Английский для социологов. Астафурова Т.Н. - 7 стр.

independence, and it is more profitable to keep things in the family,
pay workers in cash, and employ people who are officially self-
employed, in order to make bigger profits and avoid strikes.

        1. The French
                       !                 3. The Italians
                                                         !
        2. The Spanish
                       !                 4. The Japanese
                                                         !
    Do you agree with the above given analysis? Why/Why not?
    How dangerous is it to stereotype people in this way? Now
compare your opinions with those in the article given below.


                  BOARDROOM CULTURE CLASH.

     AN UNPREDICTABLE AFFAIR
     Try to put pressure on a Japanese in a negotiation and you will be
met with stony silence. Hold an informal fact-finding meeting with a
German and you can expect a battery of searching questions. Disagree
with the French on even a minor point and they will take great
pleasure in engaging in spirited verbal combat. Doing business across
culture can be an unpredictable affair.
      CULTURAL AWARENESS
      Most of us prefer to do business with people we like, and it
should come as no surprise that the people we like tend to be like us.
So whilst we may dispute the accuracy of cultural stereotypes, it is
generally agreed that good business relationshi ps are built on cultural
awareness. Across national frontiers ‘nice guys’ do more business than
nasty ones. But what constitutes nice-guy behaviour in a boardroom in
Miami is not necessarily what they expect in Madrid.
       THE US PERSPECTIVE
       For instance, most Americans will insist on the hard sell. It’s
not enough that you want to buy their products, you must let them
sell them to you. They have to report back to superiors who will be as
interested in how the deal was struck as the result. Systems and procedures
matter to Americans.



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