Managing Cross Cultural Communication Principles And Practice 2nd Edition Barry Maude - Solutions

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=10. Protocol:• Where will we negotiate? Do we wish to influence the choice of location?
=• When will we negotiate? Do we wish to influence the time and length of negotiation?
=• Who will be at the actual negotiation meeting? Do we want to bring other parties to serve a particular purpose (e.g., an expert or an observer)?
=• Do we have an agenda? How can we help to either create the agenda or participate in its development?
=• What will we do if the negotiation fails?
=• Who will write down and confirm the agreement? Do we need to have the contract reviewed by a professional (e.g., attorney, accountant, agent)?
=• What is the underlying cause of the team’s internal conflict?
=• What should your role be as a third party helping this team?
=• What steps would you take next to manage the conflict?
=• What are the basic options, and for each option what are the risks and potential benefits?
=• Who you would talk to, what you would say to them or ask of them, and in what order?
=a. Describe the problem that Pacific Oil Company faced as it reopened negotiations with Reliant Chemical Company in early 1985.
=b. Evaluate the styles and effectiveness of Messrs. Fontaine, Gaudin, Hauptmann, and Zinnser as negotiators in this case.
=c. What should Frank Kelsey recommend to Jean Fontaine at the end of the case?Why?
=1. Developing an appropriate framework or structure for the transaction.
= 2. Identifying the main agenda items for negotiation.
= 3. Crafting a communication strategy and talking points by which to persuade his powerful Chinese counterparts to allow pandas to return to the San Diego Zoo.
= What exactly should he do in each area?
=1. Is Peter Smith micromanaging Keith Schmidt?
=2. What type of conflict are they experiencing?
=3. What can an organization do structurally to reduce conflict resulting from role ambiguity?
=4. How should Peter Smith react when his advice is not followed by the board?
=5. How are the roles of board chairman and an executive director different in an organization such as the MCA?
=1. What alternative approaches could Peggy Fischer use to collect the unfulfilled pledge?
=2. Should Fischer involve the board in further discussions leading to a decision about whether or not to file a lawsuit? Or should she formulate a recommendation on her own for the board’s next meeting?
=3. Do you think the museum should sue the Smiths? Why or why not?
=1. What should Kelly and the other ALTs do now?
=2. Why did conflict occur? How could it have been prevented?
=1. How satisfied are you with your own outcome—that is, the extent to which the terms of your agreement (or lack of agreement) benefit you?1 2 3 4 5 6 7 NA Not at all Moderately Perfectly satisfied satisfied satisfied
=2. How satisfied are you with the balance between your own outcome and your counterpart(s)’s outcome(s)?1 2 3 4 5 6 7 NA Not at all Moderately Perfectly satisfied satisfied satisfied
=3. Did you feel like you forfeited or “lost” in this negotiation?1 2 3 4 5 6 7 NA Not at all A moderate A great deal amount
=4. Do you think the terms of your agreement are consistent with principles of legitimacy or objective criteria (e.g., common standards of fairness, precedent, industry practice, legality)?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=5. Did you “lose face” (i.e., damage your sense of pride) in the negotiation?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=6. Did you feel as though you behaved appropriately in this negotiation?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=7. Did this negotiation make you feel more or less competent as a negotiator?1 2 3 4 5 6 7 NA It made me It did not It made me feel less make me feel feel more competent. more or less competent.competent.
=8. Did you behave according to your own principles and values?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=9. Do you feel your counterpart(s) listened to your concerns?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=10. Would you characterize the negotiation process as fair?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=11. How satisfied are you with the ease (or difficulty) of reaching an agreement?1 2 3 4 5 6 7 NA Not at all Moderately Perfectly satisfied satisfied satisfied
=12. Did your counterpart(s) consider your wishes, opinions, or needs?1 2 3 4 5 6 7 NA Not at all Moderately Very much
=13. How satisfied are you with your relationship with your counterpart(s) as a result of this negotiation?1 2 3 4 5 6 7 NA Not at all Moderately Perfectly satisfied satisfied satisfied
=14. What kind of overall impression did your counterpart(s) make on you?1 2 3 4 5 6 7 NA Extremely Neither Extremely negative negative nor positive positive
=15. Did the negotiation make you trust your counterpart(s)?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=16. Did the negotiation build a good foundation for a future relationship with your counterpart(s)?1 2 3 4 5 6 7 NA Not at all Moderately A great deal
=1. Think about the person you rated in this questionnaire. How close and personal (or distant and impersonal) is your relationship with that person?
= 2. Experiment with the questionnaire by rating several different people. For example, rate• The person whom you trust the most.• A person whom you trust in a professional capacity (e.g., a doctor, counselor, adviser).• A boss or colleague at work.• A person whom you are very close to.•
= How do your ratings differ for each?
=What does this say about the role of trust and distrust in your relationship with that person?
= 3. How do you build trust in order to make negotiation more effective? What kinds of things can you do to strengthen trust?
=What should you avoid if you do not want to damage existing trust?
= 4. What do you do to manage your relationship with someone you distrust? How are these actions different from trust building or trust rebuilding?
= 5. Think about the person who has violated your trust. What happened in this situation?Why do you no longer trust that person?
= What would it take to repair the relationship with that person?
3 Xenophobia and violence are often associated with football. What responsibility does the game itself have for addressing nationalism, xenophobia and violence?
2 Why are national stereotypes usually hostile? Describe the negative and positive stereotypes that people from other cultures hold of your own national culture.Explain how such negative stereotypes could be undermined.
1 Why are immigrants and minority groups often the targets of prejudice and discrimination? What are the negative effects of targeting these groups, and how could these effects be reduced or eliminated?
4 After writing down the group’s agreed answers to questions 1, 2 and 3, the group splits into two sub-groups, A and B.
3 Based on the information given in the passage, did the store manager deal with the threatening behaviour of his white colleagues in an effective way? How should he have dealt with the situation?
2 Is there a link between perceptions of racism in interracial interactions and the ethnicity of the perceiver? If so, what is it?
1 Identify three factors that could underlie the store manager’s perceptions of racially motivated behaviour by his white colleagues.
In some multicultural organizations, nationalist feelings or anti-foreigner prejudice – or both – are at the root of various kinds of discrimination. For instance, minority employees may be excluded from the decision-making process because they are not members of the boss’s inner circle. The
3 ‘During cross-cultural encounters people’s words and behaviour are guided by their culturally-derived norms of communicative behaviour.’ Expand the argument, giving examples of the kind of problems that can occur as a result.
2 Explain why the values of subcultures of an organization differ from each other and from the values of the overall organization. Give specific examples of the differences.
1 How are the corporate values of a large organization formed? Describe the process.
For an example of an international business deal that went wrong, consider the case of the uncontrolled dumping in 2006 of hundreds of tonnes of highly toxic oil waste around Abidjan, capital of Ivory Coast. The disaster appears to have been caused by oil traders’ search for profit at all costs.
Most Western business visitors to Arab countries in the Middle East soon learn about the major value differences that separate societies in the Middle East from countries in Western Europe and North America. Particularly important in this respect are major value differences relating to sex roles as
Advance planning of an overseas business trip is, from one perspective, the most important stage of the visit. It allows the business person to acquire important information about the country to be visited in advance, and to define – and to discuss with colleagues – the issues to be debated
The wish to form a realistic picture of Japanese culture is what motivates a consulting engineer, preparing for an extended business trip to Japan, to attend a cultural briefing in London. The engineer hopes the briefing will give him a clear picture of important values, conventions and practices
Expatriate managers’ success in culturally distant countries often depends on them making sure that they introduce appropriate techniques and approaches which do not run counter to local values. Expatriates who introduce inappropriate techniques often find themselves confronted by employee morale
Expatriate managers who learn to speak the local language are able to discuss productivity and other job-related problems with employees, and are well-placed to find lasting solutions. But in addition to language skills, expatriate managers need communication skills and the willingness to use those
In companies in developing countries, imported management systems (like imported technology) can greatly boost efficiency and profits – but not when they run counter to local customs and values. In such cases the imported techniques may need to be adapted to suit the local reality, or quietly
Expatriate managers need to be equipped with up-to-date business and technological knowledge. But to be successful in their assignments, they also need to acquire a sound knowledge of local conditions – they need to know what approaches and strategies will work in that particular overseas
The ability of expatriate managers to transfer technological and business knowledge to companies abroad is a key factor in many expatriate assignments. But the ability to establish good formal and informal communication links with a host organization is equally important – as Hyundai Motors
3 ‘Interracial communication competence contributes to successful interracial interactions.’ Expand and explain this statement. Give examples of ways in which a person’s interracial communication competence can be strengthened by training and by other means.
2 Explain how, and under what conditions, increased contact between members of different racial groups can reduce levels of intergroup prejudice and discrimination.
1 ‘The behaviour of participants in interracial interactions can be understood as initial stress reactions and subsequent coping responses.’ Identify the main sources of stress in interracial interactions. Describe the main kinds of coping response.
2 How could levels of reconciliation and integration among the different racial groups in South Africa be increaseda) in the short termb) in the long term?
1 Compare the findings of the Gibson (2004) and the Dixon, Durrheim and Tredoux(2007) surveys. To what extent do the findings of the 2007 survey support the findings of the 2004 survey, and to what extent do they contradict them?
3 Xenophobia and violence are often associated with football. What responsibility does the game itself have for addressing nationalism, xenophobia and violence?
2 Why are national stereotypes usually hostile? Describe the negative and positive stereotypes that people from other cultures hold of your own national culture.Explain how such negative stereotypes could be undermined.
1 Why are immigrants and minority groups often the targets of prejudice and discrimination? What are the negative effects of targeting these groups, and how could these effects be reduced or eliminated?
4 After writing down the group’s agreed answers to questions 1, 2 and 3, the group splits into two sub-groups, A and B.
3 Based on the information given in the passage, did the store manager deal with the threatening behaviour of his white colleagues in an effective way? How should he have dealt with the situation?
1 Identify three factors that could underlie the store manager’s perceptions of racially motivated behaviour by his white colleagues.V2 Is there a link between perceptions of racism in interracial interactions and the ethnicity of the perceiver? If so, what is it?
In some multicultural organizations, nationalist feelings or anti-foreigner prejudice – or both – are at the root of various kinds of discrimination. For instance, minority employees may be excluded from the decision-making process because they are not members of the boss’s inner circle. The
Advance planning of an overseas business trip is, from one perspective, the most important stage of the visit. It allows the business person to acquire important information about the country to be visited in advance, and to define – and to discuss with colleagues – the issues to be debated
The wish to form a realistic picture of Japanese culture is what motivates a consulting engineer, preparing for an extended business trip to Japan, to attend a cultural briefing in London. The engineer hopes the briefing will give him a clear picture of important values, conventions and practices
Expatriate managers’ success in culturally distant countries often depends on them making sure that they introduce appropriate techniques and approaches which do not run counter to local values. Expatriates who introduce inappropriate techniques often find themselves confronted by employee morale
People from different cultural backgrounds have different communicative norms,different ways of sending and receiving messages.’ Give examples of the confusionsand misunderstandings caused by differing communicative norms.
3 Explain the various kinds of bias that can occur in cross-cultural interviews. How can the risk of bias by both interviewers and interviewees be reduced?
2 ‘Standard interviewing techniques often prove inadequate for interviewing people from diverse cultures.’ Explain, with specific examples, why this is the case.
1 ‘General qualities which cross-cultural interviewers need to acquire are cultural empathy and cross-cultural communication ability.’ Explain, with examples, why each of these qualities equips interviewers to conduct effective cross-cultural interviews.
2 Is the second interviewer right in giving most of the time to discussing Ibrahim’s current projects? What are the advantages and disadvantages of adopting this approach?
1 Is the first interviewer right to be concerned about the candidate’s qualifications and possible communication problems with colleagues? What are the advantages and disadvantages of adopting this cautious approach?
Biased cross-cultural interviews can lead to candidates being turned down for jobs which their qualifications and experience would enable them to do well. Consider, for instance, the case of Ibrahim, a 27-year-old Egyptian engineer who is interviewed in the same week by two manufacturing companies
3 ‘Speaking the same language does not mean sharing the same culture.’ Extend the argument, showing how cultural differences can lead to communication and relationship problems in the multicultural workplace. What practical step can be taken to overcome the problems?
2 Do you think that starting a cross-cultural selection interviews in a low-key way is an effective way of overcoming the communication apprehensions of the candidates?Give your reasons.
1 Was the interview fair and unbiased? What is your overall assessment of the way in which Bill conducted the interview? How could his conduct of the interview have been improved?
Job candidates who are well qualified to do the job and who have appropriate experience may turn it down if they perceive the selection process to be inefficient or unfair.That is why interviewers and the cross-cultural selection process must not only be fair and unbiased but also be perceived to
2 What are the main features of an effective cross-cultural interview? List the features in order of importance.

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