Содержание
- 2. Patterns of cross-cultural business behavior
- 3. Group A: Relationship-Focused – Formal – Polychronic – Emotionally Reserved Examples: India, Bangladesh, Vietnam, Thai, Malaysia,
- 4. Group B: Relationship-Focused – Formal – Monochronic – Emotionally Reserved Examples: Japan, China, Korea, Singapore
- 5. Group C: Relationship-Focused – Formal – Polychronic – Emotionally Expressive Examples: Arabs, Egypt, Turkey, Greece, Brazil,
- 6. Group D: Relationship-Focused – Formal – Polychronic – Variably Expressive Examples: Russia, Poland, Romania, Slovakia
- 7. Group E: Moderately Deal-Focused – Formal – Variably Monochronic –Expressive Examples: Hungary, Spain, Italy, France
- 8. Group F: Moderately Deal-Focused – Formal – Variably Monochronic –Reserved Examples: Baltic States
- 9. Negotiating in the Baltic states
- 10. Negotiating in the Baltic states
- 11. Negotiating in the Baltic states
- 12. Negotiating in the Baltic states
- 13. Negotiating in the Baltic states
- 15. Group G: Deal-Focused – Moderately Formal – Monochronic –Reserved Examples: Denmark, Norway, Britain, Sweden, Finland, Germany,
- 16. Germany
- 17. The basic characteristics of German business culture are: Time. A monochronic attitude toward the use of
- 18. Germans have great respect for possessions and property. Solid buildings, furniture, cars and good clothing are
- 19. Space and Time Germans are the most punctual of all peoples. Foreigners arriving late for appointments
- 20. Communication Pattern The German communication style is frank, open, direct and often loud. Truth comes before
- 21. Behavior at Meetings and Negotiations ✦Germans will arrive at the meeting well dressed and with a
- 22. Behavior at Meetings and Negotiations ✦ They are willing to make decisions within meetings, but they
- 23. The Czech Republic
- 24. Space and Time Czechs are not particularly tactile people. Handshaking, however, is mandatory on greeting and
- 25. Communication Pattern Rushing headlong into discussion is not their style, and rapid conclusions are rare. Their
- 26. Behavior at Meetings and Negotiations Czech negotiations are practical and rational. They do not like confrontation.
- 27. Sweden
- 28. In the world at large, and especially in the English-speaking world, the Swedes seem to be
- 29. Behavior in the Business Environment Swedish management is decentralized and democratic; the hierarchical structure of the
- 30. This collectivist form of decision making bears an interesting comparison with the Japanese system. In both
- 31. The Swedish model is not without its critics. Swedish weaknesses in the implementation of business: ✦
- 32. When dealing with Swedes, remember: ✦ They don’t like to contradict their own colleagues. ✦ They
- 33. Motivating Factors ✦ Be diplomatic rather than frank. ✦ Promote harmony over the cold truth. ✦
- 34. Avoid ✦ Confrontation. ✦ Rushing them. ✦ Talking tough; always be consultative and understanding. ✦ Being
- 35. Finland
- 36. Today Finland raises its head in the development and conduct of international business.
- 37. Finnish manages in the Sauna :) Foreign managers in Finland will find that the informal business
- 38. Space and Time In Finland, the concepts of space and time are clear-cut and unambiguous. A
- 39. Motivating Factors ✦ Be open, direct. ✦ Do not talk too fast, raise your voice. ✦
- 40. Group H: Deal-Focused – Informal – Monochronic – Variably Expressive Examples: Australia, Canada, USA
- 41. Australia
- 42. Direct
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