【正文】 rsonnel relations’ s functions. It points in the right direction and its implications are clear: managing and municating with a culturally different or varied workforce requires new methods and techniques. Success in this first objective is needed so that the pany may understand consumers whose behavior and tastes are different from that of the home country. In order that culture and language may not be a constraint on international business, and indeed that they may be an asset, a pany which is, or aims to be, internationally active should adopt a positive policy of adaption. This policy prises key point as follow. Adaption of the self The cultural imperialism associated with earlier with earlier models of international business cannot prevail in a world where the customer is king. Similarly, the expectation that native speakers of English need make no allowance for dangerous. The language of business is the language of the customer and anthropology has taught us that the best route to that understanding of foreign culture is through its language. Adaptation to Host Governments Awareness of relevant laws, regulations, ethics and the general business environment are essential. Every pany needs to ensure that its practices and products are acceptable to the target munity. Cultural petence required here will be of a formal kind involving links with government agencies, banks, etc., and demanding knowledge of the local business environment. Adaptation To Collaborators Cultural petence will be of more informal nature. Frequent personal contact with agents, partners and the like will demand extensive language skills and background knowledge. This exposure is clearly at ite importance when a full subsidiary employing members of the local population is set up. Try to consider the adaptation to collaborators, especially assumptions which should be tested. Some cultures are quite fortable with ambiguity and uncertainty, whereas others do not tolerate these conditions as well. Cultures with high uncertainty in life is a threat against the people in such cultures. Cultures with low uncertainty avoidance are more tolerant of ambiguity. People are more willing to take risks and more tolerant of individual differences. Conflict are seen as constructive, and people accept dissenting viewpoint. Norway and Australia are characterized by low uncertainty avoidance, and this trait is seen in the value placed on job mobility. Japan and Italy are characterized by high uncertainty avoidance, so career stability is emphasized. 4. Individualism vs. collectivism What is individualism and what is collectivism? This is an important question when we talk about cultural differences. In cultures where individualism predominates, people belong to loose social frameworks , but there primary concern is for themselves and their families. People are responsible for taking care of their own interests. They believe that individual members depend strongly on extended families and clans. Group decisions are valued and accepted. The North American culture is individualistic in orientation. It is a “cando” culture that values individual freedom and responsibility. In contrast , collectivist cultures emphasize group welfare and harmony . Israeli kibbutzim and the Japanese culture are paramount . In Canada and the United States , which are individualistic cultures, organization charts show individual position. In Malaysia , which is a collectivist culture. Organization charts show only sections or department. This dimension of cultural differences has other workplace implications. individualistic managers, as found in Great Britain and Netherlands , emphasize and encourage individual achievement. In contrast, collectivistic managers, such as in Japan and Colombia , seek to fit harmoniously within the group. They also encourage these behaviors among their employees. 5. Conclusion All these above signals are merely parts of the whole nonverbal munication system and none of them will impact on munication in isolation, but do together with others. On the other hand, some of the NVBs will change with the passage of time. Therefore, to achieve effective munication, one should have a full awareness of NVBs and update this kind of knowledge readily. References: [1 ]王正元. 國際商務(wù)文化[M]. 沈陽:遼寧教育出版社，2001(4). [2][M].沈陽:遼寧教育出版社，2001. [3] Ferraro, . The Cultural Dimension of International Business. [M].Englewood Cliffs, NJ: Prentice Hall Inc, 1994. [4] Ray, L. Birdwhistell, Kinesics and Context: Essays on Body Motion Communication. [M].Philadelphia: University of Philadelphia Press, 1970. 寧可累死在路上，也不能閑死在家里！寧可去碰壁，也不能面壁。是狼就要練好牙，是羊就要練好腿。什么是奮斗？奮斗就是每天很難，可一年一年卻越來越容易。不奮斗就是每天都很容易，可一年一年越來越難。能干的人，不在情緒上計較，只在做事上認(rèn)真；無能的人！不在做事上認(rèn)真，只在情緒上計較。拼一個春夏秋冬！贏一個無悔人生！早安！—————獻(xiàn)給所有努力的人.學(xué)習(xí)參