【正文】 re important the relationship，the more troops the foreign executives should bring along. It is a custom to have a tea at the beginning of the meeting and make a Point of accepting this offering of hospitality. Foreigner should keep a formal demeanor as long as Korean counterpart does，and refrain from appearing overly friendly. Collectivist societies like Korea might attach significance to “face” with in a group and would be concerned about maintaining loyalty and upholding the honor of the group. They might use language directly with subtle nuances in order to avoid upsetting the harmony or consensus of the group，put less emphasis on time as a constraining factor in measuring process，achievement，or acplishment. It is an extreme reluctance for Confucianoriented business people to say no quickly and clearly to a proposition. Typically they will simply let things drag on, while at most giving off very subtle hints that the propjet is not going to go anywhere. One of the most mon and clearcut gambits for shelving a proposal is to say，“We will think about it.”Last, Koreas are very care about their social etiquette and the atmosphere of the negotiation environment. So they will choose the place which would be the most appropriate and make the counterparts felt relax. They will also tend to be very enthusiastic and will not e to the point of the negotiation directly. A negotiation usually begins with a series of meetings and exchanges primarily designed to put the relationship on the necessary personal basis. Initially these meetings usually involve higherlevel executives. However， detailed discussions are generally left to the lowerlevel managers who are more experienced with the matters at hand. Compared with the Chinese counterparts, Koreans make decisions quickly because most Korean panies are still run by the owner/founder，and hence decisionmaking tends to be more centralized. Since Korean panies would not to delegate senior to negotiation table，the negotiation used to be delayed. Under the best of circumstances，the negotiating process in Korea is usually long and drawn out，not only because a fairly large number of people have to be satisfied with the details of any agreement，but also because munication and understanding takelonger，and there is an unusually strong element of caution on the Korean side because they feel so strongly that they can not afford to make mistakes. Negotiation style of ChinaWith the fast development of China’s economy, there are more and more foreign businessmen look for a fortune in China. They are willing to do business with China because the potential of China is limitless. Thus, the negotiation style of China bees the research object around the world.The extraordinary emphasis Chinese negotiators place on relationship can be understood in the context of Guanxi. It is important to understand that Guanxi is not about getting through one negotiation. Instead, it is about building up a lifelong relationship (Pye, 1982).In China, building a solid relationship takes precedence over acplishing a task quickly. Chinese people believe that it is more important to be in a good relationship with their physical and human environment than it is to do many things. In business context, the relationship orientation is expressed in many ways. For example, the Chinese negotiators tend to spend a lot of time on small talks in order to get to know their counterparts during prenegotiation contacts. They usually believe that prenegotiation relation is a key issue in achieving a business goal. They think that it is far better to allow time to get to know the negotiating counterpart and give the counterpart time to know them than to rush straight into the formal negotiation.In traditional Chinese culture, status or authority is primarily ascribed to people by virtue of their birth or social connections. Age is another factor that naturally evokes admiration in traditional Chinese culture. People in China tend to think that senior people are more influential and respected than younger ones. This is clearly manifested in the Chinese saying “when you ignore the advice of an old man, you are going to get burn.” Age is an important element in Chinese negotiation. The Chinese negotiators are highly conscious of the age and rank of members on the foreign team. From the Chinese point of view, a large difference in age and rank between the negotiating counterparts must be avoided. The Chinese would consider it “impolite” and “not very suitable” for one party to send a young person to negotiate with an old one from the other party. This Chinese negotiating behavior is a direct product of the Confucian respect for age and hierarchy.The polychromic element of Chinese culture or “manytimed” thinking explains why Chinese negotiators tend to deal with many tasks simultaneously, rather than prioritizing some but neglecting others. They may skip from one issue to another and finally e back to those issues that are most difficult to be resolved. In Chinese views, the more things they can do or handle at the same time, the more fulfilled they are. Chinese people feel reluctant to be controlled by schedules. When decisions can’t be made as planned, the Chinese negotiators are more likely to go on discussing after the present hours and break their schedules. Chinese are not accustomed to negotiating a contract according to an itemized agenda. They prefer to solve problems through a series of “mutual consultation” away from a negotiation table. The Chinese flexible attitude allows them to plan grand outlines, to modify the present schedules in reaction to changes and to make vital lastminute improvements in “extra time”.China is typical for collectivist culture. The harmony of interpersonal relationship often takes priority. The Chinese pursuit for harmony is a product of the Confucian notion of middlebrow. In such a context, the Chinese value the nonconfrontational style when