Negociacion y decisiones multiculturales

Negociación y decisiones multiculturales I.
¿La cultura nacional nulifica la cultura de la organización? National culture has a greater impact on employees that the culture of your organization. Despite how influential is the organizational culture to understand the behavior of people at work, national culture is even more so. Effective leaders do not use a single style but adjusted their styleto the situation. National culture is an important situational factor in determining which leadership style will be more effect: national culture affects leadership style because of the subordinates. In the debate on the future of automobile manufacturers recently merged, the end of the process had produced two separate companies: one German and one American. If DaimlerChrysler has become a globalorganization, they still have to convince employees from all levels that it is important to move to different parts of the world. And the resistance of employers to change is always strong. The essence of the problem of integration is the difference in corporate cultures of both companies (housing, corporate values, vision, national versus global). According to Dion's experience, only 40% ofmergers are successful. These show how complex are these operations in which various organizations and their cultures should learn and work together with common goals. A financial meltdown is easier than a cultural fusion. Therefore, it is important that workers are always informed and have clear goals to be achieved by the project. When cultural factors are not taken into account, there might beresistance to slow the process. If culture is the way we do things, the strategy should be the guide for determining what should be done. There are six key aspects of international business contacts: 1. Confidence 2. Commitment 3. Success 4. Working in partnership 5. Decision Making 6. Time The next important subject is the communication intercultural. Because it’s intercultural, it could easily leadto misunderstandings, and it’s much more difficult than a normal communication. The same gesture can mean something respectful in one culture and

something disgraceful in another. We can take as an example the swastika, which was chosen by the Nazi to represent them. Since the Second World War, it’s banned in almost every country in Europe. But in India for instance, it still represents thenoble society, or has different signification for different people. That’s why we have to be careful with intercultural communication. An author has identified four problems related to intercultural communication: - There are barriers because of the semantic. “las palabras significan diferentes cosas para distintas personas. Esto es particularmente cierto para gente con culturas nacionalesdiferentes. Algunas palabras, por ejemplo, no se traducen entre las culturas.” - There are barriers because of the connotation of the words. Indeed, “Las negociaciones entre los ejecutivos estadounidenses y japoneses, por ejemplo, son más difíciles ya que estos últimos traducen la palabra hai como sí, pero su connotación podría ser "sí, estoy escuchando", en lugar de "sí, estoy de acuerdo". - There arebarriers because of different tons. In some cultures, the language is formal, and in some others, informal. Besides, in some languages, ton is very important because the same word can mean nine or ten different words according to the ton (Chinese). - There are barriers because of the different perceptions. “La gente que habla diferentes idiomas en realidad ve el mundo de diferentes formas. Losesquimales (quienes prefieren llamarse Inuits) perciben la nieve de forma diferente ya que tienen muchas palabras para ella.” So to reduce misunderstandings, the author gives us few tips: Assume that there are differences as similarities, emphasize description rather than interpretation or evaluation, practice empathy, and treat your interpretations as working hypotheses. This leads us also to the...