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    Budjacch 07

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    Muhammad Najeeb
    The document discusses cultural and gender differences that are important to consider in negotiation and conflict management. It describes various cultural dimensions like time orientation, power distance, and individualism vs collectivism. It also notes differences in how some cultures view time, formality, and context. The document advises being sensitive to such cultural factors to enhance negotiation effectiveness.

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    Budjacch 07

    Uploaded by

    Muhammad Najeeb
    36 views12 pages
    The document discusses cultural and gender differences that are important to consider in negotiation and conflict management. It describes various cultural dimensions like time orientation, power distance, and individualism vs collectivism. It also notes differences in how some cultures view time, formality, and context. The document advises being sensitive to such cultural factors to enhance negotiation effectiveness.

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    budjacch07

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    The document discusses cultural and gender differences that are important to consider in negotiation and conflict management. It describes various cultural dimensions like time orientation, power distance, and individualism vs collectivism. It also notes differences in how some cultures view time, formality, and context. The document advises being sensitive to such cultural factors to enhance negotiation effectiveness.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    36 views12 pages

    Budjacch 07

    Uploaded by

    Muhammad Najeeb
    The document discusses cultural and gender differences that are important to consider in negotiation and conflict management. It describes various cultural dimensions like time orientation, power distance, and individualism vs collectivism. It also notes differences in how some cultures view time, formality, and context. The document advises being sensitive to such cultural factors to enhance negotiation effectiveness.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 12

    Conflict Management

    Instructor: Erlan Bakiev, Ph. D.

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Chapter 7
    A Note on Cultural
    and Gender Differences

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Culture

    Values, customs, language, rules, tools,


    technologies, goods, laws, institutions, and
    organizations

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Classifying Cultures
     Time Orientation
     Formality
     Power Distance
     Individualism
     Collectivism
     Context

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Cultural Dimensions
     Time orientation refers to the focus on time.
     Formality refers to pomp and ceremony,
    tradition, and formal rules.
     Power distance refers to the degree of social
    stratification embedded and accepted.
     Context refers to the degree to which the
    context or situation and individuals affect
    behavior and meaning.

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Cultural Time Orientation

     Eastern cultures tend toward a lesser time


    focus than do Western cultures.

     Cultures more formal than the United States


    include Latin America, the Middle East, the
    Far East, and Southern Europe.

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Cultural Power Distance
     Countries with relatively high power distance
    tolerance include Mexico, South Korea, Japan,
    India, Pakistan, Thailand, Argentina, Brazil,
    Chile, France, Spain, Italy, Belgium, and
    South Africa.
     Countries with low power distance include
    United States, Great Britain, Canada, Austria,
    Finland, Norway, Ireland, Germany, Sweden,
    Denmark, and Israel.
    CONFLICT MANAGEMENT PRENTICE HALL
    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Cultural Context
     Countries where context highly affects
    communication—high-context cultures—
    include China, Korea, Japan, Vietnam, Arabia,
    Greece, Spain, and Italy.
     Countries with low-context cultures include
    United States, Canada, Germany, Switzerland,
    Scandinavia, and Great Britain.

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Collectivism/Individualism
     Collectivist cultures include Japan, Denmark,
    and Singapore.
     Individualist cultures include Greece,
    Germany, Hungary, Egypt, Hong Kong, and
    North American countries.

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Culture and Personality
    Development
     Emphasis on time may relate to Type A
    behavior.
     Low-context culture may relate to internal
    locus of control.
     High-context culture may relate to external
    locus of control.
     High-context culture may relate to intuiting.
     Culture may affect power orientation.
    CONFLICT MANAGEMENT PRENTICE HALL
    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Cultural Differences in Negotiating
     Cultural sensitivity will enhance negotiation effectiveness.
     Expectations, semantics, connotation, and tone are important
    and may facilitate or frustrate communication.
     Time focus in formal and in high-context cultures may be
    insulting.
     Spatial boundaries, contact, gift-giving, and dress vary across
    cultures.
     Goals may vary dramatically between individualistic versus
    collectivist cultures.
     Face saving is important everywhere!

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458
    Gender Differences in Negotiation
     Men may use language to increase status or
    control.
     Women may use language for connection.
     Men may tend to dominate conversation with
    women.
     Men underestimate women in negotiation at
    their peril!

    CONFLICT MANAGEMENT PRENTICE HALL


    A Practical Guide to Developing Negotiation Strategies ©2007 Pearson Education, Inc.
    By Barbara A. Budjac Corvette Upper Saddle River, NJ 07458

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