商务谈判中的跨文化因素--商务英语本科学位论文.doc

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1、中国某某某某学校学生毕业设计(论文)题 目： 浅析商务谈判中的跨文化因素 姓 名 ： 0000000 班级、学号 ： 000000000 系 (部) ： 经济管理系 专 业 ： 商务英语 指导教师 ： 0000000 开题时间 ： 2009-4-10 完成时间 ： 2009-11-01 2009 年 11 月 01 日16目 录毕业设计任务书1毕业设计成绩评定表2答辩申请书3-4正文5-6答辩委员会表决意见7答辩过程记录表8课 题 浅析商务谈判中的跨文化因素 一、 课题(论文)提纲 0.引言 1.商务谈判与文化的关系 2跨文化差异的主要表现 2.1思维方式的差异 2.2价值观与时间观念的差异

2、2.3伦理与法制观念的差异 3.谈判的方式。对比了英国，美国与中国的谈判方式 4. 应对国际商务谈判中文化差异的策略 4.1谈判前做好充足的准备 4.2树立跨文化宽容意识 学会换位思考 4.3克服沟通障碍 5.结论二、内容摘要 现在由于世界经济全球化的趋势越来越强势国家间的合作和关系越来越紧密。同时因为我国的改革开放及成功加入世界贸易组织，我国与其他国家的关系变得越来越紧密。不同的文化谈判变得也越来越频繁，因此我们的谈判人员在谈判的过程中需更关注文化。在此有很多方面影响文化差异，比如说：思维，理念和时间等等。因此，中西对文化差异的正确理解变得越来越重要。只有当我们对文化差异有一个正确理解和认识

3、，才能在商务谈判中作出更好的决策，并更好地服务我们的社会市场经济三、 参考文献1肖 靖.论国际商务谈判中的跨文化策略J商场现代化，2005: 62姚立.商务谈判M北京: 中国城市出版社，2003: 53曹菱主编. 商务英语谈判G，外语教学与研究出版社，2004 4谢晓莺主编.商务英语谈判G，中国商务出版社，2005 5邱革加,杨国俊主编. 双赢现代商务英语谈判M，中国国际广播出版社，2006On Cross-cultural Elements in Business Neogtiations 0000000Abstract: Nowadays the cooperation and relat

4、ionship between countries have become closer and closer becouse the tendence of the world s economy globalization become stronger and stronger .with the onging of the china opening and reform policy, and success in entry the WTO, the relationship between our country and other countries in the world

5、will also become closer and closer. various inter-cultrual negociation become more and more frequrent, so about different Much attantion is paid by business men in the inter-cultural negotiation. there are many aspects that affect the factors of cultural differency, such as; thought, ideology and ti

6、me etc., therefore, correct understanding of cultural differency between china and western countries becomes more and more important. And only when we make a good understanding and recognition correctly about the different cultures between our country and western countries can we have a better polic

7、y in business negotiation, and serve the socialist market economy.Key words: cross-cultural difference; international business negotiation; countermeasure0 IntroductionWith the emergence of economic globalization and Chinas entry into WTO, international business becomes increasingly intercultural. A

8、s international business relations grow, so does the frequency of business negotiations among people from different countries and cultures. And that can create considerable challenges for business representatives unfamiliar with the cultures of different groups. So the intercultural approach to inte

9、rnational business negotiation has attracted increasing academic attention. Negotiations can easily break down because of a lack of understanding of the cultural component in the negotiation process. Therefore, to the successful negotiations, the two sides must first understand the cultural differen

10、ces. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators. Thus in an intercultural negotiation, in addition to the basic negotiation skills, it is important to understa

11、nd the cultural differences, and to modify the negotiation style accordingly. This paper focus on the four dimensions of culture and different negotiating styles to illustrate the importance of the culture factors in business negotiation.1 Negotiation and CultureThe very definition of negotiation, i

12、n its modern sense, can vary from culture to culture. What a negotiation is designed to accomplish is seen differently by different groups of people. Before one even comes to the table, such differences in the meaning or purpose of the negotiation affect the negotiation, as how one defines the proce

13、ss of negotiating is culturally determined. Some cultures see it only as an opportunity to bargain, others as the establishment of a lifetime relationship that goes beyond the occasional meeting, still others as an opportunity to demonstrate their capacity for eloquence and debate. Some do not see n

14、egotiation as a process at all. For instance, Americans and Europeans tend to see negotiations as a competitive process; the Chinese and the Japanese see it as a collaborative endeavor. So there are many more challenges in an intercultural environment than in acoss-cultural setting. Intercultural ne

15、gotiations are an negotiation where the negotiating parties belong to different cultures and do not share the same ways of thinking, feeling, and behavior. The negotiation process is generally more complex because cultural norms may undermine effective communication.2 Cross-cultural differences main

16、 reflections:In the long process of historical development in various countries has gradually developed a distinctive culture. These cultures are quite different In many ways, Specifically in the following areas:2.1 Differences in ways of thinkingDifferent cultures have their own ways of thinking, t

17、hinking style and thinking features.which so-called thinking differency . Business negotiation is the negotiators motion process of the thinking movement. The way of thinking in china is emotional. Therefore, in the negotiation process. Chinese people tend to emphasize the experience. The way of thi

18、nking in west is rational. They are focused on the truth. Chinese traditional thinking are accustomed to starting from the overall things, and what is more, they also emphasize the interconnectedness of things and the overall function. The Western traditional of thinking is more focused on the indiv

19、idual mode of thinking, which With a clear purpose, planning, and demand the opposite sex.Chinese people pay attention to curves of thinking, they are accustomed to descriping the problem from another angle, Trying to avoid to directly point out the information center. The Western emphasis on the li

20、ne of thinking. They Straight to the point when they want to express ideas.2.2 differences in the time and valuesIn different culture. Values, there will be very different. An understanding of a popular values competence in the sociaty which play a very important role in the cross-cultural communica

21、tion. Chinese people have always accepted Confucian education and edification, so the concept of altruism has a long history in China. While Westerners tend to believe in individualism.Self-serving concept of Western culture has become a collective consciousness. Different cultures have different co

22、ncept of time. For example for Americans, they have a strong sense of time, and their whole life completely subject to strict and precise timing. while the Chinese peoples concept of time rather weak.2.3 Differences in the concept of ethics and the rule of lawChinese culture, accustomed to avoiding

23、to think the problems in legal, while it focus on the issue from the ethical and moral considerations. Chinese people attach importance to officials human, they are weak in a sense of law, and they are accustomed to relying on the officer to conduct the “back” transactions, to using by the media to

24、play the role of ethics. Western Ethics think that the country must make the law a concrete manifestation of the national moral concepts, if the rule of law is not be implemented, it can not meet the ethical requirements of the ideal state. So that they usually use legal rather than by conscience an

25、d moral role.3 Negotiating StyleIt must be emphasized that there is no one right approach to negotiations. There are only effective and less effective approaches and these vary according to many contextual factors. As negotiators understand that their counterparts may be seeing things very different

26、ly, they will be less likely to make negative judgments and more likely to make progress in negotiations. The research and observations by most scholars indicate fairly clearly that negotiation practices differ from culture to culture and that culture can influence “negotiating style”-the way person

27、s from different cultures conduct themselves in negotiating sessions. For example,U.S. negotiators tend to rely on individualist values, imagining self and other as autonomous, independent, and self-reliant. This does not mean that they dont consult, but the tendency to see self as separate rather t

28、han as a member of a web or network means that more independent initiatives may be taken. American negotiators tend to be competitive in their approach to negotiations, including coming to the table with a fallback position but beginning with an unrealistic offer.Therefore，American negotiators often

29、 act in an impersonal way-“business is business” is their maxim. Besides, American negotiators are always mission-driven-anxious to bring parties concerned into agreement, and they have little interest in building up any relationship. Furthermore, American negotiators like to be openly challenged fo

30、r the negotiation, and they think it is quite normal if they run into any conflict with any party concerned.Chinese negotiators also look forward to long-term partnership. Unlike America negotiators, they are not in a hurry to push for an agreement. Generally there is a slow start to “warm up”, and

31、then it is followed by some tentative suggestions. Like their Japanese counterparts, Chinese negotiators do not expect any open conflict for whatever reasons, and they are trying to “save face” for both sides.The Chinese are reserved and known for their hospitality and good manners. The Chinese cons

32、ider mutual relationships and trust very important. Therefore, time will be spent in the beginning enjoying tea and social talk. However, they are some of the toughest negotiators in the eyes of foreign negotiators. Technical competence of negotiators is necessary, and a non-condescending attitude i

33、s important because the Chinese research their opponents thoroughly to gain a competitive advantage during negotiation. Nothing is final until it is signed; and they prefer to use an intermediary. The Chinese delegation will be large. They rarely use lawyers, and interpreters may have inadequate lan

34、guage skills and experience. Although Chinese negotiators imply that there is no compromise or third choice, in reality there is ample room for compromise.Even as different approaches to negotiation across national cultures are identified, change is constant. International business culture tends to

35、privilege Western approaches to negotiation, centering on problem-solving and linear communication, as do many settings. As Western norms are balanced with Eastern values, and local traditions are balanced with regional and national approaches, negotiation practices continue their global evolution.

36、Culture can influence the way in which persons perceive and approach certain key elements in the negotiating process. Knowledge of these cultural differences may help negotiators to better understand and interpret their counterparts negotiating behavior and to find ways to bridge gaps created by cul

37、tural differences. Equally important, professional and occupational culture may be as important as national culture in shaping a persons negotiating style and attitudes toward the negotiation process. If true, negotiators should at least note two important implications. First, practitioners need to

38、take into account professional culture, as well as national culture, in their studies and analysis of the impact of culture on negotiating table, negotiators from different cultures but with similar occupational or professional backgrounds might seek to the elements of their professional culture in

39、trying to bridge the cultural gap between them. 4. deal with cultural differences in the international business negotiations Conflicts and contradictions in the Business negotiations exist from time to time .to improve the success rate of the negotiations, Relevant people should pay particular atten

40、tion to the following questions.4.1 make adequate preparation before negotiation Before negotiate with foreign business people, we must understand the parties customs and culture as much as possible, which aim at avoiding some special stress that do not know which made other party s unhappiness. And

41、 even affecting the business negotiation process and results. In addtion, we should fully understand the situation of negotiating partners, including other stakeholders of national and cultural circumstances.4.2 set up the sense of cross-cultural tolerance, learn empathyNegotiators need to respect e

42、ach others thinking patterns when they negotiate. Cross-cultural behavior does not mean simply to adapt to each other, but for the key point is to stand in each others position to consider the issue, Namely,empathy. In the Cross-border business negotiations,we usually put Economic interests first. t

43、here is another point we should be follow - do not make improper comment on each others cultural norms, This can easily lead to sharp conflicts.4.3 overcome the communication barrierIn order to successfully achieve the objectives of the negotiations. Negotiators use a simple way that is clear and fr

44、ank as possible to express their thoughts. that is to say , Do not be ambiguous, vague. To the greatest extent possible we should reduce the two sides in the language of the unknown area. Generally speaking , Business English negotiation requires the use of translation. As a translator ,you should n

45、ot only use proficient languages, but also you shuold have the appropriate expertise. at The same time, you should have a deep understanding of the the negotiating States culture.Now, we have understood how to do with the cultural differences in the international business negotiations. next let us s

46、ee what dicisions do the countries make when they face to the cross -culture differency.Chinese peoples decision is always made by the community, generally speaking, we try to avoid making decision by oneself. The Chinese negotiating group always exchange views and adjust strategies correspondently

47、before the negotiation, during the negotiation, and after the negotiation. When the opposite sides proposals beyond the power of Chinese negotiators, they have to ask for the higher authority give the final decision by leaders collective discussion. In American, the individual can represent the company to make decision. The American negotiators possess enough power to make decision on the topic of the negotiation within their authorized power. Different decision-making mechanics are formed by different reas