the assignment of international business negotiation

Central South University of Forestry and Technology

Assignment of International Business Negotiation

title： Cultural Differences Maybe Not So Value Prepared by(Name): Candidate No. 3

Tutor: Tang Chunling

1st June 2015

Brief: A key to being successful in business internationally is to understand the role of culture in international business. Whatever sector you are operating in, cultural differences will have a direct impact on your profitability. Improving your level of knowledge of international cultural difference in business can aid in building international competencies as well as enabling you to gain a competitive advantage. However, on the one hand where it is important to be aware of cultural differences of different countries, on the other, it is also hard to be aware of every single aspect of each country’s organizational culture. Therefore, you should be aware of the key factors that have a direct impact on business.

1.Commonality of humankind

Differences between people within any given nation or culture are much greater than differences between groups. Education, social standing, religion, personality, belief structure, past experience, affection shown in the home, and a myriad of other factors will affect human behavior and culture.

Sure there are differences in approach as to what is considered polite and appropriate behavior both on and off the job. In some cultures \"yes\" means, \"I hear you\" more than \"I agree.\" Length of pleasantries and greetings before getting down to business; level of tolerance for being around someone speaking a foreign language; politeness measured in terms of gallantry or etiquette --e.g., standing up for a woman who approaches a table, yielding a seat on the bus to an older person, etc（http://www.bigear.cn/); and manner of expected dress are all examples of possible cultural differences and traditions.

In México it is customary for the arriving person to greet the others. For instance, someone who walks into a group of persons eating would say provecho (enjoy your meal). In Chile, women often greet both other women and men with a kiss on the cheek. In Russia women often walk arm in arm with their female friends. Paying attention to customs and cultural differences can give someone outside that culture a better chance of assimilation or acceptance. Ignoring these can get an unsuspecting person into trouble.

There are cultural and ideological differences and it is good to have an understanding about a culture's customs and ways.--eg: wrote: \"In studying cross cultural differences, we are not looking at individuals but a comparison of one ethnic group against others. Hence, we are comparing two bell curves and generalization cannot be avoided.\" Another correspondent explained the human need to categorize. True and true, but the danger comes when we act on some of these generalizations, especially when they are based on faulty observation. Acting on generalizations about such matters as eye contact, personal space, touch, and interest in participation can have serious negative consequences (Aaron Pun, a Canadian ODCnet correspondent)

2.Cross-cultural and status barriers

Sometimes, observations about cultural differences are based on scientific observation. Argyle cites several studies on non-verbal communications and culture. According to the studies cited, Latin Americans make more eye contact, face each other more, and touch

more. When they speak If Hispanics face each other more, it is probably because of the need for eye contact. Please do not believe that Hispanics touch more, with the exception of some very specific social contexts, one of them being between dating or married couples. One of the studies cited more contact among Latin American couples. Another study showed that Latin Americans stand closer than North Americans, but that there are regional variations among countries. Argyle asserts that there are few genuine cross-cultural studies in the area of spatial behavior. Interestingly, yet another study showed that \"middle-class Americans actually touched quite a lot\" and that the USA is more of a contact culture than people think.

Much of the differences in culture have to do with food preparation, music, and what each culture considers

politeness. Food preparation, for instance, can be quite different in various cultures. One farmer could not understand why his workers did not attend a specially prepared end-of-season meal. The meal was being prepared by the farm owners. Instead, when the farm operators provide the beef, pork or other meat but delegate the actual preparation to the workers who can spice up their own way, such a celebration meal can be a great success. Similarly, a dairy farmer found out that his Mexican employees were not too excited about getting ground beef as a perk. Instead, they would have preferred the cow's head, tongue, brains, as well as other cuts of meat that were not ground up. With world globalization, even tastes in food and music are rapidly changing--eg: \"I've taught ESL to many many different nationalities and lived in rooming situations with people from all nations and lived in Japan and Cambodia... it took me a long

time not to generalize and now when I hear others doing so... I know they are just beginning to 'wade in the river,' so to speak, of intercultural relations.\" (Jill Heiken, an HRnet correspondent)

Strong eye contact is partially a factor of shyness; partly a measure of how safe a person feels around another. If those who have written about poor eye contact on the part of Hispanics would walk down a mostly minority neighborhood at dusk, they may also find themselves looking at the ground and making less eye contact. Cross-cultural observations can easily be tainted and contaminated by other factors. Perceived status differences can create barriers between cultures and even within organizations.

For instance, farm managers, instructors, and foreign volunteers may appear to have a status differential with those farm workers, students, and technical assistance recipients they are working with. A person with this status differential will have to show, by word and action, that he values the potential contributions of those he works with. Until this happens he will only obtain compliance but never commitment.

Breaking through status barriers can take time and effort. The amount of exertion will depend on many factors, including the skill of the manager on the one hand, and how alienated and disenfranchised from the main stream the person he is trying to reach feels.

For example, in East Africa, a non-Black manager speaks to the Black African accountant and the accountant makes little eye contact and responds with submissive \"Yes, Sirs\" regardless of

what he hears. When the manager exits, this same accountant makes plenty of eye contact and is full of ideas and creativity when dealing with those of his same and different race.

In another example, an adult class of Hispanic farm workers says nothing to their Anglo-Saxon instructor over a three day

period--even though they do not understand what is being taught. This same group of farm workers, when given a chance to be active participants in the learning process, become, in the words of a second Anglo-Saxon instructor at the same junior college, \"the best class of students I have ever taught.\"

In yet another case, an Anglo-Saxon adult educator finds that Hispanics are apt to listen politely but not ask questions. He advises others not to expect much participation from Hispanics. A female Hispanic elsewhere wonders if those Hispanic farm workers she teaches don't participate because she is a woman. The first perceives that the lack of participation is somewhat inherent in the Hispanic population; the latter assumes her gender is the cause. Meanwhile, other Hispanic instructors create so much enthusiasm and active participation from the Hispanic audiences they work with, that those who walk by wonder what is going--and why participants seem to be having so much fun. It is not a cultural difference if someone can totally involve a group into a discussion, within minutes, even when that group has had little experience with a more participatory method in the past.

3.Conclusions

Stereotyping can have intense negative effects, especially when educators or managers make fewer attempts to involve those of other cultures because they have been taught not to expect participation! Or do not realize there may be something wrong when a student or employee of a different ethnicity makes little eye contact with them. --eg\"How anyone can try to make

generalizations about an entire continent of people, plus all the Asian Americans and the infinite permutations of people's differing experiences, is beyond me.\"( Faye Lee,2007)

As we interact with others of different cultures, there is no good substitute for receptiveness to interpersonal feedback, good observation skills, effective questions, and some horse sense. There is much to be gained by observing how people of the same culture interact with each other. Don't be afraid to ask questions as most people respond very positively to inquiries about their culture. Ask a variety of people so you can get a balanced view. Making a genuine effort to find the positive historical, literary, and cultural contributions of a society; learning a few polite expressions in another person's language; and showing

appreciation for the food and music of another culture can have especially positive effects.

What I think is not that there are no cultural differences. These differences between cultures and peoples are real and can add richness (and humor) to the fabric of life. My assertion is that people everywhere have much in common, such as a need for affiliation and love, participation, and contribution. When the exterior is peeled off, there are not so many differences after all.

4. Reference

1) http://www.analytictech.com/mb021/cultural.htm August 2008. 2) http://businessculture.org/ April 2009. 3) geert-hofstede.com/countries.html June 2010 4) http://www.bigear.cn July2004

5) The, Regents, of, the, University, of, California, and, Gregorio, Billikopf. What Does May Not[J]. International Business & Cultural Differences, 2000, 1(1): 1-2