跨文化商務溝通（簡體書）

《新維度外語系列教程:跨文化商務溝通》從跨文化商務交際的實例入手，選用典型的案例予以分析，層層深入，清晰展現了不同文化中的商務禮儀、商務談判技巧和跨文化管理策略。

Unit 1 Communication Across Cultures
Section A Understanding Cultural Differences
Section B Culture Shock in Intercultural Business Communication
Section C Learning Development
Unit 2 Stereotypes Across Cultures
Section A Impact of Stereotypes on Intercultural Communication
Section B Barriers in Intercultural Business Communication
Section C Learning Development
Unit 3 Making Initial Contacts Across Cultures
Section A Getting Connected
Section B Introduction and Greeting Behaviour
Section C Learning Development
Unit 4 Hospitality Across Cultures
Section A Socializing with Colleagues
Section B Girl Giving
Section C Learning Development
Unit 5 Time Across Cultures
Section A Polyphonic and Monochronic
Section B Company Time or Personal Time
Section C Learning Development
Unit 6 Negotiations Across Cultures
Section A Different Negotiation Styles
Section B Nonverbal Communication in Negotiation
Section C Learning Development
Unit 7 Agreement Across Cultures
Section A Forms of Agreement
Section B Explicit and Implicit Style of Agreements
Section C Learning Development
Unit 8 Decision Makers Across Cultures
Section A The Quality of Negotiators
Section B Women in the Workplace
Section C Learning Development
Unit 9 Leadership Across Cultures
Section A Management Styles
Section B Leadership and Culture
Section C Learning Development
Unit 10 Marketing Across Cultures
Section A Globalization and Localization
Section B The Impact of Culture on Marketing Strategy
Section C Learning Development
Bibliography

The results are striking. Globalization has always been the engine behind Korea's economic miracle. That reality altered Korea Inc. 's view of the world, and made its companies fiercer competitors. Korean corporate offices used to be for Koreans only, but now firms like carmaker Hyundai Motor recognize they have to be more open to outsiders and foreign ideas to compete on a global scale. "When we went to overseas markets, we tried to control everything from headquarters and byKorean staff; most [ Korean ] companies were doing that," says Han Chang Hwan, a senior vice president who spent much of the past 12 years posted in the U. S. , India, Malaysia and Germany. " Ten years ago, the president of Hyundai Motor America was a Mr. Kim or a Mr. Park. We realized it was ridiculous. Nowadays, all the overseas subsidiaries are handled by local staff. It is a process of globalization. That's made Hyundai much more responsive to local markets and creative in its sales efforts. During the worst of the Great Recession in early 2009, for instance, the U. S. operation offered to take back Hyundais from buyers who lost their jobs. The marketing coup was devised entirely by Hyundai's U. S. managers and likely helped the company outperform its rivals during the downturn. Hyundai is even integrating foreign experts into its Seoul management team. Now the headquarters cafeteria offers salads, steaks and other Western dishes at lunchtime. In the 1990s, we couldn't imagine!" Han exclaims.
That same attitude also bolstered the career of my friend Sue Kim. I met Kim only days after my 1996 arrival in Seoul, when she was a young media-relations staffer for the chairman of the LG group of companies. Soon after we met, she told me that she intended to become a top executive at an LG company. That soundedabsurd. Female senior managers at big corporations were practically nonexistent. Most women were relegated to minor tasks and expected to quit after they got married. For those bold enough to stay on, Korean corporate culture made it almost impossible for them to go ahead. Unlike her male counterparts, Kim was required to wear a uniform, a practice she found so embarrassing that she changedinto business suits whenever she left the office.