CROSS CULTURAL

MANAGEMENT
Chapter Outline

• Concept of Culture
• Elements of Culture
• Determinants of Culture
• level of culture
• Cross cultural theories
• Cross Cultural Communication
• Culture Shock
 Concept of
Culture

• Culture is the configuration of learned behavior

and result of behavior whose component
elements are shared and transmitted among the
members of a particular society.

Culture is Relative that guide the behavior of people in a society /

community and that are passed on from one generation to the next.
 Elements of
Culture

• Culture has normative value. It prescribes

Do’s and Don’ts which are binding on the
members of a society.
• Culture is a group Phenomenon.
• Cultural practices are passed on from
generation to generation
 Elements of
culture

• Language • Corporate culture

• Nationality • Family
• Sex • Values
• Education • Norms
• Profession • Attitudes
• Ethnic group • folkways
• Religion • Customs
• Social class
 Characteristics of
Culture

• Culture is learned
• Culture is unconscious
• Culture is shared
• Culture is integrated
• Culture is Symbolic
• Culture is a way of life
• Culture is Dynamic
• Culture is Relative
• Culture is universal
 Education
Political
Language
philosophy

Determinants Social
Religion of Culture structure
 level of culture
pervasive and extends to the whole of a
Dominant Culture country

practices of Russia are different from those

Sub Culture obtain in Italy.

RENAULT is different from that of PEUGEOT

Organizational while that of PEUGEOT is not the same as
that of FIAT.

Occupational An Account for example speaks the same

financial language whether he or she is an
Indian or an American. So is the case with a
medical practitioner or an attorney.
 Characteristics of
Organization
Culture

• Centralized vs. decentralized decision making:

• Safety vs. risk: in some so
• Individual vs. group rewards
• Informal vs formal procedures:
• High vs. low organizational loyalty:
• Cooperation vs. competition:
• Short term vs. long term horizons
• Stability vs. innovation
 Cultural
Sensitivity

Knowing that cultural differences as well as

similarities exist, without assigning values (i.e.
better or worse, right or wrong) to those cultural
differences.
MULTICULTURALISM
An American family on assignment in
Indonesia went to restaurant with their Pet
dog. The restaurant manager politely
greeted then at the door, took their dog and ,
30Minutes later-family was shocked

They had SERVED IT TO THEM

The consumption of dog meat is associated

with their culture, where dog meat is
considered a festive dish usually reserved for
occasions such as weddings and Christmas.
Cross cultural theories
 Cross cultural
Theories

Organizational culture varies one from another

based on 4 factors:
• Organizational objectives and Goals.
• Competitive Challenge
• National variables and
• Socio cultural variables like different religion,
language, education etc.
Cultural Diversity or Multi-Culturism
 Hofstede’ Cultural
Dimension
Dutch Scientist, has analyzed
cultural dimension in IBM
Employees (1,16,000) in 70
countries and in 3 regions
like E. Africa, W .Africa and Saudi
Arabia.

Hofstede tried to eliminate the

impact of changing organizational
cultures and analyzed the influences
of different national cultures.
Hofstede provides a useful framework for
understanding the workforce diversity. His main
findings were:
• Work related value are not universal

• Underlying values continues when a multinational

company tries to impose the same norms on all its foreign
interests.

• Local value determine how the headquarters regulations

are interpreted;

• By implication, a multinational that tries to insist on

uniformity is n danger of creating morale problems and
inefficiencies.
 Hofstede’s
framework for
Assessing culture

Hofstede’s studies of the interactions between

national cultures and organizational cultures
demonstrated that there are national and regional
cultural groupings that affect the behaviors of
societies and organizations, and that are very
persistent across time
 Dimensions of Hofstede’s framework of
assessing culture:

• Low and High Power Distance

• Individual and collectivism

• Masculinity v/s Femininity

• Uncertainty avoidance

• Long and short term orientation

 Power Distance:
unequal power of distribution.
ItHigh
is thePower
distance
distance
between individuals at different
Lowlevels
powerof distance
hierarchy.

Hofstede
Countriesobserved
in whichtwo types
people of distance:
blindly obey the Countries which people (supervisors and
1.orders
High power
of theirdistance
superior, employees sub
2.acknowledge
Low power distance
the boss’s authority simply ordinates) are apt to regard one another
by equal in
respecting that individual’s formal position power.
in
the hierarchy, and they seldom bypass the
chain of command
Results
• Less Harmony and less cooperation • More harmony and cooperation.
• Centralized order • Decentralized structure
• Autocratic Leadership • Democratic leadership
• Taller Organization structure • Flatter organization structure

Maxico, South Korea and India. Austria, Esrael, USA, UK, Denmark
 Power Distance:
unequal power of distribution.
High Power distance Low power distance

Countries in which people blindly obey the
orders of their superior, employees
acknowledge the boss’s authority simply
by
respecting that individual’s formal position
in
the hierarchy, and they seldom bypass the
chain of command
Results
• Less Harmony and less cooperation
• Centralized order
• Autocratic Leadership
• Taller Organization structure
Countries which people (supervisors and
sub
ordinates) are apt to regard one another
equal in
power.
• More harmony and cooperation.
• Decentralized structure
• Democratic leadership
• Flatter organization structure

Maxico, South Korea and India. Austria, Esrael, USA, UK, Denmark
 Uncertainty Avoidance
High uncertainty avoidance
Countries with a high level of uncertainty
avoidance tend to have strict laws and
procedures to which people adhere
closely, and there is strong sense of
nationalism.
In a business context this value results in
formal rules and procedures designed to
provide more security and greater career
stability
so
• Managers have propensity for low risk
decisions,
• employees exhibit little aggressiveness
• lifetime employment is common
• Taller organization structure
Japan, Israel, Austria, Pakistan
Low uncertainty avoidance
In countries with lower levels of
uncertainty
avoidance nationalism is less pronounced,
and protests and other such activities are
tolerated. As a consequence, company
activities are less structured and less
formal.
• Managers take more risk, and there is
high job mobility
• Peoples have risk taking attitude and
high labour turnover.
• Flatter organizational structure
India, USA, UK etc.
 Individual and collectivism
Individual
Interest of Self and Family
‘I’ consciousness
Independence of Individual from
organization.
Grater Individual Initiatives
Promotions are based on Merit and
performance
USA, UK, Australia
collectivism
Interest of Group
‘We’ consciousness
Dependency on organization
Less Individual initiatives
Promotions are seniority based
Japan, Taiwan and Pakistan
 Masculinity v/s Femininity
Traditionally, ‘masculine’ values – assertiveness, materialism, aggressiveness and a
lack of concern for others that prevail in society, femininity emphasizes feminine
values – a concern for others, for relationships, nurturing, care for weak and for
quality of life. The degree of masculinity affects in the following characteristics way:
High Masculinity Low Masculinity

• Career is considered as most • Importance is placed on cooperation

important
• Work needs take precedence
• Individual decision-making is
emphasized
• Achievement is given importance and
is defined in terms of money and
recognition
and friendly atmosphere.
• Employee security gets precedence.
• Group decision – making is
emphasized
• Achievement is defined in terms of
human contacts and living
environment

Countries with high masculinity – India, Countries with low masculinity – Denmark,
Japan, Norway, Sweden etc.
USA, UK etc.
 Halls and Halls

Halls and Halls in 1987 provided another basis for

cross cultural classification. They divided
the world into two cultures:

A) Low context Culture

B) High context Culture
􀂄 Members of high – context
cultures depend heavily on the
external environment,
situation and non – verbal behavior
in creating and interpreting
communication. Members
of this culture group learn to
interpret the covert clues when they
communicate – so much
meaning is conveyed indirectly.
􀂄 Examples – Arabic, Chinese
and Japanese, where indirect style
of communication and
ability to understand the same is
highly valued.
In low – context cultures like the
US, Sweden, and Britain, the
environment is les important,
and non-verbal behavior is often
ignored.
􀂄 Therefore, communication has
to be explicit and clear.
􀂄 A direct and blunt style is
valued and ambiguity is disliked in
managerial communication.
 Trompennars

7d cultural dimension model

Research produced five cultural dimensions that are based on
relationship orientations and attitudes toward both time and the
environment

􀂄 Individualism vs. collectivism

􀂄 Universalism vs. particularism (rules)
􀂄 Neutral vs. affective (emotion)
􀂄 Specific vs. diffused involvement
􀂄 Achievement vs. ascription (status)
􀂄 Past, present and future orientation
􀂄 Internal vs. external control (nature)
 Universalism vs.
Particularism

Universalism - belief that ideas Particularism - belief that

and practices can be applied circumstances dictate how
everywhere in the world ideas and practices should be
without modification applied and something cannot
be done the same everywhere

Focus on formal rules and rely on Focus on relationships, working

business contacts things out to suit the parties
Individualism vs. Communitarianism
􀂃 Individualism - people regard 􀂃 Communitarianism - people
themselves as individuals regard themselves as part of a
group

􀂄 Rely on individuals to make 􀂄 Seek consultation and mutual

decisions consent before making decisions

Neutral vs. Emotional

􀂃 Neutral - culture in which 􀂃 Emotional - culture in which
emotions are held in check emotions are expressed openly
and naturally

􀂄 People try not to show their feelings 􀂄 People smile, talk loudly, greet
each other with enthusiasm
 Specific vs. Diffuse
􀂃 Specific - culture in which
individuals have a large public
space they readily
share with others and a small
private space they guard closely
and share with
only close friends and associates
Diffuse - culture in which both
public and private space are similar
in size and individuals guard their
public space carefully, because
entry into public space affords
entry into private space as well

People often are open and extroverted People often appear indirect and
introverted, and work and private life
often are closely linked

Work and private life are separate

 Achievement vs. Ascription
Achievement - culture in which Ascription - culture in which
people are accorded status status is attributed based on
based on how well who or what a person is
they perform their functions

For example, status may be

accorded on the basis of age,
gender, or
social connections
 Time
􀂃 􀂃 Sequential approach to time - 􀂃 􀂃 Synchronous approach -
people do one thing at a time, keep people do more than one thing at a
appointments strictly, follow plans time, appointments
to the letter are approximate

Environment
􀂃 Inner-directed 􀂃 Outer-directed
􀂃 People believe in controlling 􀂃 People believe in allowing things
environmental outcomes to take their natural course

Cultural Patterns or Clusters

Defined groups of countries that are similar to each other in terms of the
five
dimensions and the orientations toward time and the environment
 Why needed ?

1. In global businesses, activities such as leading, motivating, decision making,

problem solving, exchanging ideas and information depends on the ability of
proper
communication from one culture to another.

2. Mistakes in cross-cultural communication often go unnoticed by the

communicators, but these mistakes have the potentials to cause damage to
international relationships and negotiations.

3. Mistakes or misinterpretations of the subtle gestures of the hands, and face,

the use of silence, what is said or not said, and the intricacies of dealing with
age and status often provide PITFALLS for International Business.
 Critical dimensions in
Intercultural
communication are:

1. Language and Culture

2. Difference between high and low context
cultures
3. The use of interpreters
4. non-verbal communication
Culture shock
Culture shock is a term used to describe the anxiety and
feelings (of surprise, disorientation, confusion, etc.) felt
when people have to operate within an entirely different
cultural or social environment, such as a foreign country.
It grows out of the difficulties in assimilating the new
culture, causing difficulty in knowing what is appropriate
and what is not.
 Phases of Culture Shock
􀂄 The "Honeymoon Phase" - During this period the differences
between the old and new culture are seen in a romantic light, wonderful
and new.

􀂄 "Negotiation Phase" - After a few days, weeks, or months, minor

differences between the old and new culture are resolved.

􀂄 The "Everything is OK" phase - Again, after a few days, weeks, or

months, one grows accustomed to the new culture's differences and
develops routines. By this point, one no longer reacts to the new culture
positively or negatively, because it no longer feels like a new culture. One
becomes concerned with basic living again, as one was in their original
culture.

􀂄 Reverse Culture Shock - Returning to one's home culture after

 Sign of Culture
Shock:

• Irritability • Boredom
• Fluctuating appetite • low energy
• Moodiness • Confusion
• Disrupted sleep • Anxiety
• Homesickness • Negativity
• Spending time alone • Alienation
• Avoiding the locals • Depression
• Reading all day • Physical illness
• Depression
 Flag

UAE
United Arab Emirates
Dressing
Food Culture
 Food Culture –
No No

• Pork
Muslims are prohibited from eating pork so it is not included in Arab
menus. There are substitutes for the same.

• Alcohol
Alcohol is generally only served in hotel restaurants and bars.
Exceptions are some clubs (e.g. golf clubs) and associations.
 Doing Business in
the UAE

Working Companies Working

Practice Structure Relation

Business Social
Practices Customs
 Working
Practice

• Saturday – Wednesday (Traditional Working Week)

• Meetings should be scheduled advanced with extra

time allocation

• Attitude to time is comparatively relaxed

 Structure & Hierarchy of
Companies

• Strong vertical Hierarchy

• Age Money & Family – Determining factors of Personal

Status

• Status is important & must be recognized

Titles : Shaikh – Chief, Ustadh – Professor

 Working
Relation

• Prefer to do Business in Person

• Prefer to do Business with those who they know

• Family & Friends come before anything else

 Business
Practice

• Customary greeting is “As-salam alikum” with reply “Wa alaikum as-

salam”

• Initial business meeting – Way to become acquainted with your

counterparts

• Business Cards are common but not essential. If intended ensure

English and Arabic printed information.
 Social Custom

• Gifts • Left Hand

– Sign of Generosity – Do not use or offer
• Dining item with your left
hand
– Sign of respect –
starts eating last • Shoes
– Host pays for it – Follow the lead of your
host

Don’t
Do’s
▪ Address Emirati counterpart with
appropriate titles
▪ Dress Conservatively
▪ Accept Invitation to a meal or
social events
▪ Politeness and courtesy
Business
Etiquette
• Expect a one-on-one meeting to only
include yourself and the other person.
• Assume that the person who asks the
most questions in meetings holds the
most Responsibility.
• DON’T ask about a person’s wife or
daughters.
• Don’t speak Loud and with laughter
 Tips for effective
communication

• Be clear and concise

• Speak more slowly
• Reinforce your message
• Make presentations effective
• Double-check understanding
• Be open-minded
Doing Business in Latin America

• Few people rush into business

• Men and women congregate into separate
groups at social functions
• Latin Americans stand more closely to
each other than North Americans when in
conversation
• Men may embrace
(Cont.)

• Guests are expected to arrive late, with

exception of American guests
• Little concern about deadlines
• Machismo - expectation that businessmen
will display forcefulness, self-confidence,
leadership with flourish
• Fatalism
 Doing
Business in
East Asia

• Japan, Korea, China

• Meetings devoted to pleasantries; serving
tea, engaging in chitchat
• Seniors and elders command respect
• Consciously use slow down techniques as
bargaining ploys
• Business cards should be bilingual
 Doing
Business in
Russia

• Protocol-conscious
• Do business only with highest ranking executives
• Appear stiff and dull
• More expressive in private than in public
• Hard to draw up contracts due to language
barriers
• Have little advertising experience
 Doing Business
in the
Middle East

• Prefer to act through trusted third parties

• Personal honor given high premium
• Fatalism
• Emotionally expressive
• Intense eye contact
• Guests should avoid discussing politics, religion,
host’s family and personal professions
DOING BUSINESS IN
GERMANY
 Differences between Indian Culture & Western Culture

Basis Indian Culture Western Culture

Belief in Faith & Strong believers Believe in hard work & efforts
Luck
Belief in Spiritualism Strong believers Believe in Materialism
Public Appearance No body exposures. Fashionable clothes the in
Considered obscene. thing

Care of Old People Sons are expected to Old parents are not cared for.
take care of their
Parents.

Respect for Women No religious ceremony is Relegated to Old Homes

held without wife. Women looked as objects of
Women given respect in pleasure. Women are free
traditional sense in every aspect
 Business Culture - India

Showing hospitality is part of the negotiation

process. Often meetings start by offering
tea/coffee and snacks. It is courteous to
accept the offer.

Relationships and feelings play a larger role in decisions

in India. In general, Indians tend to take larger risks with
a person whose intentions they trust. Thus, one's
credibility and trustworthiness are critical in negotiating a
deal.
 Business Culture - India
Indians are 'polychronic' people, i.e., they tend to deal with
more than one task at the same time. So be prepared for
some distractions/ disturbances during the meeting, e.g., a
secretary walking in to get some papers signed, or the
conversation sometimes digressing into unrelated topics.
One must appreciate that such behavior/occurrences do not
show a lack of interest or attention.

Indians are inductive in their approach to understanding things. In the

Indian psyche, reality can be understood only in its overall context.
Knowing the personal, social and historical contexts [of people, events,
ideas, etc.] are a precondition to comprehending them accurately.
Therefore, one should be prepared for questions and enquiries, which
may not seem to be directly related to the subject. To people coming
from more deductive cultures, this behavior often appears to indicate a
lack of focus and digression.
 Business Culture - India

PowerPoint presentations are generally accepted to

start the discussion. It is necessary, however, to
send a more detailed proposal in advance. Often,
the details of the proposal are vetted by some
middle-level executive, who will then brief the
superior about them.

In general, Indians are cautious in accepting a new idea or

proposal. Openness to a new idea depends not only on its quality,
but also on its source and endorsement. That is, information about
who else has implemented it or who has proposed it has a major
influence on the decision about a new idea. In making a proposal,
you must include such details accordingly.
 Business Culture - India

Indians usually do not express their disagreements

openly and directly; doing so would be considered
discourteous. Instead, when differences arise, they
may circumvent them by statements such as 'we will
discuss this later' or 'I will have to check with others
about this.

Bargaining for the price or additional concessions is normal in

India. Indian negotiators expect and value flexibility in negotiation.
Therefore, sometimes a straightforward offer may be perceived as
a rigid stand. It is always advisable to build some buffers in one's
initial offer, which allow for bargaining later.
 Business Culture - India

Do not insist on commitment in the first meeting. Making a

decision, in Indian organizations, is often a long-drawn out
process. This is not only because of the bureaucratic nature of
many Indian organizations, but also because a decision may have
to be ratified by people who may not be present at the negotiating
table.
The Characteristic of
South Koreans
Japanese company structure
VS
American company structure
 Key concepts to understand
Japanese Business system

-Salary goes higher as you get older

- Once you are hired by the company, you will work for it
until you retire

- You are assigned various kinds of jobs in different

departments within the company
 Salary

• Japan • US
－You get higher salary
as you get older
Your salary is based
on your current
Salary you get now is not
always related to your performance
current performance
Difference of salary you get and salary
based on your performance
1000000
900000
800000
700000 Salary you get
600000
500000 Salary base on your
performance
400000
300000
200000
100000
22 30 40 50 60
 Findings

• You need to stay in the company until you retire

to get the salary that you haven not received
 Company system

• Japan
Cross functional
Workers are assigned
various jobs within a • US
company
Your career is developed
within a company Vertical functional
Workers are promoted
Ex)A marketing senior within a department
manager is promoted to a
HR Vice president
Your career is developed
within a market
 Recruiting and Promotion Decision makers

• Japan • US

HR department Each department

There are recruiters but each

They have the function
department often has recruiting
of recruiting and functions too
promoting of allover the Managers of each department
company usually has promotion functions

• Japan
General skills is required
in a company
Workers try to get overall
skills that is necessary to
fulfill various jobs in a
company
Skills required
• US
Special skills that is
required for a job in
the market
Workers try to get
special skills that is
necessary to fulfill a
specific job
 Commitment
• Japan: Lifelong (終身雇 • US: Short term
用） You change companies
Once you are hired to the or jobs and proceed
company, basically you will within the market
work for the company until
you retire
Exception)Workers are Average Americans have
sometimes sent to an 6-8 different jobs and 3-4
another company that has different occupations
relation with his/her
company but mainly it is for
making stronger connection
between companies
 Business culture-
China vs US

Presentation Outline

• Foundation of US ethics- basic discussion

• Comparison of Business culture-China vs US
• Strategies and Managerial Implications
 Cultural
Foundation of
American
Ethics

• Foundation based on Judeo-Christian and

Western socio-theological principles
• intrinsic underlying truth
• a sovereign moral authority--God
• God declines “right or wrong”
• Natural law -- “inalienable rights”
• life, liberty and pursuit of happiness
American ethics (continued)
• Limits on individual freedom are either
(1) voluntary
(2) lawfully imposed
• Results -- individualism and contract
• Individual’s right to choice is consistent with
market economy
• The functioning of a free market economy
can be described as “nexus of contracts”
• A business contract - spells out details of
relationships and is enforced by law if
violated
 Comparison
of Business
Culture:
China vs US

• Business culture - time-tested and conventional

practices
• China and US have a different business culture
-- result of different history and practices
 Notion of Harmony

China US
• Everything is in • Efficiency and
harmony effectiveness
• Change is viewed • End result
as disruptive • logical reasoning on
• Reason -- too many facts
people • change to get
desired results
 Importance of Relationship

• China • US
• 4 important social • constitutions
groups: relatives, guarantee the rights
schoolmates, • a short history to
personal friends, inherit traditions
and the indirect • stress on
relationship from the individualism for
3 personal
• Importance of achievement
“guanxi”
(connection)
 Relationship (continued)

• Agricultural state • Relatively few

(small community norms
mentality) • melting pot
• privacy is not highly • Increased tolerance
valued on diversity
• individualism is not • separate personal
singled out and business
• “rule of man” over relationship
“rule of law” • friendship can be
formed and
 International Manners
• Africa Present the card with right hand
• Asia Offer the card with both hand and accept in the same way (China, Japan,
• South Korea, India)
• Australia & New Zeeland- Not so Important for them
• Europe -Power breakfasts are become more popular (in France, Switzerland,
England)
• Middle East & Gulf Countries -Present Card with right hand with respect
• Canada & USA It is acceptable to make a cold call ( calling a person without making
an
• introduction or appointment
• Africa Be prepared for a large no. of people
• Asia Decide before hand what tech. information they are willing to share and be
sure everyone on your team knows
• Australia & New Zeeland- To the point, specific and punctual
• Europe Class conscious good manners are critical and ignorance is no excuse for
bad manners
• Middle East & Gulf Countries- Maintain Royalty and detail discussion, prefer local
language or English
• Canada & USA Meeting begin and end as scheduled. There is very little small talk at
meetings
 Topics to Avoid:

• Africa Refer to people as Africans not Blacks

• Asia Both men and women should avoid ‘ Going Negative’ in their clothing
• choices.
• Australia & New Zeeland-Over Introduction
• Europe Never try to make a cold call to get an appointment, they don’t like
to make business on phone/ call
• Middle East & Gulf Countries- Other religion discussion, Political discussion
• Canada & USA Unnecessary discussion and killing the time.
 Gestures to Avoid:
• Africa In rural areas, avoid strong eye contact
• Asia Avoid Eye contact and touching the body
• Australia & New Zeeland- Red eyes
• Europe Hate shaking leg with dirty shoes and dirty dress
• Middle East & Gulf Countries-
• Do not walk in front of an Arab while he is praying and
never step on a prayer met. Don’t hurry at the diner /
lunch party, eat separately women and men at home.
• Canada & USA Standing too close to a north American
may be perceived as an invasion of one’s personal space
 Corporate Gifts /
Greetings

• Africa A light warm handshake is acceptable form of greeting when anyone

meet and anyone leave
• Asia Bow down to each other
• Australia & New Zeeland- During parties, host will introduce to the other
guests, do not expect gifts from foreigners doing business with them
• Europe Shake hands with a firm grip when any one meet and anyone
depart
• Middle East & Gulf Countries- Gift should be presented publicly to the
group after a deal is closed. In addition to hand shake , they may touch
other arms & shoulder, and embrace when they are so close
• Canada & USA Hand shake is a full – hand grip
 Meetings and presentations
• Africa Be prepared for a large no. of people

• Asia Decide before hand what tech. information they are willing to share
and be sure everyone on your team knows

• Australia & New Zeeland- To the point, specific and punctual

• Europe Class conscious good manners are critical and ignorance is no

excuse for bad manners

• Middle East & Gulf Countries- Maintain Royalty and detail discussion,
prefer local language or English

• Canada & USA Meeting begin and end as scheduled. There is very little
small talk at meetings
 Doing business in China
1. The focus of reform in China is primarily on the state owned enterprises (SOE).
2. The managers are official, not entrepreneurs, there is no real incentives for them.
3. Business meetings typically start with pleasantries such as tea and general
conversation about the guest’s trip to the country, local accommodations, and family.
4. The Chinese host will give the appropriate indication for when a meeting is to begin
and when the meeting is over.
5. Once the Chinese decide who and what is best, they tend to stick with these
decisions. Although slow in formulating a plan of action, once they get started, they
make fairly good progress.
6. In negotiations, reciprocity is important. If the Chinese give concessions, they expect
some in return.
7. Because negotiating can involve a loss of face, it is common to find Chinese carrying
out the whole process through intermediaries.
8. During negotiations, it is important not to show excessive emotion of any kind.
Anger or frustration is viewed as antisocial and unseemly (indecent).
9. Negotiations should be viewed with a long-term perspective. Those who will do
best are the ones who realize they are investing in a long-term relationship.
 Doing business in India
1. It is important to be on time for meetings.
2. Personal questions should not be asked unless the other individual is a
friend or close associate.
3. Titles are important, so people who are doctors or professors should be
addressed accordingly.
4. Public displays of affection are considered to be inappropriate, so one
should refrain from backslapping or touching others.
5. Beckoning is done with the palm turned down; pointing often is done with the
chin.
6. When eating or accepting things, use the right hand because the left is
considered to be unclean.
7. The namaste gesture can be used to greet people; it also is used to convey
other
messages, including a signal that one has had enough food.
8. Bargaining for goods and services is common; this contrasts with Western
traditions, where bargaining might be considered rude or abrasive.
Thank You