畢業(yè)設(shè)計論文TheImpactofCulturalDifferencesonInternationalBusinessNegotiation

1、畢業(yè)設(shè)計(論文)the impact of cultural differences on international business negotiation學(xué) 院年 級級 班專 業(yè)學(xué) 號學(xué)生姓名指導(dǎo)老師 20年月畢業(yè)論文(設(shè)計)誠信承諾書題目學(xué)生姓名學(xué)號專業(yè)班級學(xué)生承諾我承諾在畢業(yè)論文(設(shè)計)活動中，遵守學(xué)校有關(guān)規(guī)定，恪守學(xué)術(shù)規(guī)范，本人畢業(yè)論文(設(shè)計)內(nèi)容除特別注明和引用外，均為本人觀點，不存在剽竊、抄襲他人學(xué)術(shù)成果，偽造、篡改實驗數(shù)據(jù)的情況，如果有違規(guī)行為和論文抄襲率達到30%以上，我愿意承擔(dān)一切責(zé)任，接受學(xué)校的處理。 學(xué)生(簽名)： 年 月 日查詢畢業(yè)設(shè)計（論文）抄襲結(jié)果： % 指導(dǎo)教

2、師承諾我承諾在畢業(yè)論文(設(shè)計)活動中，遵守學(xué)校有關(guān)規(guī)定，恪守學(xué)術(shù)規(guī)范，經(jīng)過本人核查，該生畢業(yè)論文(設(shè)計)內(nèi)容除特別注明和引用外，均為本人觀點，不存在剽竊、抄襲他人學(xué)術(shù)成果，偽造、篡改實驗數(shù)據(jù)的現(xiàn)象。 指導(dǎo)教師(簽名)： 年 月 日四川科技職業(yè)學(xué)院畢業(yè)設(shè)計（論文）評審表（指導(dǎo)教師用）姓名學(xué)號題目評價項目具體要求權(quán)重abcde調(diào)查論證能獨立查閱文獻和從事其他調(diào)研；能正確翻譯外文資料；能提出并較好地論述課題的實施方案；有收集、加工各種信息及獲取新知識的能力。0.1研究方案的設(shè)計能力論文的整體思路清晰，結(jié)構(gòu)完整、研究方案完整有序。0.2分析與解決問題的能力能運用所學(xué)知識和技能去發(fā)現(xiàn)與解決實際問題；能正

3、確處理實驗數(shù)據(jù)；能對課題進行理論分析，得出有價值的結(jié)論。0.2工作量及工作態(tài)度按期圓滿完成規(guī)定的任務(wù)，工作量飽滿，難度較大；工作努力，遵守紀律；工作作風(fēng)嚴謹務(wù)實。0.2質(zhì)量綜述簡練完整，有見解；立論正確，論述充分，結(jié)論嚴謹合理；試驗正確，分析處理科學(xué)；文字通順，技術(shù)用語準確，符號統(tǒng)一，編號齊全，書寫工整規(guī)范，圖表完備、整潔、正確；論文結(jié)果有應(yīng)用價值。0.2創(chuàng)新工作中有創(chuàng)新意識；對前人工作有改進、突破或獨特見解。0.1評定成績（優(yōu)、良、中、及格、不及格）指導(dǎo)教師意見：指導(dǎo)教師用黑色筆跡填寫，不少于80字。指導(dǎo)教師簽名：20 年 月 日說明：在“a、b、c、d、e”對應(yīng)的欄目下劃“”四川科技職業(yè)學(xué)

4、院畢業(yè)設(shè)計(論文)任務(wù)書學(xué)生姓名學(xué)號指導(dǎo)教師學(xué)院名稱專業(yè)名稱論文題目所有表格需打印內(nèi)容均為5號宋體題目來源實習(xí)實踐（ ）理論研究（ ）一、基本任務(wù)與要求基本任務(wù)：通過論文及設(shè)計，利用自己的專業(yè)知識對人事系統(tǒng)的基本管理模塊及功能進行實現(xiàn)，界面清晰明了，人機對話簡單方便指導(dǎo)教師用黑色筆跡填寫，字數(shù)為100120要求：設(shè)計要有一定的專業(yè)性，體現(xiàn)出自己的專業(yè)所學(xué)，對visual basic界面實現(xiàn)把握恰當(dāng)，視覺效果很好；系統(tǒng)模塊檢索功能操作方便二、工作內(nèi)容及時間安排1選題：20 年 月 日前2開題報告：20 年 月 日前3收集資料及實施研究：20 年 月 日前4完成初稿：20 年 月 日前5完成修改稿

5、：20 年 月 日前6完成定稿：20 年 月 日前7答辯：20 年 月 日前摘 要本論文主要基于英文導(dǎo)游詞的基本特點，通過對英文導(dǎo)游詞用語的結(jié)構(gòu)和內(nèi)容兩方面的具體分析來論述英文導(dǎo)游用語的特點。首先對英文導(dǎo)游詞進行基本概述；其次，通過對英文導(dǎo)游用語四部分結(jié)構(gòu)的分析，說明導(dǎo)游用語在結(jié)構(gòu)上的基本特點；再次，通過具體五方面對英文導(dǎo)游用語進行內(nèi)容上的分析。更進一步在內(nèi)容上闡述英文導(dǎo)游用語的基本特點。最后，對英文導(dǎo)游結(jié)構(gòu)和內(nèi)容上的特點進行綜合分析總結(jié)。關(guān)鍵詞：特點概述；結(jié)構(gòu)特點；內(nèi)容特點；綜述abstractthis is mainly the basic characteristic based on

6、english guides word, through come , expound the fact english guide characteristic of term to structure and content of english guide word .two respect of concrete analyses of term. at first, carry on the basic summary to the english guides word; secondly, through an analysis of four parts of structur

7、e of english guides term, prove guides term is in the structural basic characteristic; moreover, carry on the analysis on the content to the english guides term through five concrete respects. go still one step further to explain the basic characteristic of the english guides term in content. finall

8、y, go on comprehensive analysis summarize to english guide structure and characteristic of content.key words：summary of characteristic; characteristic of structural; characteristic of content; surveycontent part one introduction1part two cultural influences and types12.1 cultural influences12.2 cult

9、ural types2part three the relevant cultural factors43.1 language and communication43.2 values.53.2.1 value towards time53.3.2 value towards relationships53.3 decision-making process6part four different negotiation styles64.1 the american negotiation style64.1.1 language and communication64.1.2 value

10、s74.1.3 decision-making process84.2 the japanese negotiation style84.2.1 language and communication94.2.2 values94.2.3 decision-making process104.3 the german negotiation style114.3.1 language and communication114.3.2 values114.3.3 decision-making process12part five conclusion13致 謝14參考文獻15part one i

11、ntroductioninternational business negotiations are far more complex than domestic ones. the difficulties are due to the big differences between the two parties in a negotiation in language, value, behavior patterns, moral standards and so on. all those factors are playing crucial roles in negotiatio

12、ns. the key to effective cross-cultural communication is knowledge. so we must learn and know as much knowledge as we can. knowing these cultural differences can help us solve the problems and reduce the misunderstandings in international business negotiations. due to these cultural differences, neg

13、otiators who come from different part of the world can form different negotiation styles. the relation between culture and negotiation styles has been the topic of much investigation and research in recent times. being familiar with different cultural differences can help us get a close view of diff

14、erent negotiation styles, and all these previous efforts can make the international business negotiation smooth. the thesis will elaborate on the cultural factors and their influences on negotiation styles in different countries.part two cultural influences and types2.1 cultural influenceswhen two g

15、roups from the same country are doing business, it is often possible to expedite the whole negotiation procedure. because they have the same cultural background, the mutual communications are easy to understand. this does not mean they have no obstacle during the whole negotiation procedure, but com

16、pare with people who do business from different cultures, they do not have the impact of cultural differences, so the contradictions seem to be easy solved.if two different cultures are involved, one party without a real knowledge of another culture, it may lead to misunderstandings. the internation

17、al negotiators must be careful when handle these cultural differences and do not use the same way like negotiate with local businesspersons.a great number of real cases show that due to misunderstandings, many businesses were lost. for example, an american businessman once presented a clock to the d

18、aughter of his chinese counterpart on the occasion of her marriage, not knowing that clocks are inappropriate gifts in china because they are associated with death. his insult led to the termination of the business relationship. it is also bad form to give the gifts of great value to the japanese th

19、an those received.as an international business negotiator, he or she must try his best to learn and know the culture differences in order to avoid some mistakes and through the cultural exchange to establish a good cooperation relationship with his partners. 2.2 cultural typesbeliefs and behaviors a

20、re different from different cultures, because each develops its own means of explaining and coping with life. four cultural dimensions can help to explain the differences between cultures. though the distinctions between them seem clear, the dimension should be regarded as a general guide. the four

21、dimensions are gender, uncertainty avoidance, power distance and individualism.gender cultures can be divided into masculine and feminine types. masculine cultures typically value assertiveness, independence, task orientation and self-achievement. masculine societies tend to have a rigid division of

22、 sex roles. the competitiveness and assertiveness embedded in masculine societies may result in individuals perceiving the negotiation situation in win-or-lose terms. in masculine cultures, the party with the most competitive behavior is likely to gain more.feminine cultures value modesty, cooperati

23、on, nurturing and solidarity with the less fortunate. femininity is related to empathy and social relations.uncertainty avoidance this term refers to how uncomfortable a person feel in risky or ambiguous situations. in high uncertainty avoidance cultures, people tend to avoid tense situations. these

24、 cultures tend to observe formal bureaucratic rules, rely on rituals and standards, and trust only family and friends.in low uncertainty avoidance cultures, people are generally more comfortable with ambiguous situations and are more accepting of risk. low risk avoiders require much less information

25、, have fewer people involved in the decision-making, and can act quickly. such cultures dislike hierarchy and typically find it inefficient and destructive. deviance and new ideas are more highly tolerated. cultures characterized by low uncertainty avoidance are likely to pursue problem-solving solu

26、tions rather than maintain the status quo.power distance power distance refers to the acceptance of authority differences between peoplethe disparity between those who hold power and those affected by power. high power-distance cultures are status conscious and respectful of age and seniority. in hi

27、gh power-distance cultures, outward forms of status such as protocol, formality, and hierarchy are considered important. decisions regarding rewards and redress of grievances are usually based on personal judgments made by power holders. when someone from a high-masculinity culture attempts to work

28、with someone from a high power-distance culture without either party recognizing the variations in their respective behaviors, clashes are likely to disrupt negotiations. in low power-distance cultures, people strive for power equalization and justice. a low power-distance cultural values competence

29、 over seniority with a resulting consultative management style. low masculinity and low power distance may be related to the sharing of information and the offering of multiple proposals as well as more cooperative and creative behavior.individualism in individualism cultures, people tend to put tas

30、ks before relationships and to value independence highly. people in these cultures are expected to take care of themselves and to value the needs of the individual over those of the group, community, or society. individualistic cultures prefer liner logic and tend to value open conflict. members fro

31、m individualistic societies expect the other sides negotiation to have the ability to make decision unilaterally.by contrast, cultures that value collectivism emphasize solidarity, loyalty, and strong interdependence among individuals. relationships are based on mutual self-interest and are dependen

32、t on the success of the group. collectivist cultures define themselves in terms of their membership within groups. maintaining the integrity of groups is stressed so that cooperation, conflict avoidance, and conformity dominate the culture. collectivist societies tend to stress abstract, general agr

33、eements over concrete, specific issues.collectivist negotiators tend to assume that details can be worked out if the negotiators can agree on generalities. collectivist societies show more concern for the needs of the other party and focus more on group goals than individualistic societies do. membe

34、rs of collectivist societies chafe when members from individualistic societies promote their own positions and ideas during negotiations.part three the relevant cultural factorsin terms of international business negotiation, the following elements of culture are generally believed to have an importa

35、nt impact on international business negotiation. knowing much relevant knowledge of different cultures can make the international business negotiation smooth.3.1 language and communicationthe ways in which people communicate, including using verbal and non-verbal language, directly affects internati

36、onal business negotiation. when we communicate with people from other cultures, our body language sometimes helps make the communication easier and more effective, such as by shaking hands when greeting others. this has become such a universal gesture that people all over the world know that it is a

37、 signal for greeting.sometimes, body language can be more of a hindrance than a favor. it can lead to misunderstanding since people of different cultures often have different forms of behavior for sending the same message. for example, nodding ones head is generally meant to show agreement, to indic

38、ate yes. to the nepalese and sri lankans, however, it meant not yes, but no.so, as a master hand, he must try his best to know as much as information of his counterpart, the proficiency of languages and negotiation techniques are not enough, he also needs to have some mastery of the non-verbal behav

39、ior of different cultures. people use body languages more frequently in daily life. excellent language and communication can help us make success.3.2 valuesvalues are the standards by which a culture evaluates action and their consequences. they affect perception and can have a strong emotional impa

40、ct upon people. in different cultures, values may vary significantly. ones proper actions in one culture can be seen as wrong in a moral sense in another culture.thus, it is important to understand the prevailing values in a particular society and the extent to which they are respected in the everyd

41、ay behavior of individuals. values affect the willingness to take risks, the leadership style and the superior-subordinate relationships, etc. this is true for the relationships between negotiators within each team. every culture has defined priorities for every aspect of social life. the discussion

42、 here will focus on values critical for understanding the economic performance of a society, more specifically, and the value that deserve attention in order to develop intercultural communication skills.3.2.1 value towards timevalue towards time and how they shape the way people structure their act

43、ions have a pervasive yet invisible influence on international business negotiation. differences in punctuality, reflected in everyday negotiation behavior, may probably appear as the most visible consequence. but differences in times orientations, especially toward the future, are more important as

44、 they affect long-range issues such as the strategic framework of decision made when negotiating.3.3.2 value towards relationshipsdifferent patterns of relationship affect international business negotiations through the style of interaction between people, their decision-making process, and the way

45、in which they mix human relationships and business matters, etc. 3.3 decision-making process when faced with a complex negotiation task, people in different countries may use different approaches to make a decision. knowing these differences will facilitate anticipating the reactions of the other si

46、de in business negotiation. part four different negotiation styles4.1 the american negotiation stylethe united states is among the most advanced countries in economy and technology in the world. both its language and currency occupy an important place in the world economy. english is the most common

47、ly used language in international negotiations and fifty percent of the world trade adopts the u.s. dollars to settle accounts. all of these factors make the american feel very proud of their country and possess very strong national pride and glory, which are fully put up in their trade activities.

48、they often leave a deep impression of superiority to foreign negotiators.americans emphasize free competition and individualism. very often, the emphasis on self-interest and freedom of the individual can run counter to cooperation, commitment and community. the business firm values the person who i

49、s mobile, energetic, creative and ambitious.4.1.1 language and communicationfor the americans, the stage of exchanging task-related information in business negotiations is relatively direct, with clear statements of needs and preferences. they may discuss topics other than business at the negotiatio

50、n table, such as the weather, sports, etc., but not for long. they tend to spend most time in the stage of negotiation-persuasion. they take it for granted that the two parties of a business transaction shall both have good prospects of profit and they will put forward a they-think-it-most-reasonabl

51、e plan in accordance with this principle. they prefer to clarify their standpoints at the very beginning of the first touch of the two parties and put out their plan so as to strive after the initiative. if there is a bifurcation, they seldom suspect their own analysis and calculation and usually as

52、k the other party to consider the possibility of making re-composition. americans tend to make concession throughout the negotiations, settling one issue, then proceeding to the next. thus the final agreement is a sequence of several smaller concessions.americans are apt to make censure on the other

53、 party of a negotiation, especially when the negotiation is out of their expectation. this is because they always think they are right all the time and doing reasonable things. they are lack of tolerance and understanding of other. they speak loud and fast. they seldom say sorry to others. they like

54、 taking themselves as the center of everything and expecting other people to do things as they wish. their behavior in negotiations leaves an impression of being rude, arrogant and aggressive to the oriental.4.1.2 valuesin the united states, there are strong values regarding independence, freedom an

55、d individual equality. the sense of personal freedom is very strong. individuals are not necessarily constrained to a particular social class, location or economic group by birth. as a result, individuals strive to achieve personal goals, seek personal autonomy and often prefer to act as individuals

56、 rather than as a member of a group. individuals are being empowered as decision-makers for their group, division or companies. their communication pattern tends to be present-oriented, self-oriented and action-oriented.they place great value on time. using time efficiently is a critical goal and ad

57、mired skill. they do not like “meaningless” talk even in very important negotiations. they will tend to be impatient when process of negotiation slows down. if you are wasting their time, they will think you are stealing their money, because in the american thought, “time is money.” they cherish time very much and are always punctual. another manifestation of the american