【正文】 on the way in interpersonal munications, specifically is the way to answer questions, there are large differences, and both parties but didn39。t realize this. These cultural differences reflected in Chinese culture pays attention to maintenance group harmonious interpersonal munication environment, and the United States the cultural focuses on creating a it puts emphasis on the individual character of interpersonal munication environment.If the Chinese employees directly from the front of the human resources manager answered the question. For example. Chinese employees answer: ...... think in five years do the Marketing Department manager position. According to Chinese traditional psychological, such answer violation of the Chinese people have always modest, the psychological habits should be euphemism, too direct exposed himself instead was very ambitious and arrogance of the defect, and modest can give his left posterior, one thousand can39。t do the ideal seat, will not lose face. Be laughed at. Try to the Chinese employees may be the in the mind to the future has a grand blueprint. But he is part of the culture background advocates restraint moods and emotions. So he answered in the boss39。s problem, not directly speak his mind. But talked a lot about the pany39。s future development and, in his view it is fully ply with the social norms, is modest table ink stones, and that will be their future and the future of the pany is closely connected to keep organizational harmony. This in the Chinese people is normal but again, straight from the shoulder to say his salary objects or position goal but will is considered to be a ambitions watch ink stones. In addition, the Chinese evaluation a person, often is the clear what was he doing, exactly, and not at what he 、抱負(fù)描繪得何等宏偉；也不論他把自己的能力，素質(zhì)說得如何天花亂墜．如果最后他做不到，這一切都只能成為別人的笑柄；美國人一向很直接明了，這也是他們一貫的思維方式。Americans have always very direct and clear, this is their usual way of ，即想要在飛利浦做到什么樣的職位可以看出， 美國人注重個人在企業(yè)的發(fā)展?fàn)顩r。通過個人才華的施展和勢力來取得企業(yè)的輝輝煌和達(dá)到理想目標(biāo)。這也許與美國一貫提倡的個人主義有著莫大關(guān)系。他們重獨(dú)立、多坦率，等級和身份觀念淡薄，認(rèn)為追求個人的利益是天經(jīng)地義、無可厚非的，他們對中國式的重禮儀、身份和多委婉，卻視為假裝和缺乏真誠。美國文化提倡大膽直接表露自己想法。Americans pay attention to individual in the development of the enterprise. Through the individual talent and to get their power of the enterprise is splendid and to achieve the ideal target Fraser. This may and American advocates for the individualism has great relationship. They heavy independent, outspoken, level and identity concept light, argued that the pursuit of the interest of the individual is perfectly justified, understandable, their Chinese heavy to etiquette, identity and more tactful, but as pretend and lack of sincerity. The American culture advocate direct to reveal his bold ，美國的人力資源經(jīng)理認(rèn)為直截了當(dāng)?shù)卣f出自己的期望和要求并無不妥．反而是真誠和自信的表現(xiàn)，有利于中國員工實(shí)現(xiàn)人生的成功。相反，中國人習(xí)慣委婉的表達(dá)方式，直接說出自己的要求會顯得不禮貌和磨突，他對于美國人的直白也很是不滿。文化溝通由于談話的不愉快使得美國經(jīng)理和中國雇員都對彼此頗有微詞，雖然美國經(jīng)理的本意是想通過談話了解這位中國雇員對于自己事業(yè)發(fā)展的規(guī)劃，今后適時可能提拔他。值得一提的是，案例中的另一名人力資源主管賈先生已意識到兩人相互誤解的原因，并試圖向兩人解釋，但是收效甚微，問題的關(guān)鍵是在于這兩位當(dāng)事人。但是如果有一個了解雙方文化的中間人適當(dāng)做出解釋．應(yīng)當(dāng)是可以化解甚至是化解文化沖突的。The key to the problem is the two parties. But if there is a culture of appropriate to the middlemen to explain. Shall be eased even resolve cultural conflict.既然身處于一個國際化的大公司里，必然會面對有若不同文化背景的員工，如果想當(dāng)然地認(rèn)為所有人都與自己有若相同的價值觀念和社會準(zhǔn)則，那肯定是大錯特錯。因此首先必須培養(yǎng)文化教感性，意識到文化的差異性．這對于美國人和中國人都同樣重要：只有了解了不同文化的基本狀況，人們才能在與有著不同文化背景的人交往時保持寬容，而不是一概否定、批評。本案例中的中美雙方當(dāng)事人由于對對方的文化缺乏必要了解，因此在發(fā)生沖突時就缺乏寬容和耐心。You have to understand the basic situation of different cultures, people can have different cultural background and those whom they be tolerant, not deny, criticism. In this case the both parties because of the lack of necessary to know each other39。s culture, so in conflict is lack of tolerance and patience.The proper solution. First, the enterprise staff can accept the local culture in host countries the baptism and related all kinds of intercultural munication training. Or the host country pany directly for foreign staff wake a period of time training。 Second, the enterprise should strive to build their own culture, calendar year, to make every staff fusion to enterprise culture inside. Because, usually the kind of culture has a strong inclusiveness and fusion power. From the cases can see, American vice President and Chinese employees in the enterprise39。s culture can39。t find consensus。 Third, as vice President, should be forgiving attitude to deal with cultural conflict, slowly to and staff munication, rather than a impatiently or plain。 Fourth, through the third party of the adjustment and the explanation, make clear the problem, unlock the vice President and Chinese employees of the doubts and contradiction between.