PANHA CHIET UNIVERSITY Bachelor Programs-Year 4 Intercultural Communication in The Global Workplace Fifth Edition Iris Varner & Linda Beamer Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / / Facilitator: Mr. UON SOKCHEA, MA, MBA & PhD Can.

Definition Intercultural negotiation involves discussions of common and conflicting interests between persons of different cultural backgrounds who work to reach an agreement of mutual benefit. Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

“In business communication, you don't get what you deserve, you get what you negotiate.” Why take “no” for an answer? Successful people don't. They get what they want by negotiating better deals for both parties. Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Steps in the Negotiation Process Preparation and Site Selection Team Selection Relationship Building Opening Talks Discussions Agreement Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Preparation and Site Selection Hire a consultant in the country. Consult resource videos and written materials on negotiation. Choose a site—here or there can be important. Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Team Selection Consider number, age, gender, and rank of team members. Consider background of players. Evaluate other negotiators - their political affiliation/connection, social class, age, and risk-taking propensity. Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Relationship Building Time required Intermediaries or agents Friendship versus business relationship Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Opening Talks and Discussions Observe opening rituals(regular actions) - small talk, humor/mood, etc. Consider the appropriateness of an agenda. Expect a variety of behaviors Plan ahead for concessions/something allowed Move to an informal location when appropriate Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Agreement Close negotiations properly Expect delays Get tax and legal advice Anticipate/assume a long wait until final approval Remember that contracts are not always considered final Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Common Negotiation Mistakes Making negative initial impression Failing to listen and talking too much Assuming understanding by the other culture Failing to ask important questions Showing discomfort with silence Using unfamiliar and slang words Interrupting the speaker Failing to read the nonverbal cues/signals Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Failing to note key points Making statements that are irritating (making angry) or contradictory (different/opposite) Failing to prepare a list of questions for discussion Being easily distracted/nervous Failing to start with conditional offers Failing to summarize and restate to ensure understanding Hearing only what you want to hear Failing to use first-class supporting materials Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Intercultural Negotiation Models Problem-solving approach — considers national and organizational cultural differences Competitive approach — individualistic and persuasive orientation Compromising — seeks a middle ground Forcing — makes the other party comply/ follow up Legalism — uses legal documentation to force the partner to comply/ follow up Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Four - Stage Negotiation Model Investigative Investigative Presentation Presentation Bargaining Bargaining Agreement Agreement Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Negotiation Strategies People act on the basis of their own best interests. Truth in negotiations: great trust or confidence – Faith/great trust or confidence something which is known to have happened – Fact/ something which is known to have happened opinion – Feeling/ opinion U.S. negotiators make fewer adjustments to their opponents. Strategies include: preparation; tactics; conflict resolution and mediation (compromising); and observation, analysis, and evaluation. Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Trade Agreements General license – never actually issued Validated license — allows specific exporter to export specific products to specific places Free trade zones or trade blocs — products enter without customs duties Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Statements Characteristic of U.S. Negotiating Style "I can handle this myself" (to express individualism). "Please call me Steve" (to make people feel relaxed by being informal). "Pardon my friend" (to excuse profanity/no respect ). "Let's get to the point" (to speed up decisions). "Speak up; what do you think?" (to avoid silence). "A deal is a deal" (to indicate an expectation that the agreement will be honored).

China Reserved; known for hospitality and good manners Give small, inexpensive presents Do not like to be touched Consider mutual relationships and trust very important Technical competence of negotiators necessary Prefer to use an intermediary Rarely use lawyers Ample room for compromise Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

France Have a sense of pride sometimes interpreted as supremacy (the highest) French logic ("Cartesian" logic) proceeds from what is known in a point-by-point fashion until agreement is reached Protocol, manners, status, education, family, and individual accomplishments are keys to success with the French Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Germany Protocol is important Dress is conservative; correct posture and manners are required Use titles when addressing members of the negotiating team Prefer keeping a distance between themselves and the other team Have technical people as part of the negotiation team as Germans are detail oriented Punctuality is expected Contracts are firm guidelines to be followed exactly Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

India Bribery (corruption) is common; having connections is important Avoid using the left hand in greetings and eating Request permission before smoking, entering, or sitting Building relationships is important; an introduction is necessary Intermediaries (go-between) are common Use titles to convey respect Knowledge of local affairs is important Negotiation process can be long Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Japan Business etiquette (brand name) is very important, including business card exchange Meeting should be arranged by an intermediary Subtle and complex verbal and nonverbal cues are used to avoid having someone lose face or lose the group harmony/match The Japanese use more silence and less eye contact than U.S. persons Consider contracts as flexible instruments Are suspicious/doubt of a negotiating team that includes lawyers Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Latin America Relationships are important Bribery is common Government is very involved in business Negotiators chosen based on family connections, political influence, education, and gender (females should be in the background) Social competence/ability is important Most agreements are consummated over lunch Numerous/many meetings is the norm; time is not seen as important Avoid gestures Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Russian States In the past, negotiation sessions have been long, with Russians controlling the agenda Are concerned with age, rank, and protocol Tend to be formal Friendships are not crucial/necessary to business Contracts interpreted rigidly/strictly Concerned with maximizing their profits Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /

Negotiating globally can present many opportunities. Corporations can expand their markets, increase their communications, markets, profits and productivity, and lower their costs by negotiating globally. Facilitator: Mr. UON SOKCHEA, MBA, MA, and PhD Can. Tel: / /