1、1 Impacts of Cultural Differences on Business Negotiations . Introduction The business negotiations under different business cultural conditions come to multi-cultural negotiations. With the economic globalization and the frequent business contacts, cultural differences seem to be very important, ot
2、herwise they could cause unnecessary misunderstanding, even affect the result of the business negotiations. This means it is very important to know the different culture in different countries and the ways to avoid the culture conflicts in the international business negotiations. The article commenc
3、es from the definition of the culture in the area of business. Then from the three aspects of communication process, negotiation styles, it explains the influence of cultural differences on international business negotiations, and at the same time it analyzes how to deal with the problems of the bus
4、iness cultural differences correctly in negotiation process . Such a standpoint is emphasized: In the business negotiations between different countries , negotiators should accept the other partys culture, and try to make him be accepted ； then make a correct evaluation with the help of valid commun
5、ication and discover their real benefits between them . Besides, we should know clearly and try to accept the cultural differences as possible as we can. It is very important for the success of culture negotiations. 2 正式的文化倾向于有组织的等级制度，在地位和权力方面有主要影响。相比之下，非正式的文化更注重平等的组织，在地位和权利方面没有太大影响。 当一个来拥有非正式文化的谈判人
6、员遇到一个拥有更正式文化的同行时，很多重要的谈判失败 了，因为那些文化差异已经被搬到了谈判桌上。拥有正式层次文化的商务谈判人员可能被一个陌生的来自非正式社会环境的同行冒犯。另一方面，那些拥有非正式文化的谈判者可能会觉得那些正式的同行沉闷、疏远、自负、或者傲慢。 非正式文化倾向于价值地位平等，正式文化重视价值和层次的差异，忽略这些目的就可能在谈判中引起一系列的问题。 如果都能意识到不同的商业谈判行为都是不同价值观的结果，而不是个人特性引起的，那么，这样的误会就可以避免。 非正式文化的国家有： 澳 大利亚 、美国、加拿大、新西兰、丹麦、挪威、冰岛。 正式文化的地区有：欧 亚的大多数地区， 地中海地
7、区和阿拉伯世界 ,拉丁美洲。 E.硬性时间文化与软性时间文化 不同地区的人安排和利用时间的方式不同，在硬性时间社会，守时是重要的，计划和议程都是固定的，并且商业会议很少会被打断。软性时间文化有着明显的差别，人们很少严厉地强调守时从而好多事情都没有在预定的期限内完成。 冲突就产生在一些硬性时间商人认为那些软性时间的客户很懒，还没有原则，与此同时，后者却觉得前者过分受期限的限制是一种傲慢。 硬性时间文化的国家有： 北欧和日耳曼欧洲、北美、日本。 软性时间文化的国家有： 澳大利亚 /新西兰、俄国 和大多数站欧洲、东南亚等国家和地区。 . Different Business Cultures Dif
8、ferent countries, different races have different culture which affect each aspect of 3 society. So in the area of business let us firstly give different culture definition their feathures as the following six. A. Task-centered vs People-centered People who are purely task-oriented are concerned enti
9、rely with achieving a business goal. They are not at all concerned about the effect which their determination will have on the people with whom they come into contact. They will pursue their business objectives relentlessly； they will go to the limits of morality； as negotiators, they will be very t
10、ough , very fighting, very aware of tactical ploys and anxious to make maximum use of them. American business culture is a very example of task-centered. People dont want to waste time with the social niceties； they want to get down to business. Another way of classifying this type of approach is to
11、 say that it is very specific. People who adopt this approach tend to focus hard on specific issuesthis should mean that time is saved and objectives reached most effectively. However, there is always a danger that personal issues can be ignored. These personal issues may be the ones which make or b
12、reak the deal! People-oriented managers, on the other hand, are highly concerned about the well-being of those who work for them, or alongside them or above them. This can lead to an almost total neglect of the business goals. In this respect, they give time to some small talk before the meeting sta
13、rts because they believe this will improve communication and lay the basis for possible future relationships. Another way of looking at this is to call it diffuse. A diffuse approach to business will place great importance on all the events which surround the actual discussion on the deal, for examp
14、le, lunch together, social conversation on the way to the airport, or a chance to meet your partners famil . There are intermediate points between total task-orientation and total people-orientation. It splits this central area into three parts. low-orientation both to task and to people But of course such low achievers would hardly be expected to reach the status of negotiators. medium-orientation both to task and to people This center group is characterized by the continual search for compromise. high-orientation both to task and to people
