Organization's inter-cultural negotiation - Brazil, Sweden and Indonesia

Résumé du document

Today we live in a world where there is increasing competition and market saturation. Indeed to remain competitive, the companies must adopt several strategies such as: internationalization and diversification. The internationalization consists in extending on overseas markets. That makes it possible to have another customer and to reach a higher growth. Diversification consists in extending its activity over several fields. This leads the companies to develop several competences. Indeed they must consider several intercultural factors in order to manage the employees as well as possible. In this essay, we have to describe and analyze a negotiation between three countries: Indonesia, Brazil and Sweden. These countries have a culture, a religion, and a different lifestyle. That's why it's not easy to succeed the negotiation. Each one must deliver its opinion, to put forth proposals and also objections. The culture is anchored in each person but projected differently. However, one should not reject the ideas of the other. Each one must find their account in this exchange. The difference in cultures makes it an important aspect to determine the success of the negotiation. This is necessary to take into account the culture of the country. The cultural aspect has an important place in the strategy of negotiation. We can notice that the three countries have a common objective that of avoiding conflicts. The negotiation will lead to an equitable compromise between each country. However there are many differences in operation in their management.

Extraits

[...] Organizations of intercultural negotiation - Brazil, Sweden and Indonesia Contents: . Introduction . I Development of the negotiation without intercultural strategy Description of the negotiation without intercultural strategy Brazil Sweden Indonesia II Course of the negotiation without intercultural strategy. III - Development of the negotiation with an intercultural strategy. IV - Definition Conclusion Introduction Today, we live in a world of increased competition. What's more, the market becomes saturated. Indeed, to remain competitive, companies must adopt several strategies such as: internationalization and diversification. [...]

[...] The preparation of the negotiation It is the most important part of the negotiation. It's the essential part because that makes it possible to prepare for the negotiation. - The parts will specify their objectives - The parts will prepare their arguments, and the answers to the contrary arguments - The parts will determine the concessions which they will have to make In order to prepare the negotiation, participants must put some questions : What are the objectives realized ? [...]

[...] It is because the relationship becomes different according to different countries. It's important to be tolerant, open-minded and curious to be a good negotiator. Proposed bibliography Strategy and management in Asia Pacific Lasserre, Philippe / McGraw-Hill Publishing Co. / 1999 Managerial Communication: Strategies and Applications by Geraldine E. [...]

[...] Improve the knowledge of impacts of a multicultural team: The cultural variety inside a firm can be hard to handle. Working in a multicultural environment includes some risks. The cultural diversity can slacken the execution of a project due to the cultural differences. It can make communication more difficult because the grasp of foreign languages isn't easy. The differences of nationalities in a business can involve some oppositions in the choice of a management. However, working with a multicultural team can imply assets. [...]

[...] They should not be envious and cause desires. The rise in a company is done by showing its performances. People must be effective. They prefer management with objectives rather than management with rules. They prefer to have more freedom and choices. A Swedish manager is more a guide, a coach rather than a chief. He is present to help his employees but he likes them to take initiatives. He is not one for giving orders. He wishes that his employees communicate their ideas to him. [...]