Impact of Culture on Negotiating Styles: in Relation

"Power distance" is among one of five cultural methods that were found by Hofstede. It’s the degree to which the less powerful group of people in an establishment and organizations agree to anticipate that power is distributed unequally. In other words, some cultures agree to receive a higher degree of unequally distributed power than what other peoples of other cultures. In America we are considered to be low power distance because society feels that they are entitled to a certain amount of power. In other countries they practice or have a higher power distance because people feel they are given little power or none due to people that have much higher positions. Some peoples from different culture’s that have a low power distance assume and

An important goal is to be culture competent. From a COI perspective these two countries are both cultural opposite based on Thinking Styles, Interaction Styles and Sense of Self. The only similarity between both organizations is that they both have an inductive “Thinking style.” It makes sense to try and capitalize on this similarity. Both parties will be interested in discussing concrete cases, facts, and evidence, rather than abstract theories. I have reviewed the U.S.A. critical negotiating differences to identify the key difference in processes and practice for negotiating powers, negotiators, values, preparation, protocol, structure, compromise and conflict structure. We are very dissimilar. I find that MedDevice’s organization to be very much in line with the aspects mentioned in the COI.

I would obtain a cultural profile and learn about their ways of negotiating and how they prefer to engage in business manners. Previously, it has been stated that “managers can use profiles to understand the various differences in the levels of communication, ethics, motivation, group and individual participation that may be encountered while working with a country that may be different from one’s own” (Deresky, 2014). If I were to do the homework that is deemed necessary while working with other cultures, I believe the results may be more favorable for everyone who is

It is crucial for today's business personnel to understand the impact of cross cultural differences on business, trade and internal company organization. The success or failure of a company, venture, merger or acquisition is essentially in the hands of people. If these people are not cross culturally aware then misunderstandings, offence and a breakdown in communication can occur.

An important matter insists straight way attention and action. To my mind, the biggest difference between Americans and the people in other countries in terms of negotiating is that, Most Americans are very individualistic while the Japanese people view that it as an opportunity for sharing information. Although the Chinese people believes that “silence is golden; and the French like to be independent. They are deliberate inert in a negotiation, and all the people in the world want to be like

For example, when Westerners and Chinese negotiators do business with each other, Westerners typically don’t believe that the Chinese are being truthful with them. The Chinese, as a result, senses this tension, and returns the lack of trust (Deresky, 2014). The way that the two cultures deal with trust could also be traced back to the individualistic nature of the west and the collective nature of many eastern cultures that would like to maintain harmony and the collective welfare of the group. For eastern cultures, something that affects one member of the society, affects all of it, so in order to advance as a collective unit, trust in each other is necessary, where as for the individualistic gains for the average American may not require as much.

However, beneath the iceberg, we have value, beliefs, norms and assumptions. These are all important factors of the negotiator that a negotiator who is unfamiliar with the culture would not be aware of if they simply showed up to the negotiation without first conducting research (Thompson, 2014).

Uncertainty avoidance is defined as the extent to which a culture feels threatened by ambiguous, uncertain situations and tries to avoid them by establishing more structure (Lustig, Koester, 2006, p.119). Some cultures believe change is beneficial because of what is unsure ahead while others believe that change is unnecessary and stay with the status quo. Hofstede create an uncertainty avoidance index (UAI) to judge a cultures attitude toward change. Those countries with a relatively low score have a high tolerance for uncertainty and have minimal rules that govern social conduct and behavior (Lustig, Koester, 2006, p.119). Examples of these countries include Jamaica, Denmark and Sweden. Conversely, those with high UAI’s prefer to avoid uncertainty. They try to ensure certainty and safety by rules, regulations and laws. Dissent is not tolerated. Examples of these countries include Greece, Portugal and Guatemala. Mexico has a high score in the UAI (65) (Lustig, Koester, 2006, p.121). It is resistant to change, some of it due to the fact that Mexico is a Catholic country which

As in any conflict, a solution begins with effective communication. This begins be acknowledging that culture comprises beliefs, values, and cognitive structures that characterise negotiation styles and objectives. Effective cross-cultural communication requires overcoming communication/negotiation barriers toward reaching amicable resolutions. To form a clearer picture of how culture influences communication and thereby influencing negotiations, it is perhaps wise first explain the negotiation process.

In today’s world, it is hard to find a company that is not involved in international business. Within this involvement are these businesses building relationships and negotiating amongst themselves. This negotiation is taking place because they feel they can influence the process in a way that can get them a better deal than settling for what was initially proposed. However, cultural differences between countries are a key factor and create challenges for these businesses. There is more to negotiating that meets the eye and these hidden cultural elements, if not understood, will make or break the negotiation. Therefore it is important to be aware of cultural influences on negotiations. The purpose of this paper is to use different elements and Hofstede’s Value Dimension framework to identify the cultural differences between China and the United States.

In this negotiation, we learned that it is important to research your opponent, to understand their culture, not only of their country or backgrounds, but also their company culture. When we are able to understand our opponent’s way of thinking about business and doing business we can then understand how to approach a negotiation situation with them. In this exercise, we learned that it is difficult for us to adjust when it involves breaking or acting in a way opposite of what we are accustomed to. We also learned that although my classmates live in the same country as we do, their upbringings may have similarities to their origin country and will therefore help them to communicate and adjust to that country’s norms and standards. We were surprised how we were able to stay in character although it was hard and it was surprising how people responded when they were unaware of your intentions and strategies. If we had to do this exercise again, what we can do is do more research on our opponents so that we would have an idea of what to expect in the negotiation table.

When Anne Burns, an American expatriate, moved to Jordan with her husband to promote female entrepreneurship through the non-profit organization ExportJordan, she had no idea that her American style of communication and negotiation would clash so severely with the Jordanian culture. As she settled into her new office aided by a western educated female employee named Hayat, she quickly ran into a number of minor differences such as men not shaking her hand. Major issues soon started happening, as evidenced by her less than warm welcome by Jafar, a male employee who warned her about her attitude and actions with cryptic phrases and obvious disapproval.

Around the world business culture is expressed differently in most countries, but how different? Culture is one main difference that can be distinguished from different countries. Culture is defined in many ways; Culture is the collective programming of the mind that distinguishes the members of one group or category of people from

Some cultures would not take some negotiating tactics well. Chinese, for example, value interpersonal relationships in any sort of deal, so threats and attempts at intimidation will most likely backfire with them (Chang, 2006).

This paper evaluated the Organization’s culture progressiveness between Nigeria, Cameroon and South Korea, but I am focusing Nigeria and South Korea using Alder’s (2008) questionnaire to determine results that reveal the cultural differences between both countries. Nigerian and South Korea are different cultures and there are forms of business agreement that are expected, a business negotiators are allowing to employ cultural experts, translators, outside attorneys, financial advisors or technical expert who have at least moderate and preferably high familiarity with both the two countries cultures. According to my interviewee revealed that South Korea cultures believed that agreements are expected to be legally binding. My interviewee (South Korea) reveals that Culture depends on the results, results depend on culture. She pointed out that Korean Leaders build company cultures around any set of desired results; market dominance, sales growth, technical excellence, ease of customers interaction, best-in-class quality, or stable earrings.