Group Members:Pankaj Dhapola (130) Pankaj Gupta (117) Rohit Kumar (165) Deepanshu Chugh(173) Monika Arya(158) Parul(167)

Communication

is the exchange meaning from sender to receiver

The Communication Model
Message Message Message Message

of

Source

Encoding

Channel

Decoding

Receiver

Feedback

 The

thought & behaviour patterns that

member of a society learns through language & other forms of symbolic interaction.
Cultures

change gradually picking new

ideas and dropping old ones.

It is a field of study that looks at how people from differing cultural backgrounds communicate, in similar and different ways among themselves, and how they endeavour to communicate across cultures.

Dimensions Of Culture

 Context

is the information that surrounds a communication and helps to convey the message. Low Context Culture Messages people convey are explicit & clear, use actual words to convey information. High Context Culture Indirect communication, much information transmitted through non-verbal communication

High Context

Low Context

Chinese Korean Vietnamese Arab Greek Spanish Italian English French North American Scandinavian German Swiss

Intimate distance Personal distance Social distance Public distance

18 18 to 4 4 to 8 8 to 10

 Asians

do not need appointment while Americans, Europeans & Africans need prior appointment to meet someone.

Friday

in the middle East is Just like Sunday in the West.

is lack of punctuality in Asian, African culture but Chinese & Swedish people are very punctual.

There

 USA

is very legalistic society & Americans

are very specific in term of agreement.

Opposite

in Asian countries, They keep

quiet in case of disagreement.

 In

global organisations, it is polite to schedule business dinners after 8 p.m which allows muslims to complete their evening prayer before dining. Catholics, Northern Africa, middle east, Malaysia etc. have enforced prohibition of liquor.

Roman

Hofstedes Dimensions of Culture

 Culture

in Western countries is individualism and employees prefer to work individually

USA,

Australia & UK follow Individualism

Indonesia,

Thailand, Japan & India follow follow Collectivism

 It

denotes the relationship between superiors & subordinates. power distance societies like Morocco prefer little consultation between superior & subordinates. low power distance societies like Israel, Sweden,Germany etc participative & democratic styles are appropriate.

High

In

 Employees

in countries with high score of uncertainty prefer methodological system while in low scores prefer flexible work. in Switzerland, Netherlands & Canada think of future while Countries like Russia, Poland think of Present.

People

 Hoftstede

defines Masculinity as the degree to which the dominant values of society are Success, Money & Material Things While Femininity as caring for others and quality of life. Mexico, UK, Germany, USA &

Japan,

Australia follow Masculinity Whereas

Sweden, Netherland, Denmark follow Femininity

 Cross Work

Cultural Literacy

Attitude towards Time Styles

Attitude

Management Competitive Business

Advantage

Ethics

 Negotiation The

negotiation process negotiation styles

Understanding Managing Decision

negotiation

making

 The

amount and type of preparation for a negotiation relative emphasis on tasks versus interpersonal relationships reliance on general principles rather than specific issues number of people present and the extent of their influence

The

The

The

Negotiation describes the process of discussion between two or more parties aimed at reaching a mutually acceptable agreement

Preparation Relationship building Exchange of task-related information Persuasion Concessions and agreement

HQ employees Suppliers Home government

Investors Alliance partners Contractors

Host government Distributors Expatriate employees

Home (HQ) Country

Firm Negotiators

Host country

Home consumers

All citizens Special interest groups

Host local employees Host consumers

Basic conception of negotiation process: Is it a competitive

process or a problem-solving approach?

Negotiator selection criteria: Is selection based on

experience, status, expertise, personal attributes, or some other characteristic?

Significance of type of issues: Is it specific, such as price, or

is the focus on relationships or the format of talks?

Concern with protocol: What is the importance of procedures,

social behaviors, and so forth in the negotiation process?

Complexity of communicative context: What degree of

Nature of persuasive arguments: How do the parties
attempt to influence each other? Do they rely on rational arguments, or accepted tradition, or on emotion?

reliance is placed on nonverbal cues to interpret information?

Role of individuals aspirations: Are motivations based on individual,

company, or community goals?

Bases of trust: Is trust based on past experience, intuition, or rules? Risk-taking propensity: How much do the parties try to avoid
uncertainty in trading information or making a contract?

Value of time: What is each partys attitude toward time? How fast
should negotiations proceed, and what degree of flexibility is there?

Decision-making system: How does each team reach decisions by

individual determination, by majority opinion, or by group consensus?

Form of satisfactory agreement: Is agreement based on trust (perhaps just a handshake), the credibility of parties,
commitment, or a legally binding contract?

For North Americans, negotiations are business like; their factual appeals are based on what they believe is objective information, presented with the assumption that it is understood by the other side on a logical basis. Arabs use affective appeals based on emotions and subjective feelings. Russians employ axiomatic appeals that is, their appeals are based on the ideals generally accepted in their society.

Knows when to compromise Takes a firm stand at the beginning of the negotiation Refuses to make concessions beforehand

Keeps his or her cards close to his or her chest

Accepts compromises only when the negotiation is deadlocked Sets up the general principles and delegates the detail work to associates Keeps a maximum of options open before negotiation Operates in good faith

Respects the opponents

States his or her position as clearly as possible

Knows when he or she wishes a negotiation to move on Is fully briefed about the negotiated issues Has a good sense of timing and is consistent Makes the other party reveal his or her position while keeping his or her own position hidden as long as possible Lets the other negotiator come forward first and looks for the best deal

Looks for and says the truth Is not afraid of speaking up and has no fears Exercises self-control

Seeks solutions that will please all the parties involved

Respects the other party

Neither uses violence nor insults

Is ready to change his or her mind and differ with himself or herself at the risk of being seen as inconsistent and unpredictable

Looks for and says the truth Is not afraid of speaking up and has no fears Exercises self-control Seeks solutions that will please all the parties involved Respects the other party Neither uses violence nor insults

Is ready to change his or her mind and differ with himself or herself at the risk of being seen as inconsistent and unpredictable

Puts things into perspective and switches easily from the small picture to the big one Is humble and trusts the opponent Is able to withdraw, use silence, and learn from within Relies on himself or herself, his or her own resources and strengths Appeals to the other partys spiritual identity Is tenacious, patient, and persistent Learns from the opponent and avoids the use of secrets Goes beyond logical reasoning and trusts his or her instinct as well as faith

Protects all the parties honor, self-respect, and dignity Avoids direct confrontation between opponents Is respected and trusted by all Does not put the parties involved in a situation where they have to show weakness or admit defeat Has the necessary prestige to be listened to Is creative enough to come up with honorable solutions for all parties

Is impartial and can understand the positions of the various parties without leaning toward one or the other

Is able to resist any kind of pressure that the opponents could try to exercise on him Uses references to people who are highly respected by the opponents to persuade them to change their minds on some issues Can keep secrets and in so doing gains the confidence of the negotiating parties Controls his temper and emotions Can use conference as mediating devices

Knows that the opponent will have problems in carrying out the decisions made during the negotiation
Is able to cope with the Arab disregard for time

Very quiet and thoughtful Punctual (concerned with time) Extremely polite Straightforward (they get straight down to business)

Eager to be productive and efficient

Heavy-going Down-to-earth and overcautious

Rather flexible
Able to and quite good at holding emotions and feelings

 Slow

at reacting to new (unexpected) proposals and familiar

Informal

Conceited
Perfectionist Afraid Very

of confrontations

private

The software of negotiation that is, the nature and the appearance of the relationship between the people pursuing common goals need to be carefully addressed in the negotiation process. Tse, Francis, and Walls

Culture

National/corporate Principles versus specific details Negotiating styles objective/subjective/axiomatic Negotiating behavior defense/attack/trust deception/pressure/concessions Verbal and nonverbal behavior Attitudes toward time/scheduling Composition of teams Level of preparation

Task versus interpersonal relationships

Trust level and duration relations

Culture

Culture

Negotiation Support Systems (NSS) can provide support for the negotiation process by: Increasing the likelihood that an agreement is reached when a zone of agreement exists (solutions that both parties would accept) Decreasing the direct and indirect costs of negotiations, such as costs caused by time delays (strikes, violence), and attorneys fees, among others Maximizing the chances for optimal outcomes

Antecedent Factors Etiquette Harmony Face Economic conditions Politics pervasiveness Constituent shadow

Negotiators Profile Cognition Personality Team commitment Open-mindedness Adaptive orientation

International Business Negotiations Behavior Process Outcomes

 Defining

the problem and analyzing relevant data alternative solutions

Gathering

Considering Deciding

on the best solution the decision

Implementing

 Objective

(basing decisions on rationality) versus subjective (basing decisions on emotions) approach tolerance

Risk

Locus

of control internal (managers in control of events), or external (managers have little control over events)

Individualism/collectivism Locus of decision making Risk tolerance

Utilitarianism/moral ideals

Past/future orientation

Problem Data Implementation Definition gathering

Consideration of alternative solutions

Decision

Objective/subjective perspective

Internal/external locus of control