Management

As the managing director for your company, based in India, that manufactures computer equipment, you are negotiating with an official in China. His job is to select computer equipment for city employees. You are adamant that you want all the specifications named clearly in a contract. However, the Chinese official is not interested in the technical and financial details. In a minimum of two pages, explain why having a cultural profile of people in the official’s cultural group could help you avoid a breakdown in communication in this situation. How can you get through the intercultural impasse and obtain a contract that both you and the Chinese official find acceptable?

Your case study should be properly formatted to include a title page and reference list, which will not be included in the minimum page count. The paper should follow APA guidelines for all resources for in-text citations, paraphrasing, and references. Remember to use the CSU Online Library to assist you in the research for this assignme

ANSWER

Multicultural Negotiations

Introduction

Understanding multicultural communications is an integral approach that enables negotiators to obtain successful and effective outcomes. A business interaction between an Indian-based and Chinese negotiator may generate challenges due to differences in understanding each other’s perspectives. A negotiation process for computer equipment between these two parties raises issues such as technicality and financial details. While the Indians are keen on the equipment technical and financial status, Chinese negotiators have no major interest in these perspectives. Exposure to the profile of various cultural groups helps to reduce communication breakdown. Understanding elements such as the expression of disagreements, paying attention to non-verbal cues, and foregoing ego are vital for successful negotiations in a multicultural setting.

Expression of Disagreements

Understanding other culture’s profiles help negotiators to establish viable ways of expressing disagreements. The negotiation between Chinese and Indian business entities is challenging due to cultural variations. For instance, Chinese people dislike confrontations in businesses. They primarily rely on compromising and avoidance (Ma, 2007). Any issue that attracts disagreements is likely to be solved by utilizing these tactics among the Chinese people. In this case, the two disagree on the technical and financial details. Chinese parties are less interested in these elements. The Indian negotiators should be better positioned to integrate quality methods of showing their desire to have these elements in the machines. Any confrontation might negatively affect the process outcome. Besides learning to express disagreements, paying attention to non-verbal cues is another significant way of dealing with communication breakdowns.

Paying attention to Non-verbal Cues

Non-verbal cues play a vital role in successful business negotiations. The process involving Chinese and Indian business persons calls for sufficient identification and utilization of non-verbal cues. The two disagree about the technicality and financial details of the computer equipment. The non-verbal cues portrayed by each side might determine how the other party is likely to react accordingly. For instance, Chinese people may use a smile to conceal tensions (Gong, 2011). The disagreement at hand may prompt them to smile, an indication of dissatisfaction and a way of easing anxiety. The Indian negotiator may view this as a sign of disrespect towards them. However, exposure to Chinese business negotiation practices enables them to understand such a perspective.

Foregoing Ego

Understanding the role of ego in cross-cultural negotiations accelerate a positive outcome because it reduces communication breakdown. The foregoing ego element is highly applicable in the Chinese culture. Its people believe in humility, and any form of arrogance attracts distaste. In the negotiation between China and India, the two disagree on the computer specifications. The Chinese feel that these are inconsequential elements. Any form of ego that portrays arrogance by the Indians could affect the sealing of a contract that benefits both sides. For instance, if the Indians decide to walk out of the room due to the disagreement, the Chinese negotiators may view the move as disrespectful and lack humility. There is a dire need to learn about ego management to position one in a better place to negotiate successfully.

Overall, cross-cultural negotiations call for the familiarization of the profiles of all global cultures. Exposure to various communicational and interaction processes that define each culture helps to generate an excellent outcome. It enables all the parties involved to benefit from the process as it accelerates the signing of an attractive contract. Any behavior or action that affects another cultural group’s emotional status is likely to halt the process.

References

Gong, K. (2011). A Research on Cultural Differences Impact on Sino-US Business Negotiation. ISSN 1799-2591 Volume 1, Number 6, June 2011, 1(6), 718-721.

Ma, Z. (2007). Chinese conflict management styles and negotiation behaviors: An empirical test. International Journal of Cross-Cultural Management, 7(1), 101-119. DOI: 10.1177/1470595807075177