficiency and make no attempt to make progress, since their relations with the company are not well enough to motivate them. The result of the above sides is likely to be disappointing.
 
Secondly, the cultural conflict in the joint ventures may lower the efficiency of the information delivery inside the ventures. It will influence the communication when the enterprise has lots of branches and the communications between the headquarters and its subsidiaries may means a complicate process, which may even cause misunderstanding other than delay. This situation is sure to lower the working efficiency of the H.O. (Head Office) and the B.O. (Branch Offices).
 
Still, we can find much more negative influences that cultural differences bring. And these all together will make a big 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。