Intercultural communication

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Interactions between individuals with different cultural background are vital in the international business environment. As a result, intercultural communication has developed significantly within this globalised world (Jonasson and Lauring, 2012). However, due to different cultural issues and differences, intercultural communication challenges often arise, which renders the negotiation process between organisations difficult. Several methods by management can be adopted to overcome or minimise these challenges. In particular, the aim of this essay illustrates the main intercultural communication issues that surround European MNE managers when partaking into sales negotiations with potential Chinese customers (e.g. Chinese distributors, agents). In additions the management approaches that may be adopted to overcome these challenges will be discussed.
Communications is the exchange of information which depends on how individuals perceives, interpret and analyse a person's behaviour (Adair, 2003). Communication is affected by various aspects of human behaviour and languages which can be sent consciously or unconsciously. () Consequently, messages sent and received between the individuals do not always correspond with each other which can easily result to misunderstandings. Intercultural communication is the increasingly complex interaction between two parties with different cultural background. Individuals working in an international business are instantly encountered with challenges such as doubts, pressures and have the tendency to stereotypes others from different backgrounds (EU SME, 2013). Specifically, the challenges that surround intercultural communication include language differences, cultural differences and legal and ...

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...including cultural differences, language differences and legal issues present difficulties for European MNE managers to negotiate with China. As a collective society, Guanxi and mianzi are vital aspects of the Chinese culture that takes time and patience to build (EU SME, 2013). To reduce any misunderstanding and misperception when negotiating in China, European management must understand their customs, specifically in building relationship and managing face as they are a highly contextualised. In addition, ‘the silent language’ must be considered as gestures and contacts presented incorrectly to Chinese customers can be disrespectful and inappropriate. Specifically,
To conclude, European MNE managers must have the ability to adapt to the international environment and be skilled in interpersonal relationship with the Chinese customers (Praboteeah and Cullen, 2014).

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