【正文】 可能會(huì)覺(jué)得那些正式的同行沉悶、疏遠(yuǎn)、自負(fù)、或者傲慢。s culture, and try to make him be accepted 。 非正式文化的國(guó)家有： 澳 大利亞 、美國(guó)、加拿大、新西蘭、丹麥、挪威、冰島。 they will go to the limits of morality。 5 如果都能意識(shí)到不同的商業(yè)談判行為都是不同價(jià)值觀的結(jié)果，而不是個(gè)人特性引起的，那么， 這樣的誤會(huì)就可以避免。 B. Pioneer vs Bureaucrat The ―pioneer‖ is the strong individual. He is prominent in his own organization. The sort of man is good at seizing an opportunity, spotting a market, making a profit. He tends to be very dominating, good at improvising, intuitive in his thinking, charismatic in his personality. A negotiator of this type will be pushful, forceful, ready to take decisions and to e to agreements. He will be distinguishable particularly in the way in which he acts as a team leader: focal point of the team, the one who speaks for the team on all issues, the one who uses his team members to obtain information for himself which he then transmits to other party. Such a team leader, though usually bubbles with energy, is even able to handle only the content of a negotiation. He cannot at the same time have conscious concern for the procedures of the meeting. Bureaucracy is the pattern most often found in large organizations. The style of working is systematized. There are books of rules, standardizations, planning, numerous, lots of checking, doublechecking and crosschecking. The organization is governed with a clear hierarchy. It is partmentalized and coordinated by the system, the rules, the procedures and the objectives. Advantage within a bureaucratic organization es to the people who are most petent 6 at playing the game according to the rules . This means that their negotiators may be expected to have both objectives and styles of working which are bureaucratic negotiator to fit into the budgetary provisions than the total sum of money involved . For stylized bureaucrats, precise statements are to be agreed at each step . Elegance and conformity are maintained as they go along the negotiating process. In anticipation of meeting with bureaucratic negotiators, the other party does well to select a team which has both the personality and experience to handle this manner of team will readily accept the system of approach we have advocated to negotiations。 非正式文化的國(guó)家有： 澳 大利亞 、美國(guó)、加拿大、新西蘭、丹麥、挪威、冰島。 the Arab world and most of Africa, Latin America and the Asia/Pacific region where business people get things done through intricate works of personal contacts. They prefer to deal with friends and persons or groups who are well known to them and can be trusted. They are unfortable doing business with strangers, especially strangers who also happen to be foreigners. Likewise, relationshiporiented firms typically want to know their prospective business partners very well before talking business with them. In contrast, the dealfocused approach is mon in only a small part of the world. Strongly dealfocused cultures are found in northern Europe, North America, Australia and New Zealand, where people are relatively open to doing business with strangers. Moderately dealfocused cultured could be found in Great Britain, South Africa, Latin Europe, Central and Eastern Europe, Chile, southern Brazil, northern Mexico, and Singapore. This ―Great Divide ‖ between the world’s cultures affects the way of business conducted from the beginning to the end of any mercial relationship. For starters, the way the first approach is made to potential buyers or partners depends upon whether they are in dealfocused or relationshipfocused cultures. In dealfocused cultures, people are relatively open to dealing with strangers. The marketer 8 can make initial contact with the prospective buyer without any previous relationship or connection. Having an introduction or referral is helpful but not essential. Let’s take the united states as an example. Perhaps because they are raised in a highly mobile immigrant society, most Americans are open to discussing business possibilities with people they don’t know. Each year Americans buy over $300 billion dollars worth of goods and services from total strangers, and half of it is businesstobusiness selling. In relationshipfocused cultures, firms do not do business with strangers. The proper way to approach someone who isn’t yet known is to arrange for the right person or organization to make an introduction. A third party introduction bridges the relationship gap between one and the person or pany one wants to talk to. The ideal introducer is a highstatus person or organization known to both parties. Embassy officials tend to be accorded high status in relationshiporiented cultured, and of course it is part of their job to promote exports. Chambers of merce and trade associations are other potential customer or partner, whether via a trade show, a trade mission or a thirdparty introduction. 正式的文化傾向于有組織的等級(jí)制度，在地位和權(quán)力方面有主要影響。 正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)， 地中海地區(qū)和阿拉伯世界 ,拉丁美洲。 當(dāng)一個(gè)來(lái)?yè)碛蟹钦轿幕恼勁腥藛T遇到一個(gè)擁有更正式文化的同行時(shí)，很多重要的談判失敗了，因?yàn)槟切┪幕町愐呀?jīng)被搬到了談判桌上。軟性時(shí)間文化有著明顯的差別，人們很少嚴(yán)厲地強(qiáng)調(diào)守時(shí)從而好多事情都沒(méi)有在預(yù)定的期限內(nèi)完成。另一方面，那些擁有非正式文化的談判者可能會(huì)覺(jué)得那些正式的同行沉悶、疏遠(yuǎn)、自負(fù)、或者傲慢。 硬性時(shí)間文化的國(guó)家有： 北歐和日耳曼歐洲、北美、日本。 正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)， 地中海地區(qū)和阿拉伯世界 ,拉丁美洲。 F. Expressive vs Reserved Cultures Expressive people municate in radically different ways from their more reserved counterparts. Expressive people tend to be unfortable with more than a second or two of silence during a conversation. In contrast , people from reserved cultures feel at ease with much longer silences. Japanese negotiators, for example, often sit without speaking for what seems like an eternity voluble Mexicans. After three or four seconds the latter feel pelled to say something, anything to fill the awful silence. Unfortunately the loquacity of expressive people tends to irritate the reticent Japanese, who seem to value the space between the spoken words just as much as the words themselves. Negot