【图书简介】 This book offers a comprehensive introduction to the subject of Cross-Cultural Business Communication （CCBC） from the viewpoint of China and the Chinese. It looks at the nature of culture， examines some different cultures， asks what is unique and challenging about "crossing" from one culture to another， looks closely at the concept of communication， including formal and informal communication， presentation， conversation， non-verbal skills. Problems commonly arising in cross-cultural business communication include- misunderstandings， mistakes， misinterpretations， mistranslations， misinformation， and misperceptions ： what I call the "Five Bad M's" Learning cross-cultural business communication experientially should be the preferred option for students. It is the way to improve individual skills and increase real-world communication effectiveness with foreigners through trial and error learning by them， and of personal feedback from the teacher.-读书网|DuShu.com
【本书目录】 导言 第一部分 精神文化冲突 一、价值文化冲突 1．Praising Japanese in Public Workplaces ——在工作场所当众表扬日本人 2．Pay—by—performance in Italy ——按绩取酬在意大利的推行 3．Should the Culprit Be Punished? ——肇事者该受罚吗? 4．To Leave or Not to Leave，That Is a Question ——辞还是不辞，这是个问题 5．Values of J&A(HongKong)Limited ——香港J&A的价值观 6．Participation or Order-taking ——参与还是服从 7．The Close—Down of Hong Ta Hotel ——红塔酒店关闭的背后 8．“Honne and Tatemae”in Japan—U．S．Corporate Joint Ventures ——在美日合资企业中的“实权与虚职” 9． Canadian Employees and Filipino Management ——加拿大雇员与菲律宾老板 10．Tampax’S Failure in China ——丹碧丝在中国的失败 11．Why Did Peruvian Workers Quit? ——为什么秘鲁工人离职呢? 12．Success of J&J in Japan ——强生在日本的成功 13．Crisis of Barbie in the Middle East Countries ——芭比娃娃在中东遭遇危机是谁之过? 14．The American Girl in Japan—Barbie’S Struggling Story over Two Decades ——芭比在日本的20年 15．Foreign Assignment Means Promotion? ——“外派”就一定意味着晋升吗? 16．EBay’S Pity in Japan ——eBay在日本留下的遗憾 17．The IKEA Way in Germany ——宜家在德国 18．The IKEA Way in the United States ——宜家在美国 19．The Tea Price，to Cut or Not to Cut? ——茶叶价格，是降还是不降? 20．Guangzhou Peugeot，Partnership Breakdown ——广州标致的解体 21．Is He a Responsible Engineer? ——他是一个负责的工程师吗? 22．What Motivates Chinese Employees? ——如何激励中国员工? 23．How to Manage Those“Yes”Guys? ——如何管理总是同意上级的中国人? 24．Whose Ideas Are These? ——是谁的主意? 25．Age and Status ——年龄与地位 26．A British General Manager in Thailand ——英国总经理在泰国 27．How Do We Accord Status? ——我们如何赋予人们地位? 二、思维方式冲突 第二部分制度文化冲突 一、管理、契约方式 二、企业文化融合 第三部分行为文化冲突 一、言语行为方式 二、非言语行为方式
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