Наконец, ведя переговоры с американцами, нужно иметь в своей команде кого-нибудь, кто хорошо знает их страну. Этот принцип применим в работе с людьми любой другой национальности, но есть много европейцев, которые хотя бы несколько лет провели в США, и таких экспертов всегда можно найти. Северные европейцы с их языковыми возможностями и знанием англосаксонского мира сегодня довольно близки по своей культуре к британцам, но американцев часто ошибочно приравнивают к британцам, так как они говорят на одном языке. Однако американцы живут в другом земном полушарии и в другом мире. Они действуют по-своему, и те, кто жил в США, знают, как вести себя с американцами в бизнесе.

CHARACTERISTICS ATTRIBUTED TO AMERICANS

The United States is an insulated country, sharing borders with only Canada and Mexico. Because of the country’s huge size, many of its citizens, especially those in the heartland, are unaware of the significant differences that exist among cultures. This luck of cultural awareness will gradually subside as dealings with other countries become more routine. Meanwhile, non-Americans tend to attribute certain characteristics to Americans, and some behaviors of Americans tend to validate these perceptions.

Individualistic

Diverse people have immigrated to America for religious, economic and political freedom throughout the country’s history. U.S. citizens have always valued their independence. Strength is often measured by the ability to stand alone; for many years actor John Wayne was viewed as the epitome of rugged individualism. Today Lee Iacocca is widely admired for his individualism and for his drive for self-realization through the American business process.

In keeping with this heritage, the United States sets global standards for human rights, particularly as related to employment. Foreign companies operating within U.S. borders are likely to encounter difficulties in following American laws written to protect women, minorities, older citizens, and the

handicapped. They often perceive these laws as unreasonable, counterproductive, and contrary to their own views of social order.

Arrogant

Many American business people tend to act as if they believe everyone wishes he or she were American. As a result they deal with foreign nations in a manner perceived as offensive. By conveying an attitude of superiority and displaying an unwillingness to accept the worth of others, Americans construct obstacles that hamper their intercultural effectiveness.

The enthusiastic patriotism of Americans stems from certain basic beliefs. For example, Americans assume that all people – male or female, rich or poor, regardless of race or creed – can become successful if they work hard enough. Americans also view with pride the system of advancement based on merit. Their confidence in the free enterprise system is a topic that Americans expound on to an extent that may alienate others.

Aggressive

Americans respect the ability to confront problems head on. They are taught to answer challenges directly through clever and quick verbal exchanges. Consider that there are 15 times more lawyers per capita in America than in Japan. Given the Japanese’ mistrust of the legal system, particularly the U.S. legal system, the presence of lawyers can severely disrupt negotiations between Japanese and American business people.

American business operates in an environment of high pressure. Successful business people in the United States are able not only to cope with the pressure but to flourish under stress. When they are assigned to a foreign country, however, these same abilities often become dysfunctional. The aggressiveness that leads to accomplishment in the United States may contribute to failure abroad. An aggressive and direct communication style will be viewed as unmannerly and inappropriate in many foreign countries.

Intolerant of Silence

As children, Americans are frequently put on display and are taught by their parents to entertain and to show other adults what they have learned. They are instructed to focus on external communications and how these communications move them towards predominantly materialistic goals. Contrast this with Eastern cultures that hold spiritual growth in higher regard and stress the mastery of inner communication. Rather than view periods of silence as an opportunity to reflect on the situation at hand, Americans feel uncomfortable with silence and feel pressured to feel the void with conversation. This puts

them at a significant disadvantage when negotiating with many foreign executives, especially Asians, who are comfortable with the silence.

Money Oriented

American business people are commonly viewed as having a bottom-line mentality, that is, they base their actions primarily on the effect the actions will have on the finances of the operation. When a choice must be made between people and profits, Americans are expected to opt for profits. Indeed, U.S. companies often view their people and social institutions as resources to be cultivated. An American manager based in an undeveloped country may strive to mechanize as a means of reducing labor costs; foreign managers may view such an action as contrary to good business practice because it will take away jobs. Any business communicator whose messages focus solely on money will enjoy little credibility in many foreign countries.

Preoccupied with Time

American business people tend to view time as a scarce natural resource, as something not to be wasted. For that reason they set deadlines for themselves and operate to meet them. In many other parts of the world, however, time is viewed as the servant rather than the master. The expression “laid back” describes many cultures’ attitudes toward time. Signs of impatience by a U.S. sales representative kept waiting for a scheduled appointment reduce the probability of success.

The focus of Americans is often criticized, too, as being too narrow and present oriented. Rather than develop broad strategies, which requires recognition that organized change takes time, Americans act to bring about rapid change. The long-term results of this approach are being questioned by Americans themselves. In a study of nearly 1,000 U.S. managers, 76 percent felt that there had been a damaging overemphasis on quarterly earnings and present budget.

Obsessed with Talking Shop

Americans, it is alleged, do not discriminate between appropriate and inappropriate settings in which to transact business. Instead, they are likely to violate the norms of a host country by talking about business matters in settings in which social conversation is expected. Good business communication practices dictate that message content be appropriate for the situation.

Informal

Although highly structured with their time and goal-oriented behaviors, Americans tend to be relaxed in dress and in their relationships with others. Picture the stereotypical California talent agent as characterizing this position at an extreme. His clothing is casual, faddish, and gaudy. He delights in calling people by their first names and may tack on a “sweet-heart” or “my man”. He leans back in his chair with his feet on the table in front of him. When meeting people for the first time, he is likely to vigorously clasp their hand and shoulder as though being reunited with a long-lost buddy.

Few American businessmen carry informality to this length, but in the eyes of foreigners they are still too unceremonious. No other country tolerates such relaxed exchanges between superiors and subordinates nor do many of them accept the use of first names in business. In Japan, for example, first names are used only among family members and close friends. Even long-time business associates and coworkers are hesitant to use first names.

Unwilling to Learn Host Language

Many foreign nationals are fluent in several languages. In contrast American managers historically have expected business communication to be conducted in English. Unwillingness to take the time to learn a host language reinforces the negative impression Americans make.

As early as 1958 a book called The Ugly American indicted representatives of the United States, both official and unofficial, for their behavior.

II. OTHER CULTURAL REGIONS

PROFILES OF FOREIGN CULTURES

English is spoken by only about 10 percent of the world’s population. Even if a global language were to exist, cultural differences would preclude complete understanding among people. The more business people can learn about a foreign culture, however, the more effectively they will operate within it. This section focuses on the cultures in which readers are most likely to find themselves doing business.

Canada

Canada and the United States are the world’s largest trading partners. The

1988 merchandise trade between the two countries totaled more than $152.4 billion compared with $127.5 billion between the United States and Japan. The Canada – U.S. Free Trade Agreement signed in 1990 removed all tariffs on products traded between the countries, with the result that more and more US. companies are becoming involved in business with Canada.

When measuring cultural diversity, the differences between Canada and the United States seen slight, but they are noteworthy. The similarities between the two countries lead many U.S. business people to view Canada as identical to the United States. Although most Canadians live close to the U.S. border and are familiar with American ways, they do not necessarily like the Americas way of doing things.

The close proximity of the United States to Canada is both an asset and a liability. Americans tend to take Canada for granted, and this often weakens relations between the two countries at all levels – government, business, and interpersonal. Business people who display an awareness of Canada’s uniqueness are better able to communicate with Canadians.

Two primary cultures dominate Canada: English and French. Canada is officially designated as a bilingual nation and many of its citizens are truly bilingual. This bilingualism contributes to the cosmopolitan atmosphere of the Canadian business community. French is recognized as the official language in the province of Quebec. Anyone who is able to conduct business in French when in Quebec holds a definite advantage over a competitor who lacks that ability.

The Canadian business culture is more formal than that of the United States. European styles and manners prevail and people are more aware of etiquette than in the United States.

Canadians appreciate business communication that is direct and to the point. Presentations that are both clear and thorough are likely to be well received. In the traditional business culture, a conservative approach to communication is appropriate. Gimmickry and showmanship will go unrewarded; decorum is expected.

In Canada the system for dating correspondence is like that in Europe.May 1, 1991, is written 5/1/91 in the United States; it is 1/5/91 in Canada and Europe. Business relationships have soured as a result of this difference. Imagine discovering that the order expected to arrive on January 5 world not arrive until May 1.

Canadians have long felt that most people from the United States are both ignorant of and indifferent toward Canada. They will be more receptive to the U.S. manager who communicates a knowledge of Canadian current events, political units, and geography.

Mexico

Like Canada, Mexico sometimes seems to exist in the shadow of the United States. This proximity sometimes caused identity problems for Mexicans who do not like for their country to be compared to the United States. Even implied comparisons should be avoided in business communication.

Neither Canadians nor Mexicans like to hear U.S. citizens referred to as

“Americans”. They share this sentiment with the citizens of most of the other nations in Central and South America, all of whom rightfully consider themselves to be Americans as well.

The warmth and personalism of the Mexican people pervade all areas of the culture, including the business community. Anyone who fails to devote attention and time to personal relationships will not do well in this culture. U.S. business people should get to know the people with whom they are dealing and establish a rapport with them.

Until trust is developed, little business will be transacted in the Latin culture. Developing trust is a gradual process, and Mexicans do not like being rushed. Hard-sell approaches are not effective.

Doing business in Latin America is like getting married in a formal, oldfashioned way. First there’s a period of courtship. It’s a time of testing, a proving ground. If the two of you can manage to fall in love with each other, the rest becomes easier and things take on a logic and momentum of their own. If you don’t take the time for a romance, the wedding will probably be called off.

The business will go to a competitor who has the patience to cultivate a relationship first.

Friendships are important in this culture, although they may take considerable time to cultivate. Casual conversation and sociability, likely to be perceived as unprofessional and inefficient in some cultures, is an important dimension of any business relationship in Mexico.

Mexicans like to make people happy and they show deference to those of higher status. This tendency results at times in their saying what they think the other person wants to hear. This same tendency also sometimes results in oral agreements that are subsequently broken in writing. Written agreements are necessary in business dealings in this type of culture.

Mexicans, and Latins in general, disclose much about themselves in their dealings with others, and they expect others to reciprocate. Hard-driving U.S. executives who attempt to avoid such rituals are rarely effective in this culture. The best strategy is to reveal your personal side. Latin businessmen strive to develop a simpatico relationship – characterized by a sincere empathy such as old friends might share – before doing business together. The most effective

U.S. business communicators recognize the value of empathy and work to develop it.

For individuals who manage foreign nationals in this culture, the style that seems most effective is one that demonstrates machismo – a strong sense of power and pride. Machismo is conveyed through forceful and self-confident dealings with others.

EUROPE

Germany

East Germany operated for years as a police state with tightly controlled information and media and limited free enterprise. West Germany, on the other hand, has closely resembled the United States in its manner of transacting business, the main differences being that the German business environment is more formal. A united Germany with a market-oriented economy can be expected to resemble West Germany in its culture.

In Germany, as in most of Europe, people are introduced by their last names and titles. Referring to a person by first name is considered impolite unless you have been invited to do so. Individuals who have known each other perhaps worked side by side for many years, still often address one another by title.

Unlike Latin Americans, Germans devote little time to developing relationships with business associates. A social conversation may precede business dealings, but it will be kept brief. German business executives tend to get down to business quickly.

To be well received, a business presentation should be factual, explicit, and thorough, yet concise. A business presentation that is perceived as informative will be viewed more positively than one seen as being mainly persuasive. Logical appeals are more effective in this culture than emotional appeals. Jokes, a part of many presentations in the United States, should be excluded for two reasons: (1) cultural differences make it unlikely that jokes told by a U.S. representative will be understood and (2) business communication, including whatever small talk accompanies it, is regarded as serious.

One German proverb defines America as “a place where an hour is 40 minutes”. This may suggest that the pace in the United States is much faster than in Germany, but there is not much difference between the two, especially in urban areas. Punctuality is as important to German executives as to their U.S. counterparts. Appointments should be made well in advance, and business calls should not be made without appointments.

Northern European nations in general take pride in their longevity and admire it in other institutions. The date of the founding of any older firm should be included on the business cards of the representatives of the firm. Holders of

advanced educational degrees also receive high esteem. Business representatives’ advanced degrees should be indicated on their business cards.

Currently, pride in native languages is growing in many countries. This pride is sometimes reflected in an insistence that the local language be used. In West Germany, for example, government contracts must be written in German; this policy has significant implications for any organization seeking to do business with any unit of the German government.

Although few U.S. executives may become fluent enough to write contracts in a second language, a basic knowledge of the language of the host nation is invaluable. Most European languages distinguish between a familiar and a polite form of “you”. Learning to distinguish between the two forms and mastering the use of the polite form, which would ordinarily be used in business communication, are important so as to avoid embarrassment.

In the past it was important to distinguish between West and East Germany and to use the formal names of the two countries: the Federal Republic of Germany (West Germany) and the German Democratic Republic (East Germany). Travelers to Germany should now determine the current attitudes of the people with whom they will be interacting.

The West German workforce is comfortable with an authoritarian management style. Communication is direct and managers who are most effective in this culture direct rather than persuade. In Germany, policy, decisiveness, and breadth of knowledge give a manager stature.

Business communication should be direct and task-oriented, but hard-sell approaches are rarely effective. Logical, rather than emotional, messages are more likely to be successful.

FRANCE

BUSINESS AND SOCIAL ETIQUETTE

INTRODUCTIONS

Upon introduction, it is customary to shake hands with a single, quick shake and light pressure, than the firm American pumping handshake, which is considered boorish. It is also customary to shake hands when parting with all those to whom you were introduced.

It is best to address everyone as either “Monsieur” (Mr.), “Madame” (Mrs.), or “Mademoiselle” (Miss), without adding the surname. In business circles, first names are rarely used, even among colleagues, unless they are close friends. Use of first names can be initiated by the eldest person present or the one with superior rank.

SOCIAL TIPS AND CONVENTIONS

Follow the same advice about conversation topics that would apply in the United States. Sports, history and culture are generally safer topics than politics, money, or personal matters.

CUSTOMARY BUSINESS PRACTICES

Business presentations should be formal, rational, and subdued.

Business negotiations in France tend to take longer than those in the U.S. The French apply reasons and logic to negotiations, and tend to be argumentative. At times, they may seem to disagree for the sake of discussion.

Decisions often follow a lengthy deliberation, so be patient. Trying the

American “hard sell” could lose you a customer. An agreement may be reached orally, with written contracts to follow after approval by top management.

It is advisable to have a local agent or representative carry out the work. It may be necessary to have joint ventures, branch offices, or even a network of distributors throughout France.

BUSINESS ENTERTAINING

Business entertaining is usually conducted in restaurants. You will probably only be invited to someone’s home after you become friends as well as business associates.

Whether you are entertained at home or in a restaurant, your host would appreciate receiving a telephone call or brief note the following day, expressing your thanks.

French restaurants are frequently very expensive. You should refrain from ordering the most expensive items on the menu, so as not to embarrass your host. Also, avoid the temptation to overeat – or worse – overdrink.

Spouses are seldom included at business meals. As a rule, your spouse should only be invited when you have already met your colleague’s spouse.

DINING OUT

In France, cultured dinner conversation is valued as highly as a delectable food. When attending a business meal, avoid discussing business until your host indicates that it is appropriate to do so.

In many French restaurants, it is customary to use the same cutlery throughout the meal. If this is intended, a little glass of china rod is provided for resting the knife and fork between courses.

Smoking in public places to frowned upon. You should always ask permission before you smoke.

PUBLIC CUSTOMS

Keep in mind the French motto “toujours la politesse” (always be polite).

Courtesy is valued on all levels.

Render in English.

Как вести себя с британцами

Британцы чувствуют себя как дома в общении с другими англоязычными народами, и с ними они испытывают мало затруднений в установлении простых, но эффективных взаимоотношений. Они также чувствуют себя комфортно в отношениях со скандинавами, голландцами и японцами (когда знакомятся с ними). Они считают, что представляют золотую середину между чрезмерной формальностью (присущей французам и немцам) и преждевременной фамильярностью (характерной для американцев и австралийцев).

Конечно, британцы принадлежат к различным социальным слоям, и иностранцы всегда должны иметь это в виду. При ведении дел с более состоятельными и чувствительными к своему сословному статусу южными англичанами следует подчеркивать свою цивилизованность и образованность; работая с более практичными северными англичанами, шотландцами или уэльсцами, следует большое внимание придавать искренности, прямоте и более простой процедуре переговоров.

На деловых переговорах британцы сначала ведут себя несколько формально, обращаясь по имени только после первых двух-трех встреч, затем – очень неформально: снимают пиджак, закатывают рукава, обращаются по имени – и продолжают так вести себя и дальше.

Британцы любят показать свою привязанность к семье (хотя и в меньшей степени, чем романские народы), и будет в порядке вещей, если во время переговоров и между ними темой вашего общения будут дети, отпуска и всякие связанные с этим воспоминания.

Юмор играет важную роль в деловых переговорах в Великобритании, и вам было бы разумно запастись шутками и анекдотами. Тот, кто знает много анекдотов, может в полной мере проявить свой талант. Британцы ожидают, что рассказываемые истории как-то связаны между собой и что такая атмосфера будет способствовать успеху переговоров.

Предостережение: британские бизнесмены могут использовать юмор (особенно иронию или сарказм) в качестве оружия для высмеивания оппонента, выражения несогласия или даже презрения. Тем не менее сарказм редко бывает направлен против скандинавов, так как их сдержанность и строгость вряд ли того заслуживают. Британцы могут