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.
[...] That's why a preparation of the negotiation is useful, because it allows forecasting as many objections as possible, and planning for different alternatives. Improve the knowledge of impacts of a multicultural team: The cultures affect individual comportments and the perception of a firm, a strategy, law, finance and management. A multicultural team groups a variety of points of views together which brings about creativity. For more, the diversity enables decisions or ideas to be richer about a matter. The main advantage of a multicultural team will be the creation of synergies thanks to a combination of different cultural approaches. [...]
[...] One can once more say that they are independent, autonomous and all equal in the company. It's not important that they are the chief or the employee. Sweden is more into partnership than hierarchy since everybody is equal and independent. We can say that they are they are monochronic. They make only one thing at a time. They separate the tasks. They are rigorous in the application of the tasks. The communication is formal and explicit. The information is well organized. [...]
[...] The information is precise and often communicated written Indonesia Indonesia strongly supports emotional dimensions in works by granting an important place to feelings and personal relations. The friendlier the relation with the Indonesians, the more it is easy to obtain information. They offer their confidence to the people who are close to them. The affection is an essential component in the Indonesians. About the confidential information, the Indonesian manager will tend to share this information with those who are concerned and with whom he maintains friendly relations. [...]
[...] These divergences can put brakes in the negotiation since Brazilian's will have the impression that one dictates a procedure to follow and thus, lead to problems. Brazilians are polychronic individuals, i.e. they do not necessarily respect rules, deadlines nor programs. The term polychronic can also be defined as the aptitude of an individual for being able to carry out various tasks at the same time. The individual polychronic (here Brazilian) organizes his time in a rather flexible way, moreover, the disturbances as well as the interruptions are tolerated. [...]
[...] Indeed, this one is a synthesis of the negotiation which corresponds to the concretization of the project and aims at checking its feasibility and its application. Moreover, this phase takes care of the maintenance of the reciprocal advantages obtained by the various parts of negotiation, by evaluating the level of satisfaction of the negotiators. This stage will make possible to answer several questions, such as: What improvements could be brought? What is the satisfaction degree of the various negotiators? What projections can be obtained with this agreement? [...]
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