发布时间 : 星期三 文章跨文化交际案例分析更新完毕开始阅读b6d8f0d7240c844769eaeec7
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 can 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 their future and the future of the company is closely connected to keep organizational harmony. This in the Chinese people is normal but again, straight from the shoulder to say his salary objects or position goal but will is considered to be a ambitions watch ink stones. In addition, the Chinese evaluation a person, often is the clear what was he doing, exactly, and not at what he said.不论他把自己的理想、抱负描绘得何等宏伟；也不论他把自己的能力，素质说得如何天花乱坠．如果最后他做不到，这一切都只能成为别人的笑柄；美国人一向很直接明了，这也是他们一贯的思维方式。Americans have always very direct and clear, this is their usual way of thinking.从美籍经理询问这位员工时于自己未来五年发展的打算，即想要在飞利浦做到什么样的职位可以看出， 美国人注重个人在企业的发展状况。通过个人才华的施展和势力来取得企业的辉辉煌和达到理想目标。这也许与美国一贯提倡的个人主义有着莫大关系。他们重独立、多坦率，等级和身份观念淡薄，认为追求个人的利益是天经地义、无可厚非的，他们对中国式的重礼仪、身份和多委婉，却视为假装和缺乏真诚。美国文化提倡大胆直接表露自己想法。Americans pay attention to individual in the development of the enterprise. Through the individual talent and to get their power of the enterprise is splendid and to achieve the ideal target Fraser. This may and American advocates for the individualism has great relationship. They heavy independent, outspoken, level and identity concept light, argued that the pursuit of the interest of the individual is perfectly justified, understandable, their Chinese heavy to etiquette, identity and more tactful, but as pretend and lack of sincerity. The American culture advocate direct to reveal his bold ideas.在该案例中，美国的人力资源经理认为直截了当地说出自己的期望和要求并无不妥．反而是真诚和自信的表现，有利于中国员工实现人生的成功。相反，中国人习惯委婉的表达方式，直接说出自己的要求会显得不礼貌和磨突，他对于美国人的直白也很是不满。
文化沟通
由于谈话的不愉快使得美国经理和中国雇员都对彼此颇有微词，虽然美国经理的本意是想通过谈话了解这位中国雇员对于自己事业发展的规划，今后适时可能提拔他。值得一提的是，案例中的另一名人力资源主管贾先生已意识到两人相互误解的原因，并试图向两人解释，但是收效甚微，问题的关键是在于这两位当事人。
但是如果有一个了解双方文化的中间人适当做出解释．应当是可以化解甚至是化解文化冲突的。The key to the problem is the two parties. But if there is a culture of appropriate to the middlemen to explain. Shall be eased even resolve cultural conflict.
既然身处于一个国际化的大公司里，必然会面对有若不同文化背景的员工，如果想当然地认为所有人都与自己有若相同的价值观念和社会准则，那肯定是大错特错。因此首先必须培养文化教感性，意识到文化的差异性．这对于美国人和中国人都同样重要：
只有了解了不同文化的基本状况，人们才能在与有着不同文化背景的人交往时保持宽容，而不是一概否定、批评。本案例中的中美双方当事人由于对对方的文化缺乏必要了解，因此在发生冲突时就缺乏宽容和耐心。
\different cultural background and those whom they be tolerant, not deny, criticism. In this case the both parties because of the lack of necessary to know each other's culture, so in conflict is lack of tolerance and patience.
The proper solution. First, the enterprise staff can accept the local culture in host countries the baptism and related all kinds of intercultural communication training. Or the host country company directly for foreign staff wake a period of time training; Second, the enterprise should strive to build their own culture, calendar year, to make every staff fusion to enterprise culture inside. Because, usually the kind of culture has a strong inclusiveness and fusion power. From the cases can see, American vice President and Chinese employees in the enterprise's culture can't find consensus; Third, as vice President, should be forgiving attitude to deal with cultural conflict, slowly to and staff communication, rather than a \through the third party of the adjustment and the explanation, make clear the problem, unlock the vice President and Chinese employees of the doubts and contradiction between.