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attitudes to time, space, the individual or group activity, relationships
between superiors and subordinates, negotiating style, etc.
Some cultures tend to be collectivist and others individualist. In a
collectivist culture this means that group harmony generally takes
precedence over individual performance and needs. Examples of
collectivist cultures are Japan, Indonesia, Portugal, etc. Examples of
individualist countries are the United States, Italy, etc.
The distribution of power within the companies will also vary
from culture to culture. In cultures with a low power distance, for
example, Sweden and the United States, there is relatively little
emphasis on status. In cultures with a high power distance, such as
Mexico and Indonesia, position and status play a more important role
in working relationships. It must be remembered, of course, that
within any culture there will be variations in power distance from
company to company.
The combination of many of these attitudes and assumptions
influences the way in which people behave in specific situations such
as negotiating. The chart below compares seven main cultural groups
— the Japanese, the Americans, the British, the Germans, the French,
the Russians and the Arabs — in terms of four key areas: emotions,
decision — making, social interaction and negotiating strategy.
Emotions Decision making Social interaction Negotiating Strategy
the Japanese
Emotions are
valued but ,must
be hidden. Self
control is highly
valued: no
argumen-tation.
Respect, patience
modesty
Decisions are
made by the group
rather than
individuals
Face-saving is
very important
choice is often
made to save
someone from
embarassment
To reach
agreement in
harmony and
consensus without
direct pressure.
This is the reason
why negotiaitons
take much longer
the Americans
Emotions are not
highly valued
Team work gives
input to decision
makers. Decisions
are made quickly
Face-saving does
not openly matter.
Choices are made
on a cost / benefit
basis. Little
emphasis on status
To be strong is
highly valued.
Pressure tactics are
often used.
Arguments are
made in an
impersonal and
based on facts way
attitudes to time, space, the individual or group activity, relationships between superiors and subordinates, negotiating style, etc. Some cultures tend to be collectivist and others individualist. In a collectivist culture this means that group harmony generally takes precedence over individual performance and needs. Examples of collectivist cultures are Japan, Indonesia, Portugal, etc. Examples of individualist countries are the United States, Italy, etc. The distribution of power within the companies will also vary from culture to culture. In cultures with a low power distance, for example, Sweden and the United States, there is relatively little emphasis on status. In cultures with a high power distance, such as Mexico and Indonesia, position and status play a more important role in working relationshi ps. It must be remembered, of course, that within any culture there will be variations in power distance from company to company. The combination of many of these attitudes and assumptions influences the way in which people behave in specific situations such as negotiating. The chart below compares seven main cultural groups — the Japanese, the Americans, the British, the Germans, the French, the Russians and the Arabs — in terms of four key areas: emotions, decision — making, social interaction and negotiating strategy. Emotions Decision making Social interaction Negotiating Strategy the Japanese Emotions are Decisions are Face-saving is To reach valued but ,must made by the group very important agreement in be hidden. Self rather than choice is often harmony and control is highly individuals made to save consensus without valued: no someone from direct pressure. argumen-tation. embarassment This is the reason Respect, patience why negotiaitons modesty take much longer the Americans Emotions are not Team work gives Face-saving does To be strong is highly valued input to decision not openly matter. highly valued. makers. Decisions Choices are made Pressure tactics are are made quickly on a cost / benefit often used. basis. Little Arguments are emphasis on status made in an impersonal and based on facts way – 21 –
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