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1、InternationalBusinessNegotiation1PartⅢPracticalNegotiationandSelf-developmentChapter10:DifferentCultureandBusinessNegotiation2Goalslearnaboutnegotiatingstyleofdifferentcultures；dealwithculturalconflictsmanagementinbusinessnegotiations；3DIFFERENTBUSINESSCULTURET
2、YPESTask-orientedvs.People-orientedCulturesPioneervs.BureaucratRelationship-focusedvs.Deal-focusedCulturesFormalvs.InformalBusinessCulturesExpressivevs.ReservedCulturesRigid-timevs.Fluid-timeCultures4Task-orientedvs.People-orientedCulturesPeoplewhoarepurelytask
3、-centeredareconcernedentirelywithachievingabusinessgoal.Theyarenotatallconcernedabouttheeffectwhichtheirdeterminationwillhaveonthepeoplewithwhomtheycomeintocontact.People-orientedmanagers,ontheotherhand,arehighlyconcernedaboutthewell-beingofthosewhoworkforthem,
4、oralongsidethemorabovethem.5Task-orientedvs.People-orientedCulturesThereareintermediatepointsbetweentotaltask-orientationandtotalpeople-orientation.Itsplitsthiscentralareainto3parts：①low-orientationbothtotaskandtopeople；②medium-orientationbothtotaskandtopeople；
5、③high-orientationbothtotaskandtopeople.6Task-orientedvs.People-orientedCulturesTherearealso3stylesofnegotiatorswearelikelytomeetinpractice：①thefighter(highlytask-oriented)；②thecollaborator(aimingtogeteverythingintotheopen,confrontissuesandmakeacreativedeal)；③th
6、ecompromiser(lookingalwaystocompromisetosettledeals).7Pioneervs.BureaucratAsforpioneer,itmeansthestrongindividual.Thiskindofnegotiatorischaracterizedbyprominentinhisownorganization,goodatseizinganopportunity,spottingamarket,makingaprofit.Hetendstobeverydominati
7、ng,goodatimprovising,intuitiveinhisthinking,charismaticinhispersonality.Anegotiatorofthistypewillbeaggressive,forceful,andreadytotakedecisionsandtocometoagreements.Hewillbedistinguishableparticularlyinthewayheactsasateamleader；thefocalpointoftheteam,theonewhosp
8、eaksfortheteamonallissues,theonewhousehisteammemberstoobtaininformationforhimselfwhichhethentransmitstootherparty.8Pioneervs.BureaucratBureaucracyisthepatternmostfoundinlarg
