Case Study 1Age and Status 英語(yǔ)測(cè)試

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1、Case Study 1 Age and Status 兩位同事的矛盾使一家數(shù)據(jù)處理公司的總經(jīng)理遇到了麻煩。一方是一位躊躇滿志的法裔加拿大小伙子，另一方是一位有特許簽證的年長(zhǎng)的中國(guó)女性，而此前兩人確實(shí)很好的合作伙伴….. Case description: A manager in a data-processing company was having difficulty dealing with a conflict between a young, ambitious French Canadian male and his co-worker, an older Chi

2、nese woman who was on a special visa from China. She had recently become uncooperative and had made it clear to the manager that she would not be willing to travel to the capital with her co-worker to hold discussion with legislators about a new product with great enthusiasm. When the manager asked

3、 her what the problem was, he received no clear explanation. When he asked her co-worker, the young man had no insights to offer. The young French Canadian was clearly annoyed, however, that the Chinese woman was refusing to share her data with him. That meant he couldn’t make the presentation to th

4、e legislators because she had all the key data on her computer disks. The manager repeated questions to her but her “problem” got nowhere. So he changed his approach. He began explaining his concerns, as manger and as spokesperson for the company, about the upcoming meeting with legislators. His ex

5、planation about his position was unemotional. In that climate she then felt she could explain her position. She revealed she felt that that as an older, and to her mind, more senior person, she should not be sent to the capitol with a younger employee who would do the presentation of material she ha

6、d worked hard to develop. That would diminish her status, she felt. The general manger knew the root of his headache. Questions: 1．What do you think caused the conflict? 2. What would you do to resolve the conflict if you were the general manager? 矛盾沖突 這位年長(zhǎng)的中國(guó)女士投入極大的熱情和精力開(kāi)發(fā)產(chǎn)品．卻在最后的關(guān)鍵時(shí)刻拒絕與年輕的同事

7、一同去向議員做推介：當(dāng)經(jīng)理和同事問(wèn)其原因．她并未做任何明確的回答：而當(dāng)經(jīng)理改變策略，不再直接詢問(wèn)原因，而是迂回地講起自己的困境時(shí)，她才道出自己的顧慮。 在這位資深年長(zhǎng)的中國(guó)女士看來(lái)，同一位比她年輕的同事一同去國(guó)會(huì)，并且由對(duì)方來(lái)做推介會(huì)影響到她的地位和威信，因此她無(wú)法同意： 原因分析 造成這一矛盾的文化因素有兩方面．對(duì)地位、年齡的不同態(tài)度以及這種不同的表達(dá)方式。人對(duì)權(quán)力的認(rèn)識(shí)因文化背景的不同而不同。根據(jù)霍夫斯特的調(diào)查研究，“低權(quán)力距離”國(guó)家的人強(qiáng)調(diào)個(gè)人的能力和信用，人與人之間權(quán)利和關(guān)系的平等，而．”高權(quán)力距離”國(guó)家，如中國(guó)、日本、緯國(guó)，強(qiáng)調(diào)地位、經(jīng)驗(yàn)、年齡、資歷等，人與人之間存在級(jí)別差距；因

8、此在這位年輕的加拿大人看來(lái)，在工作上他與這位女士是平等的合作伙伴，并沒(méi)有地位的差別，自己也有能力參與項(xiàng)目并做最后報(bào)告。而在這位中國(guó)女士看來(lái)，以自己的年齡、資歷、以及工作中的付出，與一個(gè)年輕人一同去國(guó)會(huì)，并且由對(duì)方來(lái)做報(bào)告對(duì)她來(lái)說(shuō)是一件丟面子的事： 另外．雙方表達(dá)方式的不同也導(dǎo)致了矛盾的加深。根據(jù)霍爾的理論，加拿大是“低語(yǔ)境”國(guó)家，中國(guó)屬于“高語(yǔ)境”文化國(guó)家，因此，當(dāng)她的加拿大同事沒(méi)有充分考慮到她所處的位置．而是直接問(wèn)她原因時(shí)，這位中國(guó)女士采用了婉轉(zhuǎn)回進(jìn)的策略，沒(méi)有直接說(shuō)出自己的想法。而當(dāng)經(jīng)理改變方法迂回地說(shuō)到自己的難處時(shí)，在這種語(yǔ)境下她才說(shuō)出自己的顧慮。 Low power distanc

9、e "country on individual ability and credit, the relationship between rights and equality, and." high power distance "countries, such as China, Japan, weft kingdom, emphasizing the status, experience, age, qualifications, existing gap between people level 。So in the young Canadian opinion, in the wo

10、rk he and the woman are equal partners, and the difference in no position, also has the ability to participate in project and do the last report. And in the Chinese women seem to, in their own age, qualifications, and work in pay, and a young man together to congress, and by each other to do the rep

11、ort for her is a lose face: Outside. Both sides expressing way different led to the deepening of contradictions. According to the theory of hall, Canada is "low context" countries; China belongs to "high context" culture countries, 文化溝通 當(dāng)與不同文化背景、年齡、地位的人進(jìn)行跨文化交流合作時(shí)，我們應(yīng)當(dāng)充分了解對(duì)方價(jià)值觀中對(duì)這些個(gè)人因素的看法，決策前應(yīng)采用合適

12、的方式進(jìn)行有效的協(xié)商，以便避免和化解因文化背景、價(jià)值觀不同引起的矛盾。本案例中的經(jīng)理在理解她的難處之后，可以在全公司內(nèi)正式的公布這位女士的工作成果，給予高度的認(rèn)可．同時(shí)在議會(huì)的報(bào)告中也應(yīng)體現(xiàn)出其工作的重要意義，使之得，得到應(yīng)有的重視。 This case of manager in understanding her difficulty after can in all the company released within the formal the lady's work, to give high recognition. At the same time in the parli

13、amentary report should reflect its importance, make, and get the attention it deserves. ? Case Study 2 Praising Japanese in Public Workplaces （在工作場(chǎng)所當(dāng)眾表?yè)P(yáng)日本人） 瓊斯先生（美國(guó)經(jīng)理） 當(dāng)眾表?yè)P(yáng)蘇琦木拓（日本員工）工作做得很棒，本以為蘇琦木拓會(huì)高興的接受，卻不料….. Case description: American: Mr. Sugimoto, I have noticed that you are doing an excel

14、lent job on the assembly line. I hope that the other workers notice how it should be done. Japanese: (He is uneasy). Praise is not necessary. I am only doing my job. (He hopes other Japanese workers do not hear.) American: You are the finesse, most excellent, dedicated worker we have ever had at t

15、he Jones Corporation. Japanese: (He blushed and nods his head several times, and keeps working.) American: Well, are you going to say “thank you,” Mr. Sugimoto, or just remain silent? Japanese: Excuse me, Mr. Jones … May I take leave for five minutes? American: Sure. (He is annoyed and watched S

16、ugimoto exit). I can’t believe how rude some Japanese workers are. They seem to be disturbed by praise and don’t answer you … just silent. Questions: ?????? Why was the conversation between Mr. Jones and Mr. Sugimoto not so pleasant? ?????? Why did they have such different reactions towards prais

17、ing in public workplaces? ?????? If you were Mr. Sugimoto, would you accept praise from Mr. Jones in public workplaces? ?????? If were Mr. Jones, how would you deal with the situation more appropriately? 分析 矛盾沖突 從對(duì)話中可以看出，瓊斯先生認(rèn)為在其他工人面前表?yè)P(yáng)蘇奇木拓先生是對(duì)他工作的肯定．也是對(duì)他個(gè)人的認(rèn)可，蘇奇木拓先生應(yīng)該高興地接受，不必遮遮掩掩不好意思，更不應(yīng)該一句話不說(shuō)

18、就走了。但瓊斯先生只是從美國(guó)強(qiáng)調(diào)個(gè)人的概念出發(fā)，卻不熟悉日本人是如何看待個(gè)人和集體的關(guān)系，不知道如何向日本同事表示欣賞和贊揚(yáng)．結(jié)果適得其反。瓊斯先生和蘇奇木拓交流失敗的原因主要在于都對(duì)雙方的文化了解不深，特別是雙方對(duì)個(gè)人與集體關(guān)系的看法不同。 原因分析 在霍夫斯特的“個(gè)體取向與集體取向”53 個(gè)國(guó)家和地區(qū)的列表中美國(guó)排在第一位．而日本排在22 位，這意味著美國(guó)是非常強(qiáng)調(diào)個(gè)人主義的國(guó)家，而日本更注重的是集體。在美國(guó)鼓勵(lì)個(gè)人創(chuàng)斷，提倡竟?fàn)帲畟€(gè)人會(huì)因業(yè)績(jī)優(yōu)異而受到上司表?yè)P(yáng)，這是一種典型的美國(guó)式做法。特別是如果在同事面前受到表?yè)P(yáng)，個(gè)人會(huì)覺(jué)得很自豪，因?yàn)槌煽?jī)得到了上級(jí)的認(rèn)可，同時(shí)也在同事中間表現(xiàn)了自

19、己，實(shí)現(xiàn)了 自我價(jià)值。在美國(guó)，受到表?yè)P(yáng)的人往往會(huì)說(shuō)“謝謝”’以作回答。The United States is very stressed individualism country, and Japan are more focused on their collective. In the United States encourages individual creative, advocating competition. Individual will and excellent performance by boss for praise, this is a kind of ty

20、pical American practices. Especially if in front of my colleagues have been praised, people will feel very proud, because the results obtained superior approbate, and also in among colleagues showed, realize the ego value. In the United States, who praised will often say "thank you" to answer ".所以案例

21、中的瓊斯先生認(rèn)為蘇奇木拓先生也應(yīng)該以這樣的方式接受表?yè)P(yáng)。出乎他意抖的是，那位受到表?yè)P(yáng)的日本工人對(duì)他的表?yè)P(yáng)感到不安，沒(méi)把表?yè)P(yáng)當(dāng)回事：美國(guó)經(jīng)理接著用更肯定的語(yǔ)氣維續(xù)表?yè)P(yáng)他，如用英語(yǔ)中的最高級(jí)形容詞“最優(yōu)秀的”、“最杰出”、‘最勤奮”等等。使他更吃驚的是：他的這番贊揚(yáng)之詞使那位日本工人更1 危臉，臉一下紅了起來(lái)，只是理頭干活．不再言語(yǔ)，僅僅點(diǎn)了兩下頭。對(duì)于這樣的回答或拒絕表?yè)P(yáng)．美國(guó)經(jīng)理實(shí)在是無(wú)法理解，也無(wú)法忍受這種沉默不語(yǔ)，于是直截了當(dāng)?shù)叵蛩l(fā)問(wèn)道：“你打算說(shuō)聲謝謝呢，還是要選擇繼續(xù)保待沉默呢？”責(zé)備他表現(xiàn)“沒(méi)禮貌”。The manager was unable to understand, als

22、o can't stand for the silent, then to straight out he hair asked: "are you going to say? Thank you, or to choose to continue the stay silent?" Blame him to show "rude".他所不知的是，日本是典型的集體主義國(guó)度，在日本個(gè)人要忠實(shí)于集體，集體內(nèi)部的成員要團(tuán)結(jié)一致不傾向于突出個(gè)人業(yè)績(jī)．而是強(qiáng)調(diào)集體協(xié)作。所以當(dāng)蘇奇木拓先生在同事面前受到表?yè)P(yáng)時(shí)，非常地局促不安．只是低頭干自己的事情，甚至要求要離開(kāi)五分鐘，沒(méi)有正面給瓊斯先生任何答復(fù)．因?yàn)樗X(jué)

23、得這樣把他和所屬的集體分離開(kāi)了．使他在同事面前失去了面子。另一方面．美國(guó)經(jīng)理由于對(duì)日本文化特點(diǎn)的無(wú)知，公開(kāi)表?yè)P(yáng)不僅把那位日本工人弄得無(wú)言以答，而且會(huì)失去在其他日本工人對(duì)他的尊敬。Japan is typical of collective socialist country, in Japanese individual should be faithful to the collective, the members of the collective to internal unity don't tend to outstanding individual performance. Bu

24、t emphasize the collective cooperation. So when SuJiMu Mr Extension in front of my colleagues when praised very ill at ease. Just do their own things down, even want to leave five minutes, no positive for Mr Jones any reply. Because he felt that he and the subordinate to the collective isolates. To

25、his in front of my colleagues lost face. On the other hand. The manager because of Japanese culture characteristics of ignorance, public praise not only the Japanese workers make could answer, and will lose in the other Japanese workers to his respect. 從對(duì)話中也可以看出蘇奇木拓先生不接受當(dāng)眾表?yè)P(yáng)，卻只是保持沉默，甚至要走開(kāi)，沒(méi)有把他的不滿當(dāng)眾

26、表達(dá)出來(lái)。這樣的行為使得瓊斯先生認(rèn)為日本員工不禮貌。這一交際失致和日美兩國(guó)交流方式不同有很大關(guān)系。根據(jù)霍爾（Hail ）的“高語(yǔ)境”和”低語(yǔ)境”理論，日本是典型的高語(yǔ)境國(guó)家，交流方式含蓄委婉，不會(huì)輕易在眾人面前表達(dá)不滿，會(huì)更多的依賴于非言語(yǔ)交流．"High context" and "low context" theory, Japan is typical high context countries, communication implicative tactful, not easily in the presence of all express discontent, will b

27、e more dependent on non-verbal communication.如蘇奇木拓先生不作回答保持沉慶，只是干自己的工作，以此表示對(duì)當(dāng)眾表?yè)P(yáng)的不滿。而美國(guó)屬于”低語(yǔ)境”國(guó)家，習(xí)慣直接的語(yǔ)言交流方式，. And the United States belongs to "low context" countries, used to direct language communication當(dāng)蘇奇木拓先生顯得不安時(shí)，球斯先生卻說(shuō)“你打算說(shuō)謝謝呢，還是要選擇沉默？”。當(dāng)蘇奇木拓先生要求離開(kāi)時(shí)，瓊斯先生就認(rèn)為沒(méi)有任何回答就離開(kāi)是不禮貌的。 文化溝通 雙方應(yīng)該對(duì)彼此的文化有所了解

28、，應(yīng)該清楚兩種文化對(duì)個(gè)人的不同看法和不同的交流方式．不要總是從自己的出發(fā)點(diǎn)看問(wèn)題。瓊斯先生應(yīng)該知道最好不要當(dāng)眾表?yè)P(yáng)某個(gè)日本人，而是應(yīng)該私下單獨(dú)表?yè)P(yáng)，或者會(huì)開(kāi)表?yè)P(yáng)某個(gè)集體或團(tuán)隊(duì)；要清楚日本人的交流方式比較委婉間接，為了集體的和諧他們通常不會(huì)在公開(kāi)場(chǎng)合表示不滿。而蘇奇木拓先生也應(yīng)該了解美國(guó)時(shí)個(gè)人的重視，公開(kāi)表?yè)P(yáng)個(gè)人是對(duì)他能力的認(rèn)可；美國(guó)人更喜歡直接的語(yǔ)言交流，有什么想法要說(shuō)出來(lái)，而不是要保持沉默或是回避Both sides should understand the culture for each other, should be clear that two kinds of culture

29、on personal different views and different way of communication. Don't always look at problems from their starting point. Mr Jones should know better not praise in public a Japanese, but should praise alone, or will open praise a collective or team; Want to be clear about the Japanese way of communic

30、ation more tactful indirectly, to the harmony of collective they usually don't publicly expressed dissatisfaction. And SuJiMu Mr Should know the extension of the individual attention when, public praise for his personal ability is the approval; Americans prefer direct language exchange, have what id

31、ea to say, but not to remain silent or avoid Case 3 A British General Manager in Thailand 英國(guó)總經(jīng)理在泰國(guó) 一位英國(guó)總經(jīng)理來(lái)到泰國(guó)上任，到任之初，沒(méi)想到使用什么樣的車上班這個(gè)小問(wèn)題給他帶來(lái)了不小的煩惱……. Case description: A British general manager upon arrival in Thailand refused to take his predecessor’s car. The Thai finance manager asked the new

32、 GM what type of Mercedes he would like, then, The GM asked for a Suzuki or a Mini, anything that could be handled easily in the congested traffic in Bangkok. Three weeks later the GM called the finance manger and asked about prospects for the delivery of his car. The Thai lost his reserve for a mo

33、ment and exclaimed: “we can get you a new Mercedes by tomorrow, but Suzuki take much, much longer.” The GM asked him to see what he could do to speed up the process. After four weeks the GM asked to see the purchase order for the car. The purchasing department replied that, because it would take so

34、long to get a small car, they had decided to order a Mercedes. The GM’s patience had run out. At the first management meeting he brought the issue up and asked for an explanation. Somewhat shyly, the predominantly Thai management team explained that they could hardly come to work on bicycle. Quest

35、ions: ?????? Why did the GM have difficulties in getting a Suzuki or Mini? ?????? Why did the management team say they could hardly come to work on bicycle? 原因分析 泰國(guó)是等級(jí)觀念很強(qiáng)的國(guó)家．泰國(guó)傳統(tǒng)文化價(jià)值觀的核心，如家長(zhǎng)制、權(quán)威索拜，等級(jí)觀念等是人們?nèi)粘Ｐ袨樗J(rèn)的準(zhǔn)則，甚至是一種“生活方式”人們認(rèn)為社會(huì)等級(jí)制度時(shí)人有好處．所以不會(huì)向社會(huì)等級(jí)制度挑戰(zhàn)。泰國(guó)的社會(huì)生活強(qiáng)調(diào)等級(jí)觀念，依賴于等級(jí)關(guān)系。而在公司等社會(huì)機(jī)構(gòu)中，強(qiáng)調(diào)正式的

36、組織結(jié)構(gòu)，各個(gè)等級(jí)保持一定的穩(wěn)定性。Thailand is hierarchy strong country. Thailand traditional cultural values of the core, such as the patriarchal system, and the authority and worship, level is the concept of the people daily behavior of accepted standards, or even a "lifestyle" people think social hierarchy system

37、 people have good. So will not give in to the social hierarchy challenge. Thailand's emphasis on social life hierarchy, rely on hierarchy relationship. And in the company and other social organizations, emphasizes formal organization structure, each level maintain certain stability.因此，在本案例中，最后泰國(guó)職員的解

38、釋是，如果總經(jīng)理的用車降低水準(zhǔn)，公司所有職員的用車要整體降級(jí)，The general manager of the lower level fruit transport, the company all staff transport to the whole downgraded,最終有些職員必須要騎自行車上班，而這是他們不愿也無(wú)法做到的。在英國(guó)文化的價(jià)位觀中，權(quán)力之間的距離很?。唧w工作之外，人們之間是平等的，公司中的領(lǐng)導(dǎo)者用車是為了工作，為了提高的業(yè)績(jī)，因此英國(guó)經(jīng)理看來(lái)．交通工具的選用是為了提高工作效率．每個(gè)人都有選擇的自由，自己選用什么樣的車與公司其他人無(wú)關(guān)。In British c

39、ulture on the price, the distance between the power is small. The specific work outside, between people is equal, the leader is in order to transport the work, in order to improve the performance, so Britain the manager looked. Traffic tools in order to improve the work efficiency is choose. Everyon

40、e has the freedom of choice, oneself choose what kind of car company has nothing to do with others. 文化溝通 本案例中，如果英國(guó)經(jīng)理堅(jiān)持一意孤行，很容易引起泰國(guó)員工的集體反感，會(huì)有被架空的危險(xiǎn)。在跨國(guó)組織中，遇到這種情況應(yīng)從實(shí)際環(huán)境，即地理環(huán)境及當(dāng)?shù)匚幕?xí)俗，占主導(dǎo)成員的文化背境出發(fā)，考慮大多數(shù)人的習(xí)慣和意見(jiàn)，做出不影響團(tuán)隊(duì)成員工作積極性和工作業(yè)績(jī)的決策 ? 第 頁(yè) case 4 怎樣理解微笑？ 微笑是友好的表示，理應(yīng)得到友好的回應(yīng)。但是，向別人道歉時(shí)微笑是否顯得適當(dāng)？不同國(guó)家

41、的人有不同的理解。處理不當(dāng)，很可能帶來(lái)意想不到的結(jié)果…… Case description: Peter is the general manager of an American company in China. Recently, Jun Chen, one of the Chinese managers made a mistake at work that caused some difficulties that required a lot of effort to fix. Jun Chen was very upset about what had happened,

42、 and came to Peter’s office to make a formal apology. Jun Chen went into Peter’s office after being told to, smiling before he spoke. “Peter, I’ve been feeling very upset about the trouble I’ve caused for the company. I’m here to apologize for my mistake. I’m terribly sorry about it and I want you t

43、o know that it will never happen again.” Jun Chen said, looking at Peter with the smile he had been wearing since he walked into the office. Peter found it hard to accept the apology. He looked at Jun Chen, and asked, “are you sure?” “Yes, I’m very sorry and I promise this won’t happen again,” Ju

44、n Chen said, with a smile even broader than before. “I’m sorry I just can’t take your apology. You don’t look sorry at all!” Peter said angrily. Jun Chen’s face turned very red. He did not in the least expect Peter to take it negatively. He was desperate to make himself understood. “Peter,” he

45、 managed to smile again, “trust me, no one can feel any more sorry than I do about it.” Peter was almost furious by now, “If you’re that sorry, how can you still smile?” Questions for discussion” ????? Why did Jun Chen wear a smile when he made the apology? ????? Do you think it is reasonable

46、that Peter became so angry with Jun Chen? Why? ????? What are the different interpretations for a smile by the two in this situation? 矛盾沖突 本案例所體現(xiàn)的矛盾非常明顯，是由于膠體語(yǔ)言使用的文化差異而導(dǎo)致的誤解。不同文化對(duì)于微笑的理解是不同的。尤其是在道歉這種特殊的語(yǔ)境下。陳軍向彼得道謙時(shí)，盡力微笑著說(shuō)話以顯示禮貌和誠(chéng)意，而對(duì)于彼得來(lái)說(shuō)，這種情況下微笑是不尊重的表硯，也是缺乏誠(chéng)意的表現(xiàn)。This case that embodies the very o

47、bvious contradiction, is because the colloid use of language cultural differences and lead to misunderstandings. Different culture for smile of understanding is different. Especially in the context of this special and apologize. Howell way to Peter Williams, trying to smile to speak to show courtesy

48、 and sincerity, and for Peter speaking, this situation is not respect watch smile yanping, also is the lack of sincerity of the performance. 原因分析 當(dāng)陳軍表達(dá)完自己的歉意時(shí)，臉上的笑容使彼得懷提他是否真心感到抱歉，以至于看著他追問(wèn)了一句：”你確定嗎？”。此時(shí)陳軍并未意識(shí)到他們之間的交流已經(jīng)由于自己錯(cuò)誤使用膠體語(yǔ)言而產(chǎn)生了問(wèn)題，笑容更加明顯地答到自己確實(shí)感到很抱歉并保證不會(huì)再犯同樣的錯(cuò)誤。彼得非常氣憤的表示不能接受他的道歇，這是令陳軍萬(wàn)萬(wàn)沒(méi)有想到的．

49、彼得的反應(yīng)也讓他頗為不解，只能急忙為自己辯解．但仍不忘保持臉上的微笑，可想而知．陳軍的行為非但不能消除誤解．取得彼得的訪解，反而進(jìn)一步火上澆油，激怒了彼得。 在跨文化交流中，對(duì)肢體語(yǔ)言使用和理解的差異往往會(huì)導(dǎo)致許多問(wèn)翅。肢體語(yǔ)言包括手勢(shì)，身勢(shì)．服飾．音調(diào)高低，微笑，沉默，副語(yǔ)言，對(duì)時(shí)間的不同觀念及空間的使用等。笑容一般傳達(dá)的是愉悅和友好的感情，可以表示歡迎、原諒、贊同、沒(méi)有敵意等等。在此案例中，對(duì)于中國(guó)人陳軍來(lái)說(shuō)，微笑不僅僅只是快樂(lè)和友好的表示，也傳遞道歉與諒解的信息。同時(shí)由于中國(guó)人習(xí)慣用面部來(lái)遮掩感情，陳軍也有借微笑掩飾自己的不安和歉疚的習(xí)慣。而對(duì)于美國(guó)人，這種做法并不能被接受。微笑削弱了

50、道歉的誠(chéng)意．美國(guó)人強(qiáng)調(diào)真實(shí)直接的表達(dá)情感，內(nèi)心感情與外在表硯的統(tǒng)一。所以他們認(rèn)為當(dāng)一個(gè)人內(nèi)心感到愧疚而致歉時(shí)，是不可能面帶笑容的．否則只能說(shuō)明道歉的真誠(chéng)性值得懷疑。In cross-cultural communication, of body language use and understand the differences often led to many asked wings. Body language including gestures, body movements. Dress. Tone height, smiling, silent, vice language,

51、about the time of conception and the use of space, etc. General communicate is cheerful smile and friendly affection, can say welcome, forgive, agree with, no hostile, and so on. In this case, to the Chinese for howell, smile not just happy and friendly, and said the information transfer apologize a

52、nd understanding. At the same time because the Chinese used to face to cover feelings, howell also have borrow smile hide his agitation and the habit of guilt. For an American, this kind of practice and cannot be accepted. Smile weaken the apology of sincerity. American emphasis on real direct expre

53、ss feelings, emotions and external table inkstone unity. So they think that when a person feel guilty when excuse, is impossible to smiling. Otherwise can explain the sincere apology sexual suspect. There's an old Chinese saying "stretched out his hand and not dozen smiling face, 文化溝通 要避免跨文化交際中產(chǎn)生

54、由膠體語(yǔ)言使用不當(dāng)而造成交流上的障礙和誤解，解決本案例中出現(xiàn)的類似問(wèn)題，必須提前了解對(duì)方國(guó)家的文化，了解同樣的肢體語(yǔ)言在對(duì)方國(guó)家中是否有著同樣的意義．尤其是對(duì)方文化中涉及禮節(jié)禮儀的方面有何禁忌和特別之處。切不能想當(dāng)然的套用自己文化中肢體語(yǔ)言的含義，否則就可能出現(xiàn)本案例中得尷尬情況。 Case 5 Why Was His Answer Not Related to the Question? 為何他答非所問(wèn)？ 飛利浦照明公司的一位美國(guó)經(jīng)理和一位頗具發(fā)展?jié)摿Φ闹袊?guó)員工談話，但這位中國(guó)員工總是答非所問(wèn)，美國(guó)經(jīng)理甚是疑惑…… Case description: An American m

55、anager of human resource in Philips lightening company talked with a Chinese employee with great potential. The American manager wanted to know the development design and the position the employee wants to get in the company. But the Chinese employee did not answer the question directly; instead he

56、only talked about the company’s future direction, promotion system and his current position. He talked for a long time, but did not give a definite and direct answer. The manager was puzzled and annoyed, because the same situation has occurred several times, Later, the manager complained to another

57、human resource manager, Mr. Jia, “I only wanted to know the employee’s working plan in the next 5 years and the position he wants to get in the company, but why I cannot get a clear answer?” .The Chinese employee also complained to Mr. Jia., “Why are Americans so aggressive?” As the human resource m

58、anager in a multinational company, Mr. Jia knows that a different manner in communication brings about misunderstandings. So he did best to explain to the two sides, but it is not easy to reduce the obstacle between them. Question for discussion: ????? Why did the Chinese employee not give a clear

59、 and definite answer? ????? What stereotype did the Chinese employee from towards American? ????? How can Mr. Jia effectively solve the awkward situation? 矛盾沖突 這是一個(gè)體現(xiàn)東西方人際交流方式差異的案例。在這個(gè)案例中，文化沖突體現(xiàn)在：來(lái)自美國(guó)的人力資源經(jīng)理看好一個(gè)中國(guó)雇員，因此和該雇員談話，想知道他對(duì)自己的職業(yè)發(fā)展規(guī)劃以及期望得到什么職位。而令他不解和惱怒的是，該雇員避而不談該回答的問(wèn)題卻大談公司的未來(lái)發(fā)展、晉升和他目前的職位。結(jié)

60、果是兩人都在背后互相抱怨，美國(guó)人認(rèn)為中國(guó)雇員太虛偽，而中國(guó)雇員也認(rèn)為美國(guó)人太直接、坦率、咄咄通人。Americans believe that Chinese employees too hypocritical, and Chinese employees also think Americans too direct, frankly, our very aggressive. 原因分析 該案例中的一方是美國(guó)人，而那位員工是中國(guó)人。產(chǎn)生這樣糟糕結(jié)果的一個(gè)主要原因是中美兩國(guó)在人際交流方式上，具體來(lái)說(shuō)是在回答問(wèn)題的方式上，存在巨大差異，而當(dāng)事雙方卻并沒(méi)意識(shí)到這一點(diǎn)。這種文化差異體現(xiàn)在中國(guó)文

61、化注重維護(hù)群體和諧的人際交流環(huán)境，而美國(guó)丈化則注重創(chuàng)造一個(gè)強(qiáng)調(diào)堅(jiān)持個(gè)性的人際交流環(huán)境。 如果這位中國(guó)員工從正面直接回答了人力資源經(jīng)理的問(wèn)題。比如．中國(guó)員工回答：”… … 想在五年之內(nèi)做到營(yíng)銷部經(jīng)理的職位?！卑凑罩袊?guó)人的傳統(tǒng)心理，這樣的回答違反了中國(guó)人一向謙應(yīng)、委婉的心理習(xí)慣，太直接反而暴露出自己很有野心并高傲自大的缺陷，而謙虛可以給自己留有后路，萬(wàn)一做不到那個(gè)理想的位子，也不至于丟面子．被人笑話。盡于這位中國(guó)員工可能心里對(duì)未來(lái)有著宏偉的藍(lán)圖．但是他所處的文化背景主張克制情緒和情感。因此他在回答美國(guó)上司的問(wèn)題時(shí)，沒(méi)有直接說(shuō)出自己的想法．而是談了很多與公司未來(lái)發(fā)展有關(guān)的事，在他看來(lái)自己的做法是完

62、全符合社會(huì)規(guī)范的，是謙虛的表硯，并且認(rèn)為將自己的未來(lái)與公司的未來(lái)緊密相連有利于保持組織的和諧。這在中國(guó)人看來(lái)是再正常不過(guò)的了，直截了當(dāng)?shù)卣f(shuō)出自己的薪水目標(biāo)或是職位目標(biāo)反而會(huì)被認(rèn)為是具有野心的表硯。此外，中國(guó)人評(píng)價(jià)一個(gè)人，往往是清他究竟做了什么，而不是看他說(shuō)了什么。The case of the party is American, and the staff is Chinese. Have this bad results of one of the main reasons is that China and the United States on the way in interper

63、sonal communications, specifically is the way to answer questions, there are large differences, and both parties but didn't realize this. These cultural differences reflected in Chinese culture pays attention to maintenance group harmonious interpersonal communication environment, and the United Sta

64、tes the cultural focuses on creating a it puts emphasis on the individual character of interpersonal communication environment. If the Chinese employees directly from the front of the human resources manager answered the question. For example. Chinese employees answer: "...... think in five years d

65、o the Marketing Department manager position." According to Chinese traditional psychological, such answer violation of the Chinese people have always modest, the psychological habits should be euphemism, too direct exposed himself instead was very ambitious and arrogance of the defect, and modest ca

66、n give his left posterior, one thousand can't do the ideal seat, will not lose face. Be laughed at. Try to the Chinese employees may be the in the mind to the future has a grand blueprint. But he is part of the culture background advocates restraint moods and emotions. So he answered in the boss's problem, not directly speak his mind. But talked a lot about the company's future development and, in his view it is fully comply with the social norms, is modest table ink stones, and that will be the