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1、毕业设计(论文)The Impact of Cultural Differences on International Business Negotiation学 院年 级级 班专 业学 号学生姓名指导老师 20年月授人以渔能力为本四川科技职业学院毕业设计(论文) 第VI页毕业论文(设计)诚信承诺书题目学生姓名学号专业班级学生承诺我承诺在毕业论文(设计)活动中，遵守学校有关规定，恪守学术规范，本人毕业论文(设计)内容除特别注明和引用外，均为本人观点，不存在剽窃、抄袭他人学术成果，伪造、篡改实验数据的情况，如果有违规行为和论文抄袭率达到30%以上，我愿意承担一切责任，接受学校的处理。 学生(签名
2、)： 年 月 日查询毕业设计（论文）抄袭结果： % 指导教师承诺我承诺在毕业论文(设计)活动中，遵守学校有关规定，恪守学术规范，经过本人核查，该生毕业论文(设计)内容除特别注明和引用外，均为本人观点，不存在剽窃、抄袭他人学术成果，伪造、篡改实验数据的现象。 指导教师(签名)： 年 月 日四川科技职业学院毕业设计（论文）评审表（指导教师用）姓名学号题目评价项目具体要求权重ABCDE调查论证能独立查阅文献和从事其他调研；能正确翻译外文资料；能提出并较好地论述课题的实施方案；有收集、加工各种信息及获取新知识的能力。0.1研究方案的设计能力论文的整体思路清晰，结构完整、研究方案完整有序。0.2分析与解
3、决问题的能力能运用所学知识和技能去发现与解决实际问题；能正确处理实验数据；能对课题进行理论分析，得出有价值的结论。0.2工作量及工作态度按期圆满完成规定的任务，工作量饱满，难度较大；工作努力，遵守纪律；工作作风严谨务实。0.2质量综述简练完整，有见解；立论正确，论述充分，结论严谨合理；试验正确，分析处理科学；文字通顺，技术用语准确，符号统一，编号齐全，书写工整规范，图表完备、整洁、正确；论文结果有应用价值。0.2创新工作中有创新意识；对前人工作有改进、突破或独特见解。0.1评定成绩（优、良、中、及格、不及格）指导教师意见：指导教师用黑色笔迹填写，不少于80字。指导教师签名：20 年 月 日说明
4、：在“A、B、C、D、E”对应的栏目下划“”四川科技职业学院毕业设计(论文)任务书学生姓名学号指导教师学院名称专业名称论文题目所有表格需打印内容均为5号宋体题目来源实习实践（ ）理论研究（ ）一、基本任务与要求基本任务：通过论文及设计，利用自己的专业知识对人事系统的基本管理模块及功能进行实现，界面清晰明了，人机对话简单方便指导教师用黑色笔迹填写，字数为100120要求：设计要有一定的专业性，体现出自己的专业所学，对Visual Basic界面实现把握恰当，视觉效果很好；系统模块检索功能操作方便二、工作内容及时间安排1选题：20 年 月 日前2开题报告：20 年 月 日前3收集资料及实施研究：2
5、0 年 月 日前4完成初稿：20 年 月 日前5完成修改稿：20 年 月 日前6完成定稿：20 年 月 日前7答辩：20 年 月 日前摘 要本论文主要基于英文导游词的基本特点，通过对英文导游词用语的结构和内容两方面的具体分析来论述英文导游用语的特点。首先对英文导游词进行基本概述；其次，通过对英文导游用语四部分结构的分析，说明导游用语在结构上的基本特点；再次，通过具体五方面对英文导游用语进行内容上的分析。更进一步在内容上阐述英文导游用语的基本特点。最后，对英文导游结构和内容上的特点进行综合分析总结。关键词：特点概述；结构特点；内容特点；综述AbstractThis is mainly the b
6、asic characteristic based on English guides word, through come , expound the fact English guide characteristic of term to structure and content of English guide word .Two respect of concrete analyses of term. At first, Carry on the basic summary to the English guides word; Secondly, through an analy
7、sis of four parts of structure of English guides term, prove guides term is in the structural basic characteristic; Moreover, carry on the analysis on the content to the English guides term through five concrete respects. Go still one step further to explain the basic characteristic of the English g
8、uides term in content. Finally, go on comprehensive analysis summarize to English guide structure and characteristic of content.key words：Summary of Characteristic; characteristic of Structural; characteristic of Content; surveyContent Part one Introduction1Part two Cultural Influences and Types12.1
9、 Cultural Influences12.2 Cultural Types2Part three The Relevant Cultural Factors43.1 Language and Communication43.2 Values.53.2.1 Value towards Time53.3.2 Value towards Relationships53.3 Decision-making Process6Part four Different Negotiation Styles64.1 The American Negotiation Style64.1.1 Language
10、and Communication64.1.2 Values74.1.3 Decision-making Process84.2 The Japanese Negotiation Style84.2.1 Language and Communication94.2.2 Values94.2.3 Decision-making Process104.3 The German Negotiation Style114.3.1 Language and Communication114.3.2 Values114.3.3 Decision-making Process12Part five Conc
11、lusion13致 谢14参考文献15四川科技职业学院毕业设计(论文) 第15页Part one IntroductionInternational business negotiations are far more complex than domestic ones. The difficulties are due to the big differences between the two parties in a negotiation in language, value, behavior patterns, moral standards and so on. All tho
12、se factors are playing crucial roles in negotiations. The key to effective cross-cultural communication is knowledge. So we must learn and know as much knowledge as we can. Knowing these cultural differences can help us solve the problems and reduce the misunderstandings in International business ne
13、gotiations. Due to these cultural differences, negotiators who come from different part of the world can form different negotiation styles. The relation between culture and negotiation styles has been the topic of much investigation and research in recent times. Being familiar with different cultura
14、l differences can help us get a close view of different negotiation styles, and all these previous efforts can make the International business negotiation smooth. The thesis will elaborate on the cultural factors and their influences on negotiation styles in different countries.Part two Cultural Inf
15、luences and Types2.1 Cultural InfluencesWhen two groups from the same country are doing business, it is often possible to expedite the whole negotiation procedure. Because they have the same cultural background, the mutual communications are easy to understand. This does not mean they have no obstac
16、le during the whole negotiation procedure, but compare with people who do business from different cultures, they do not have the impact of cultural differences, so the contradictions seem to be easy solved.If two different cultures are involved, one party without a real knowledge of another culture,
17、 it may lead to misunderstandings. The international negotiators must be careful when handle these cultural differences and do not use the same way like negotiate with local businesspersons.A great number of real cases show that due to misunderstandings, many businesses were lost. For example, an Am
18、erican businessman once presented a clock to the daughter of his Chinese counterpart on the occasion of her marriage, not knowing that clocks are inappropriate gifts in China because they are associated with death. His insult led to the termination of the business relationship. It is also bad form t
19、o give the gifts of great value to the Japanese than those received.As an international business negotiator, he or she must try his best to learn and know the culture differences in order to avoid some mistakes and through the cultural exchange to establish a good cooperation relationship with his p
20、artners. 2.2 Cultural TypesBeliefs and behaviors are different from different cultures, because each develops its own means of explaining and coping with life. Four cultural dimensions can help to explain the differences between cultures. Though the distinctions between them seem clear, the dimensio
21、n should be regarded as a general guide. The four dimensions are gender, uncertainty avoidance, power distance and individualism.Gender cultures can be divided into masculine and feminine types. Masculine cultures typically value assertiveness, independence, task orientation and self-achievement. Ma
22、sculine societies tend to have a rigid division of sex roles. The competitiveness and assertiveness embedded in masculine societies may result in individuals perceiving the negotiation situation in win-or-lose terms. In masculine cultures, the party with the most competitive behavior is likely to ga
23、in more.Feminine cultures value modesty, cooperation, nurturing and solidarity with the less fortunate. Femininity is related to empathy and social relations.Uncertainty avoidance This term refers to how uncomfortable a person feel in risky or ambiguous situations. In high uncertainty avoidance cult
24、ures, people tend to avoid tense situations. These cultures tend to observe formal bureaucratic rules, rely on rituals and standards, and trust only family and friends.In low uncertainty avoidance cultures, people are generally more comfortable with ambiguous situations and are more accepting of ris
25、k. Low risk avoiders require much less information, have fewer people involved in the decision-making, and can act quickly. Such cultures dislike hierarchy and typically find it inefficient and destructive. Deviance and new ideas are more highly tolerated. Cultures characterized by low uncertainty a
26、voidance are likely to pursue problem-solving solutions rather than maintain the status quo.Power distance Power distance refers to the acceptance of authority differences between peoplethe disparity between those who hold power and those affected by power. High power-distance cultures are status co
27、nscious and respectful of age and seniority. In high power-distance cultures, outward forms of status such as protocol, formality, and hierarchy are considered important. Decisions regarding rewards and redress of grievances are usually based on personal judgments made by power holders. When someone
28、 from a high-masculinity culture attempts to work with someone from a high power-distance culture without either party recognizing the variations in their respective behaviors, clashes are likely to disrupt negotiations. In low power-distance cultures, people strive for power equalization and justic
29、e. A low power-distance cultural values competence over seniority with a resulting consultative management style. Low masculinity and low power distance may be related to the sharing of information and the offering of multiple proposals as well as more cooperative and creative behavior.Individualism
30、 In individualism cultures, people tend to put tasks before relationships and to value independence highly. People in these cultures are expected to take care of themselves and to value the needs of the individual over those of the group, community, or society. Individualistic cultures prefer liner
31、logic and tend to value open conflict. Members from individualistic societies expect the other sides negotiation to have the ability to make decision unilaterally.By contrast, cultures that value collectivism emphasize solidarity, loyalty, and strong interdependence among individuals. Relationships
32、are based on mutual self-interest and are dependent on the success of the group. Collectivist cultures define themselves in terms of their membership within groups. Maintaining the integrity of groups is stressed so that cooperation, conflict avoidance, and conformity dominate the culture. Collectiv
33、ist societies tend to stress abstract, general agreements over concrete, specific issues.Collectivist negotiators tend to assume that details can be worked out if the negotiators can agree on generalities. Collectivist societies show more concern for the needs of the other party and focus more on gr
34、oup goals than individualistic societies do. Members of collectivist societies chafe when members from individualistic societies promote their own positions and ideas during negotiations.Part three The Relevant Cultural FactorsIn terms of international business negotiation, the following elements of
35、 culture are generally believed to have an important impact on international business negotiation. Knowing much relevant knowledge of different cultures can make the international business negotiation smooth.3.1 Language and CommunicationThe ways in which people communicate, including using verbal a
36、nd non-verbal language, directly affects international business negotiation. When we communicate with people from other cultures, our body language sometimes helps make the communication easier and more effective, such as by shaking hands when greeting others. This has become such a universal gestur
37、e that people all over the world know that it is a signal for greeting.Sometimes, body language can be more of a hindrance than a favor. It can lead to misunderstanding since people of different cultures often have different forms of behavior for sending the same message. For example, nodding ones h
38、ead is generally meant to show agreement, to indicate yes. To the Nepalese and Sri Lankans, however, it meant not yes, but no.So, as a master hand, he must try his best to know as much as information of his counterpart, the proficiency of languages and negotiation techniques are not enough, he also
39、needs to have some mastery of the non-verbal behavior of different cultures. People use body languages more frequently in daily life. Excellent language and communication can help us make success.3.2 ValuesValues are the standards by which a culture evaluates action and their consequences. They affe
40、ct perception and can have a strong emotional impact upon people. In different cultures, values may vary significantly. Ones proper actions in one culture can be seen as wrong in a moral sense in another culture.Thus, it is important to understand the prevailing values in a particular society and th
41、e extent to which they are respected in the everyday behavior of individuals. Values affect the willingness to take risks, the leadership style and the superior-subordinate relationships, etc. This is true for the relationships between negotiators within each team. Every culture has defined prioriti
42、es for every aspect of social life. The discussion here will focus on values critical for understanding the economic performance of a society, more specifically, and the value that deserve attention in order to develop intercultural communication skills.3.2.1 Value towards TimeValue towards time and
43、 how they shape the way people structure their actions have a pervasive yet invisible influence on international business negotiation. Differences in punctuality, reflected in everyday negotiation behavior, may probably appear as the most visible consequence. But differences in times orientations, e
44、specially toward the future, are more important as they affect long-range issues such as the strategic framework of decision made when negotiating.3.3.2 Value towards RelationshipsDifferent patterns of relationship affect international business negotiations through the style of interaction between p
45、eople, their decision-making process, and the way in which they mix human relationships and business matters, etc. 3.3 Decision-making Process When faced with a complex negotiation task, people in different countries may use different approaches to make a decision. Knowing these differences will fac
46、ilitate anticipating the reactions of the other side in business negotiation. Part four Different Negotiation Styles4.1 The American Negotiation StyleThe United States is among the most advanced countries in economy and technology in the world. Both its language and currency occupy an important place in the world economy. English is the most commonly used language in international negotiations and fifty percent of the world trade adopts the U.S. dollars to settle accounts. All of these factors make the American feel