Page 252 - DMGT547_INTERNATIONAL_MARKETING

Unit 14: Global E-Marketing and EDI

include family background, influential connections, seniority, age, or gender. Negotiators from Notes
status-based cultures may be senior, high-ranking officials, who wield considerable influence in
their organizations and who may also command great respect in the community at large.

14.4.4 Influence of Individual Aspirations: Individualist versus
Collectivist

Influence of Individual Aspirations refers to the emphasis negotiators on the achievement of
individual goals and the need for individual recognition.
Individualist: Harry C. Triandis defines individualists as people who see themselves as loosely
linked to and independent of others. They are motivated primarily by their own preferences,
needs, and rights and they give priority to their personal goals. From this, we can describe
individualist negotiators as being emotionally independent from the organization to which
they belong and as striving to achieve outcomes that are in their own best interests.

!

Caution They may also keep the organization’s interests and goals in mind, but will do so
because they expect personal reward and recognition for their decisions.
Collectivist: Triandis defines collectivists as people who see themselves as closely linked to and
pans of groups of co-workers or a company, for example 3D. They give priority to the goals of
the collective. From this, we can describe collectivist negotiators as strongly identifying with
and being loyal to their organizations; consequently, they may strive to achieve outcomes that
are in the organization’s best interest and may do so with no expectation of personal recognition
or gain. The negotiating team may assume joint responsibility and/or receive joint recognition
for actions taken or decisions made.

14.4.5 Internal Decision-making Process: Independent versus Majority Rule

Internal Decision-making Process refers to the manner in which a negotiating team reaches
decisions. Jeanne M. Brett identifies a range of decision-making behaviours, where either one
person on the team has the authority to make the decision or a large proportion of the team’s
members must agree to a particular decision.
Independent: Leaders or other influential individuals on the negotiating team may make decisions
independently without input from others on the team.
Majority Rule: Decision-making power is delegated to the entire team. The team leader seeks
input and support from team members and listens to their advice. Orientation toward
Time: Monochronic versus Polychronic Orientation toward Time refers to the value that
negotiators place on time. Edward T. Hall and Mildred Reed Hall defined two culturally derived
concepts of time that are important to international business.
Monochronic: People whose orientation toward time monochronic pay attention is to and handle
tasks one at a time, plan and schedule their activities, and set agendas and adhere to them.
Monochronic negotiators believe that issues in a negotiation should be resolved effectively
within the allotted time frame. They believe that time is money.
Polychronic: People whose orientation toward time is polychronic handle several tasks
simultaneously rather than in scheduled succession. Polychronic people do not expect human
activities to proceed like clockwork. Consequently, scheduling is approximate rather than specific,
and delays do not have the negative associations found in monochronic cultures. Negotiators
from polychronic cultures believe that taking the time to get to know their counterparts and

LOVELY PROFESSIONAL UNIVERSITY 247