跨文化交际课程unit6PPT文件格式下载.ppt

跨文化交际课程unit6PPT文件格式下载.ppt

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InterculturalcommunicationLecture6:

@#@CuturalVariationsinNegotiationStylesReviewmCulturalValuesComparisonBetweenChineseValuesandWesternValues（expressinggratitude,symbolizationandattitudestowardswomen）mCulturalDimensionsPowerDistance（smallandlarge）IndividualismVersusCollectivismMasculinityVersusFeminityUncertaintyAvoidance（lowandhigh）TheMianContentmThelifecycleofagroupStageone:

@#@FormingStagetwo:

@#@StormingStagethree:

@#@NormingStagefour:

@#@PerformingmCuturalVariationsinNegotiationStylesCulturalVariationsinConductingBusinessCulturalVariationsinSelectingNegotiatorsCuturalVariationsinDecision-makingWarm-upcasesWhenPresidentGeorgeBushwenttoJapanwithleadingAmericanbusinessmen,hemadeexplicitanddirectdemandsonJapaneseleaders,whichviolatedJapaneseetiquette.TotheJapanese,itisrudeandasignofignoranceordesperationtomakedirectdemands.SomeanalystsbelieveitseverelydamagedthenegotiationsandconfirmedtotheJapanesethatAmericansarebarbarians.AJapanesemanagerinanAmericancampanywastoldtogivecriticalfeedbacktoasubordinateduringaperformanceevaluation.BecausetheJapaneseareusedtohighcontextlanguageandareuncomfortablewithgivingdirectfeedback,ittookthemanagerfivetriesbeforehewasdirectenoughfortheAmericansubordinatetounderstand.mQuestionsfordiscussion:

@#@WhydidtheJapanesethinkthatAmericansarebarbarians?

@#@WhywasitsodifficultfortheJapanesemanagertotellhissubordinateabouthispoorperformance?

@#@Case2UnhappywiththeMoneyPaidMr.WangandMr.zhengmetDr.Huang,aChineseAustralian,whiledoingtheirMAcourseinTESOLattheformerCanberraCollegeofAdvancedEducation.Everyotherweekend,Dr.HuangwouldaskMr.WangandMr.zheng,togetherwithoneortwootherstudents,tocometoherhomefordinner.Everyoneseemedathomewitheachotherandgotonverynicely.Duringoneconversation,Dr.HuangfoundoutMr.WangandMr.zhengweregoodcarpenters,sosheaskediftheycouldhelpherteardowntheoldfenceanderectanewonearoundherhouse.Feelinggratefultoherforallthewonderfulthingsshehaddoneforthemandalltheeffortsshehadmadeinhelpingthemadjusttothenewculture,thetwoChinesestudentsinstantlyagreedandpromisedtomakeheraChinese-stylefencethatwouldaddahomefeelingtohertypicalAustralianhouse.Duringthesemesterbreak,thetwostudentsarrivedinDr.Huangsplace,wheretheylookedaroundandenjoyedsomedrinks.Justastheyweretostartworkonthefence,Dr.Huangaskedhowmuchmoneytheywantedforthewholeproject.Mr.Zhengsmiledandsaid,Youdonthavetopay.Wearehappytobeabletodosomethingforyou.AtDr.Huangsinsistence,Mr.Wangshylyaskedifonehundreddollarswouldbeallright.Dr.HuanghandedthemanenvelopwithonehundredAustraliandollarsenclosed.SeeingthatMr.Zhengdidnotopentheenvelope,Dr.Huanginsistedthattheyconfirmtherewasonehundreddollarsenclosed.Abitembarrassed,Mr.Zhengopeneditandassuredherthattherewasnomistake.Theythankedeachother,andMr.WangandMr.Zhengleftherplace,withDr.Huangconfusedabouttheiruneasyfeeling.WhenMr.WangandMr.Zhengreturnedtotheirresidence,theycomplainedaboutherbeingstingy.Questionfordiscussion;@#@WhywereMr.ZhengandMr.Wangunhappywhentheyopenedtheenvelopeandsawtheonehundreddollars?

@#@Chineseareusuallyillateasewhentalkingaboutpaywithfriendsorrelatives.ThelifecycleofagroupmStageone:

@#@FormingmWhenagroupisforming,membersexpectthenewgrouptobeliketheirpreviousgroupexperiences.Example:

@#@SolvingProblemsmAChinesefamilyworriesabouttheirchildssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyhavingoneoftheparentsorgrandparentsaccompanythechildtoschool.mAnAmericanfamilyworriesabouttheirchildssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyorganizingagroupofparentstoasktheschooladministrationtoprovideacrossingguardattheintersectionduringthehourschildrenarecomingandgoingfromschool.Why?

@#@Individualiststhinkgroupscanaccomplishthingsapersoncannotdoalone,soformingagroupisawaytoachievepersonalgoals.WhataretheChineseattitudestowardsjoininggroups?

@#@ToindividualistsmAllgroupsaretemporary;@#@mGroupscanaccomplishthingsapersoncannotdoalone,soformingorjoiningagroupisawaytoachievepersonalgoals;@#@mIfthebossassignshimtoworkonataskforce,theindividualistislikelytoseehisbosssassignmentasachancetodevelophisleadershipskills;@#@mTheyexpecteachgrouptobedifferent.ToCollectivistsmTheyarelikelytoseehimselfasarepresentativeofhisimportantingroups;@#@mParticipatingisnotapersonalchoicebutaresponsetothewishesofothers;@#@mTheusualattitudeofacollectivististoexpectthenew