Английский для социологов. Астафурова Т.Н. - 21 стр.

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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


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