ABSTRACT

This assignment is about two specific cultures between Malaysia and China in finding their way through in working together in conflict resolution strategies so as to achieve a common purpose in their dealings. Its including the intercultural negotiation and conflict resolution in the communication and style of negotiation for both countries. In addition, the importance and barriers of communication that arises between the two cultures as well as the norms, behaviours and value systems of the culture.

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1. Introduction Individual differences leads to differences in perceiving the environment with the cross cultures environment, this makes it more complicated to resolved conflicts where it is one of the most importance social and communication skills that one needs to have the ability to encounter in resolving any conflict specifically in the business interactions today. Conflict is a natural phenomenon of our personal and professional existence. It has become inseparable part and parcel of our lives. It is a crisis that forces us to recognise explicitly that we live with multiple culture realities and must negotiate it to a common reality. Conflict is an unavoidable component of human activity that may be viewed as a situation in which the concerns of two or more individuals appear to be incompatible and which tends to occur when individuals or groups perceive that others are preventing them from attaining their goals. Channelling conflict in a positive or negative way may affect the nature of the conflict whether beneficial or destructive. If not managed properly, conflicts can result in bad feelings, high turnover and costly litigation and its also to be one of the most difficult challenges organi ational members face and one of the most frustrating and uncomfortable experiences for managers. !t the most serious levels conflicts can bring teams, departments and sometimes whole organi ations to a virtual standstill. "owever, looking at the brighter side if properly managed, conflict can increase individuals, innovativeness and productivity, offer interpersonal relationship satisfaction, creative problem solving, the growth of the global workforce and domestic workplace diversity and also leads to improved efficiency, creativity, and profitability. The specific emphasis in this assignment is related to Malaysia and China to find their way through in working together in conflict resolution strategies to achieve a common purpose in their dealing. 2. Definition of Conflict #

Conflict means different things to different people. $or some, a definition of conflict involves fighting, war, trade embargos and so on. $or others, it may be a difference in opinion, perspective or personality. %&' (nline %ictionary defines conflict as a contradiction both in terms of ideas, interests, needs, trends and the like between individuals or great power that will produce something groundbreaking . )hile, (xford (nline %ictionary were defines it as a situation in which people, groups or countries are involved in a serious disagreement or argument . Conflict can be means as a process, Thomas, *.) +#,--., believes that conflict is to be the process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern of his . )all, /.! and 0.0., Callister +#,,1. also see conflict as a process in which one party perceives that its interests are being opposed or negatively affected by another party. (ther author has view that conflict is 2ust a situation and nothing beyond it, as for %onohue ).! and 0.*olt +#,,3. see that conflict is a situation in which interdependent people express (manifest or latent) differences in satisfying their individual needs and interests and they experience interference from each other in accomplishing these goals. Conflict also is defined in different cultures as well. Ting4Toomey 5 (et el +366#. has explained that in China, conflict is seen as any unpleasant dispute, serious fighting and contradictory struggle. In other words, any types of inharmonious situations in Chinese culture will initiate a conflict . In $rance, Faure, G. L. & Sjostedt (1993) anew that conflict is associated with a war an encounter between contrary elements that oppose each other and to oppose is a strong term, conveying powerful antagonism. )hile $olger, 'oole 5 7tutman, +3666. were view that !nglo"#axons are concerned that conflict is defined diversely as any disagreement and undesired conditions preventing an individual from reaching one s goals . 3. Definition Of Culture

Culture is the characteristics of a particular group of people, defined by everything from language, religion, cuisine, social habits, music and arts. 'eople around the world are similar as well as different, they are similar since they hare common characteristics, and at the same time they are different since each one of them have been born and brought up in different cultures having different set of values. %&' (nline %ictionary defines culture as a human way of life that encompasses aspects of religious, social, economic, political, language, education and knowledge that is learned, practiced and passed down from generation to generation. !ccording to 8aylor +#,,-., all human beings are fundamentally the same, but culture makes them different and distinguishes them from other groups by creating and developing their $own version of culture% to meet their needs, desires and goals. In other words, culture serves as an element that helps humans to identify and define themselves. Therefore, 8aylor has defined culture as the learned way (or ways) of belief, behaviour, and the products of these (both physically and socially) that is shared (at least to some degree) within human groups and serves to distinguish that culture group from another learning different beliefs and behaviours . Ting4Toomey,+#,,,. also has made a similar definition that culture is as a learned meaning system that consists of patterns of traditions, beliefs, values, norms, and symbols that are passed on from one generation to the next and are shared to varying degrees by interacting members of a community. 9ooderham and 8ordhaug +366:. has looking culture from another perspective that culture can be refers to systems of meaning & values, beliefs, expectation, and goals & shared by a particular group of people distinguishing them from members of other groups . 'eople in different cultures ;uite often have different ideologies, and such differences are important to decide the way they respond and react in a conflicting situation. :

4. Malaysian Culture 4.1 Lan ua e The Malay language is an !ustronesian language spoken not only by Malaysians but all Malay people who reside in the Malay 'eninsula, southern Thailand, the 'hilippines, 7ingapore, central eastern 7umatra, the 0iau islands, parts of the coast of &orneo, Cocos and Christmas Islands in !ustralia. It is also similar to Indonesian, known locally as &ahasa Indonesia. In Malaysia, the language is officially known as &ahasa Malaysia, which is <Malaysian language<. The term, which was introduced by the 8ational =anguage !ct #,>-, was predominant until the #,,6s, when most academics and government officials reverted to <&ahasa Melayu,< which is used in the Malay version of the $ederal Constitution 4.2 Ta!le eti"uette If you partake of the practice of eating with your hands, be sure to use your right hand for eating and passing food. If you are left4handed and find this practice difficult, keep your left hand on your lap as much as possible so you will not slip up. If you opt for dining with utensils, you may not be given a knife. 8ever fear. 7imply take your fork in your left hand and your spoon in your right hand. Then, carefully push each bite onto the spoon with the fork and then eat from the spoon. Take note of who is eating what. If you are among Muslims at the table, dont expect pork to be served. Is there are "indus or &uddhists present, dont expect beef to be served. !nd, if there are Chinese present, look for plenty of dishes that include pork since that is a mainstay in the Chinese diet.

&e careful not to blow your nose or clear your throat when dining due to health concerns. If you host a dinner, be sure to ask the right number of guests so that you will have an even number of people at your table. 7ome people in Malaysia believe that dining with an odd number of people present brings bad luck. If you ask for tea, dont be surprised if milk is already added before the steaming li;uid is served. If you do not want milk mixed with your tea, say so when ordering. If you are aiming to down a hard drink after a hard day, dont be disappointed if you are not served any li;uid of that nature at a Malaysian dinner table. 7erving alcoholic drinks is not all that common in this country but non4alcoholic drinks .If you are trying to get a waiters attention, gesture with your whole hand and not 2ust a single finger 4.3 Cultural and Society Malaysia is a multi4cultural society. The main ethnic groups are the native Malays as well as large populations of Chinese, and Indians. )hen visiting the country it is clear that the ethnicities retain their religions, customs and way of life. The most important festivals of each group are public holidays. !lthough growing up, children are educated in the same schools and will eventually work in the same offices@ few marry outside their own ethnicity. $amilies tend to socialise within their own ethnic group A all part of retaining their individual traditions and lifestyles. %espite the ethnic differences there are commonalities culturally speaking.

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#rou$ Orientation The family is considered the centre of the social structure. !s a result there is a great emphasis on unity, loyalty and respect for the elderly. The family is the place where the individual can be guaranteed both 1

emotional and financial support. )hen one member of the family suffers a financial setback, the rest of the family will contribute what they can to help out. $amilies tend to be extended, although in the larger cities this will naturally differ 4.% T&e Conce$t of 'ace Malays, Chinese and Indians all strive to maintain face and avoid shame both in public and private. $ace is a personal concept that embraces ;ualities such as a good name, good character, and being held in esteem by oneBs peers. $ace is considered a commodity that can be given, lost, taken away, or earned. (n top of this face also extends to the family, school, company, and even the nation itself. The desire to maintain face makes Malaysians strive for harmonious relationships. $ace can be lost by openly critici ing, insulting, or putting someone on the spot@ doing something that brings shame to the group@ challenging someone in authority, especially if this is done in public@ showing anger at another person@ refusing a re;uest@ not keeping a promise@ or disagreeing with someone publicly. Conversely, face can be saved by remaining calm and courteous@ discussing errors or transgressions in private@ speaking about problems without blaming anyone@ using non4verbal communication to say <no<@ and allowing the other person to get out of the situation with their pride intact . 4.( )ti"uette and Custo*s in Malaysia 4.(.1 Meetin and #reetin 9reetings in a social context will depend upon the ethnicity of the person you are meeting. In general, most Malays are aware of )estern ways so the handshake is normal. There may be slight differences though and a few things to bear in mind includeC Malay women may not shake hands with men. )omen can of course shake hands with women. Men may also not >

shake hands with women and may bow instead while placing their hand on their heart. The Chinese handshake is light and may be rather prolonged. Men and women may shake hands, although the woman must extend her hand first. Many older Chinese lower their eyes during the greeting as a sign of respect. Indians shake hands with members of the same sex. )hen being introduced to someone of the opposite sex, nodding the head and smiling is usually sufficient. !mong all cultures, there is a general tendency to introduceC 4.(.2 The most important person to the lower ranking person. the older person to the younger person )omen to men.

#i+e #i+in "ere are some general gifts giving eti;uette guidelinesC4 In Malays society, if invited to someoneBs home for dinner, bring the hostess pastries or good ;uality chocolates. 8ever give alcohol. %o not give toy dogs or pigs to children. %o not give anything made of pigskin. !void white wrapping paper as it symboli es death and mourning. !void yellow wrapping paper, as it is the colour of royalty. If you give food, it must be DhalalE +meaning permissible for Muslims.. (ffer gifts with the right hand only or both hands if the item is large. 9ifts are generally not opened when received. In Chinese society, if invited to someoneBs home, bring a small gift of fruit, sweets, or cakes, saying that it is for the -

children. ! gift is traditionally refused before it is accepted to demonstrate that the recipient is not greedy. %o not give scissors, knives or other cutting utensils as they indicate a desire to sever the relationship. $lowers do not make good gifts as they are given to the sick and are used at funerals. %o not wrap gifts in mourning colours like white, blue, or black. )rap the gifts in happy colours like red, pink, or yellow. Flaborate gift like wrapping is imperative. 8ever wrap a gift for a baby or decorate the gift in any way with a stork, as birds are the harbinger of death. It is best to give gifts in even numbers since odd numbers are unlucky. 9ifts are generally not opened when received. In Indians society, if invited to someoneBs home, bring a small gift of fruit, sweets, or cakes, saying that it is for the children. ! gift is traditionally refused before it is accepted to demonstrate that the recipient is not greedy. %o not give scissors, knives or other cutting utensils as they indicate a desire to sever the relationship. $lowers do not make good gifts as they are given to the sick and are used at funerals. %o not wrap gifts in mourning colours like white, blue, or black. )rap the gifts in happy colours like red, pink, or yellow. Flaborate gift like wrapping is imperative. 8ever wrap a gift for a baby or decorate the gift in any way with a stork, as birds are the harbinger of death. It is best to give gifts in even numbers since odd numbers are unlucky. If you give flowers, avoid frangipani as they are used in funeral wreaths. Money should be given in odd numbers. (ffer gifts with the right hand only or both hands if the item is large. %o not wrap gifts in white or black. )rap gifts in red, yellow or green paper or other bright colours as these bring good fortune. %o not give leather products to a "indu. %o not give alcohol unless you are certain the G

recipient drinks. 9ifts are generally not opened when received 4., Business )ti"uette and -rotocol in Malaysia 4.,.1 Meetin and #reetin )ithin the business context most Malaysian business people are culturally4savvy and internationally exposes. Hour experience may very well depend upon the ethnicity, age, sex and status of the person you are meeting. The best approach is always friendly yet formal. ! few tips includeC Initial greetings should be formal and denote proper respect. If in a team, introduce the most important person first. Many Malays and Indians are uncomfortable shaking hands with a member of the opposite sex. $oreign men should always wait for a Malaysian woman to extend her hand. $oreign women should also wait for a Malaysian man to extend his hand. To demonstrate respect Chinese may look downwards rather than at the person they are meeting. It is important that professional titles +professor, doctor, engineer. and honorific titles are used in business. Malays and Indians use titles with their first name while Chinese use titles with their surname. 4.,.2 Business Card )ti"uette &usiness cards are exchanged after the initial introductions. If you will be meeting Chinese, have one side of your card translated into Chinese, with the Chinese characters printed in gold. If you will be meeting government officials, have one side of your card translated into &ahasa Malaysia. Ise two hands or the right hand only to exchange business cards. Fxamine any business card you receive before putting it in your business card case. The respect you show someoneBs business card is indicative of the respect you will show the ,

individual in business. !ct accordingly. 8ever write on someoneBs card in their presence. 4.,.3 Co**unication !s an extension to the need to maintain harmonious relations, Malaysians rely on non4verbal communication +i.e. facial expressions, tone of voice, body language, etc.. 7uch a communication style tends to be subtle, indirect and Malays may hint at a point rather than making a direct statement, since that might cause the other person to lose face. 0ather than say <no<, they might say, <I will try<, or <Ill see what I can do<. This allows the person making the re;uest and the person turning it down to save face and maintains harmony in their relationship. If you are unsure about the affirmative response you received, you may want to continue the discussion, re4phrasing the ;uestion in several different ways so that you may compare responses. If the response was given because the Malaysian did not know how to respond in the negative without causing offense, this may come out. !lternatively, they may have someone else give you the bad news. 7ilence is an important element of Malaysian communication. 'ausing before responding to a ;uestion indicates that they have given the ;uestion appropriate thought and considered their response carefully. Many Malaysians do not understand the )estern propensity to respond to a ;uestion hastily and can consider such behaviour thoughtless and rude. Malaysians may laugh at what may appear to outsiders as inappropriate moments. This device is used to conceal uneasiness. %o not show anger in public. It makes Malaysians

uncomfortable and creates a feeling of powerlessness. There #6

is a greater chance of achieving a good outcome if you are calm, whereas little is resolved by shouting. 4.,.4 Business Meetin s It is a good idea for the most senior person on your team to enter first so that he or she is the first to greet the most senior Malaysian. This gives face to both parties as it demonstrates respect towards the Malaysian and shows that you respect hierarchy within your company. It is customary for leaders to sit opposite each other around the table. Many companies will have their team seated in descending rank, although this is not always the case. Fxpect the most senior Malaysian to give a brief welcoming speech. Hou need not reciprocate. There will be a period of small talk, which will end when the most senior Malaysian is comfortable moving to the business discussion. Meetings may be conducted or continue over lunch and dinner. Meetings, especially initial ones, are generally somewhat formal. Treat all Malaysian participants with respect and be cautious not to lose your temper or appear irritated. !t the first meeting between two companies, Malaysians will generally not get into in4depth discussions. They prefer to use the first meeting as an opportunity to get to know the other side and build a rapport, which is essential in this consensus4 driven culture.

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C&inese .C&ina/ Culture C&inese lan ua e It is widely known that Chinese language should be a part of the 7ino4 Tibetan language family. (ld Chinese was the common language during the early and middle Jhou %ynasty, texts of which include ##

inscriptions on bron e artifacts, the poetry of the 7hK2Kng, the history of the 7hL2Kng, and portions of the HM2Kng. The phonetic elements found in the ma2ority of Chinese characters provide hints to the old Chinese pronunciations. 7ome of the Chinese languages pronunciations are borrowed from the /apanese, the Nietnamese and the *orean. It possessed a rich sound system in which aspiration or rough breathing differentiated the consonants. The source also notes that southern dialects of Chinese have more monosyllabic words than the Mandarin Chinese dialects. Today, Mandarin is spoken by ma2ority of the young and middle4aged citi ens of mainland China and on Taiwan. Mandarin is a standardi ed form of spoken, which is also considered as the official Chinese language. It is based on the &ei2ing dialect, which is part of a larger group of 8orth4Fastern and 7outh4)estern dialects. In fact, the 7tandard Mandarin Chinese is also considered as one of the six official languages of the Inited 8ations. 7poken Chinese is distinguished by its high level of internal diversity, although all spoken varieties of Chinese are tonal and analytic. There are between seven and thirteen main regional groups of Chinese. !mong those the most spoken is Mandarin, followed by )u, Cantonese and Min. Most of these groups are mutually unintelligible, although some dialects may share common terms and some degree of intelligibility. %.2 )atin *anners Instead of serving dishes individually as in the )est 4 where everyone has his own portion of food on a single plate 4 the Chinese typically share food from a number of dishes placed in the center of the table. Fach person sitting around the table takes food from the common plates. 7ometimes, in order to show their friendship and sincerity, Chinese hosts will pick from dishes with their own chopsticks or spoons for you, and place food on your plate. 8ever place your chopsticks upright in a rice bowl@ it replicates the bowl of sand or rice with two

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upright incense sticks that is traditionally placed at the shrine of deceased loved one. %.3 Self0introduction )ith regard to introducing yourself there is little difference between China and elsewhere. It is considered polite to give your full name, 2ob positions and the place you work for, especially on more formal occasions. (nly your full name with a simple greeting is enough on informal occasionsC %.4 Bein introduced If someone is making the introductions, to introduce your self is considered disrespectful. 7o when it is your turn to be introduced, stand up, smile and look at the people also being introduced with ease. !fter being introduced, you can shake hands with each other and give mutual greetings, sometimes with an exchange of calling cards. %.% Introduce to ot&ers In China, there are many strict conventional rules on introduction to othersC The 2unior should be introduced to the senior first@ The male should be introduced to the female first@ The inferior should be introduced to the superior first@ The host should be introduced to the guest first.

These ways of introduction is to show high respect to the senior, the female, the superior and the guest. "owever, if you are in a generally more informal occasion, the introduction to others can be less ceremonious. %.( 1ands&a2in in C&ina

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"andshaking, is a kind of silent language, which is especially more important in China, although it is a popularly used form of greeting in many countries worldwide. It is the common propriety on most social occasions as an expression of courtesy and greeting when people meet or say goodbye to each other. &esides, handshaking is also a way to express congratulations, thanks and encouragement to others. 9enerally, you can make a simple address or beckon and then shake hands with each other, simultaneously with exchange of greetings. !s for the ;uestion as to who should offer his hand first, there are some basic principles you should follow. 9enerally speaking, the elder, the senior, the teacher +compared with the students., the female, the married +compared with the unmarried., the superior should reach out their hands first. If you have to shake hands with more than one person, you should shake hands in succession with the senior and superior to the 2unior and inferior, from the nearest to the furthest. 7pecially, when the host meets the guest, the host should shake hands first to show his welcome@ however, when they say goodbye with each other, it is the guest who should offer his hand first. There are also some exceptions. If someone, no matter whether he is superior or not, offers his hand before you, it is courteous to give an unreserved response. Then how to shake hands with othersO 9enerally, you should pay much attention to the time and strength. It is inappropriate to shake hands too long or too short, three to five seconds is the best, not exceed to :6 seconds at most. "andshaking should be simple and light, without over exertion. There are also some things that are unacceptable when shaking handsC 7hake hands absent4mindedly. 7hake hands with left hand. #?

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7hake hands while wearing a hat, gloves or sunglasses. 7hake hands crossways. "aving your other hand in your pocket. 7hake hands while seated unless disabled. 0efuse to shake hands with others. #ift0 i+in

!nyway, =avish gift4giving was once an important part of Chinese culture. Today, official policy forbids gift4giving as it can be considered bribery. Though the policy is softening, there may be times when a gift will absolutely not be accepted. 7hould you find yourself in this situation, graciously say you understand and withdraw the gift. 7maller, less expensive items will not be seen as a bribe, but in any case, you will have to approach gift4giving with discretion. The Chinese do not usually accept a gift, invitation or favour when it is first presented, but will politely refuse two or three times to reflect modesty and humility. !ccepting something in haste makes a person look aggressive and greedy, as does opening it in front of the giver. %.3 Business Card )ti"uette &usiness cards are routinely exchanged at the first meeting. &e sure that one side of your card has been translated into Chinese. Include your companyBs name, your 2ob title and any special ;ualifications you have. )hen receiving a card from a Chinese businessman, take it with both hands and compliment something about it@ be sure to keep it on the table in front of you for the entire meeting. %.4 Co**unication The Chinese will often avoid eye contact during conversations, especially when talking to the opposite sex or to strangers. Traditionally, it was considered impolite and aggressive to look directly #1

into anotherBs eyes while talking, and as a sign of respect, the Chinese sometimes lower their eyes slightly when they meet others. The Chinese typically have a <blank< facial expression during introductions. This is not a sign of unhappiness, dissatisfaction, or unfriendliness, but reflects the belief that there is virtue in concealing emotions. Chinese communication is ambiguous, indirect and highly contextual. In conversation, the real meaning, especially if itBs negative, is often implied rather than stated. )hat is not said is often more important that what is said. %.15 Business Meetin s )hen meeting someone for the first time for a business meeting, you should engage in general conversation before turning to business. Casual conversation topics in China differ from that of Fnglish speakers. It is not impolite to ask about a personBs 2ob, annual salary, maritalPdating status or age. !lthough your answers need not be detailed, trying to avoid answering will only invite suspicion and misunderstanding. The specifics of your answers are not as important as your willingness to respond. In contrast, ;uestions about family tend to be deflected or avoided. %.11 Colour sy*!ol Colour symbolism is very important in China. 0ed is lucky and used in celebrations, but never use red ink to write cards or letters, as it symboli es the end of a relationship. Hellow is associated with prosperity, and gold is especially felicitous. In contrast with )estern cultures, white signifies death.

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O+er+ie6 of Conflict Resolution Conflict resolution is conceptuali ed as the methods and processes involved in facilitating the peaceful ending of social conflict. (ften, committed group members attempt to resolve group conflicts by actively communicating #>

information about their conflicting motives or ideologies to the rest of the group like intentions, reasons for holding certain beliefs and by engaging in collective negotiation. Conflict resolution strategies are adopted to resolve these conflicts. ! conflict resolution process includes meditation, creative resolution, negotiation and diplomacy. 8egotiation is considered very important to resolve a conflict between two person and states. %ifferent strategies in conflict resolution are adopted according to the type of matter. If there is a conflict due to small thing, then negotiation techni;ue is followed. If there is a matter between two states, diplomacy, meditation and negotiation are also considered. To resolve a conflict, there should be a person who hear the problem from both side and give idea to resolve the matter. That person should resolve the conflict according to 2ustice. 7mall conflicts can be resolved by a talk between both parties. &oth persons should sit together to talk about the conflict. Fvery conflict can be resolved by a way that is accepted by both persons. Those persons should try to find out that way. If they are unable to resolve a conflict, then a 2udge should resolve their conflict according to the laws. In such a way, no party will get anger and the conflict will resolve. &efore dealing with a conflict, you need to determine whether it is real conflict or 2ust an unwanted reality. If it is an unwanted reality, then you may not resolve it easily. Fven a 2udge cannot resolve such thing in short time. )e can say that dealing with unwanted reality is somehow difficult than conflict. 8umber of conflicts occurs in daily life are greater than unwanted realities so we can resolve these conflicts easily. )e can resolve the conflict by a following way acceptable by both persons.

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Conflict Resolution Strate ies to ac&ie+ed a co**on $ur$ose in !ot& countries dealin s Malaysia has a very strong economic relationship with China. !s of today, China is Malaysia biggest trading partner, accounting for #?Q of Malaysias #-

total trade. Malaysia is also Chinas significant trading partner in the !sean region. Therefore it is important for the two countries to understanding both culture to resolve the conflict especially in social and communication skill in todays business interactions. Conflict is a culturally defined event, hence different conflict management styles in relation to different cultures. The specific emphasis in this assignment is related to Malaysia and China. "owever, the investigation found the differences and the similarities which existed across different cultures like !sian, !merica and !ustralian as far as resolving interpersonal conflict was concerned and how cultural factors played a role in choosing different styles to conflict resolution. The competing style is more favoured by members of !merican cultures. In contrast to earlier presumption that members of !ustralia will show a similarity in conflict resolution style to !mericans, there exist a diversion, since !ustralians show a preference for collaborative and compromising style according to the studies. The members of !sian countries show an opposite pattern to !mericans. In India the most preferred style to resolve the conflict is accommodating followed by avoiding. *oreans resolve their conflicts mostly by compromising and avoiding style. /apanese prefer avoiding and accommodating styles. Chinese have a preference for compromising and avoiding again comparison to Malaysian who prefer integrating and also compromising styles. The impact of culture on conflict management is especially important in multinational company settings. "ofstede +#,G6, #,,#. suggested four dimensional factors, namely, power distance, uncertainty avoidance, individualismPcollectivism, and feminismPmasculinity, in differentiating the management styles adopted by managers of different cultural backgrounds with a fifth4dimension factor added later, namely long4term versus short4term orientation. "otstede found that the four dimensions show some significant and meaningful correlations with geographic, economic, demo4graphic, and political national indicators. Tse, $rancis and )alls +#,,?. also #G noted that individuals from different cultures usually adopt different conflict strategies.

Chen and 7tarosta concluded that Dthree aspects of culture especially influence conflict managementPresolutionC cultural context, language differences, and thinking patterns.E

3. 3.1

Intercultural ne otiation Malaysia !s said before, Malaysias population represents a pluralistic mix of several cultures. Fthnic Malays are in the ma2ority, 1G percent of the population, Chinese +3? percent. and Indians +G percent., whose perspectives and customs are significantly different, largely dominate the business culture. )hen negotiating business here, reali e that people may expect things to be done Rtheir way, and let them set the pace initially until you have had a chance to determine how your interactions are most effective. Malaysias culture is strongly group4oriented. !sserting individual preferences may be seen as less important than having a sense of belonging to a group, conforming to its norms, and maintaining harmony among its members. &uilding lasting and trusting personal relationships is therefore critically important to most Malaysians, who often expect to establish strong bonds prior to closing any deals. 0egardless of ethnicity, people in this country usually do business only with those they know and like. Fstablishing productive business cooperation re;uires a long4term perspective and commitment. Conse;uently, proceed with serious business discussions only after your counterparts have become comfortable with you. 0elationships are based on familiarity, respect, and personal trust. &usiness relationships in this country exist between people, not necessarily between companies. Fven when you have won your local business partners friendship and trust, they will not necessarily trust others from your company. That makes it very important to keep

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company interfaces unchanged. Changing a key contact may re;uire the relationship building process to start over. In Malaysian culture, Rsaving face is very essential. Causing embarrassment to another person may cause a loss of face for all parties involved and can be disastrous for business negotiations. 0eputation and social standing strongly depend on a persons ability to control emotions and remain friendly at all times. If you have to bring up an unpleasant topic with a Malaysian, never do so in public and always convey your message in ways that maintain the others self4 respect. The importance of diplomatic restraint and tact cannot be overestimated. *eep your cool and never show openly that you are upset. 0emaining modest and doing everything you can to maintain cordial relations are crucial to your success. )hile Malaysians view politeness and humility as essential ingredients for a successful relationship, these factors do not affect their determination to reach business goals. They are patient and persistent in pursuing their ob2ectives. It is in your best interest to do the same. In Malaysian business culture, the respect a person en2oys depends primarily on his or her status, rank, and age. Hou will commonly find leaders in senior roles to be of advanced age. It is important to treat elderly people with the greatest respect, which includes refraining from smoking and not wearing sunglasses in their presence. Copyright 366>, 366-, 366G 4 =othar *at 3 &ahasa Melayu is the official language of Malaysia. !lthough most government offi cials speak at least some Fnglish, their command of the language may be limited and they may prefer to use their own one. !n interpreter may be provided, though. 8ote that the Fnglish spoken in Malaysia often has uni;ue pronunciations, syntax, and grammar, which can lead to misunderstandings. )hen communicating in Fnglish, speak in short, simple sentences and avoid using slang and 2argon. It will help people with a limited command of Fnglish if you speak slowly, summari e your key points often, and pause fre;uently to allow for 36

interpretation. Correspondence with government officials must be in &ahasa Melayu. 3.2 C&ina .C&inese/ &ill Chan, a writer of articles, titled DThe art of negotiating with the Chinese 4 tips on cross cultural negotiatingE share some advice and tips on how to better handle the commercial and trade negotiations with Chinese business organisations to help us avoid the costly mistakes of getting caught by deal4breakers or dead4ends. I7 T"F 7C(T)(0* <G 7TF'< 8F9(TI!TI89 '0(CF77 T"F 7!MFO The short answer is, HF7, the process applies to all cultures. 7cotwork has successfully consulted for many years to managers and executives across !sia, and the 7cotwork <G 7tep< structure for managing the process of negotiating is certainly as relevant and applicable to negotiating with the Chinese as it is in a )estern context. "owever in our business experience in !sia and with the Chinese in particular, the application of the G 7tep process is subtely different, and in particular some of the emphasis and behavioural tendancies which apply at different stages of the negotiating process vary with Chinese culture and business practices. 3.3 -re$are %uring your preparation, ob2ectives, information and strategy are key ingredient that will establish the basis for your success +or failure.. The preparation structure we present on the 7cotwork course is entirely relevant to preparing for negotiations with the Chinese, here are some areas of particular emphasis. Hour ob2ectives and strategy, generally speaking, should align well with political policy and organisational direction in China. The preferred situation is for your ob2ectives to benefit the implementation of their policy, as well as to grow your business. If this is not possible, then 3#

your ob2ectives need at a minimum to avoid being in conflict with their policy. Hour research in gathering information on policies and other internal constraints should be obtained from local intelligence, instead of relying on written material translated into Fnglish. Investing early in a reliable and knowledgeable translator as a source of information can deliver good returns to your deal. %espite perhaps being overemphasised by many )estern negotiators, the classical Chinese reference book on tactics, <7un T u !rt of )ar< is worth reading, and good Fnglish translations are widely available. The Chinese business community learns a lot from this book, and many of these tactics are used in their deals. !lthough in 7cotwork we donBt encourage the use of negotiating <tricks< +sometimes confused with tactics., you might be surprised to find that some tactics in this book are similar to those commonly used +and fre;uently mis4used. in the )estern world. The bottom line is 4 we are all human beings that share some common behaviours 4 as always, the more you understand of your trading counterpart the better the deal you are likely to be able to achieve. 3.4 Ar ue If youBve done the 7cotwork course, youBll understand that this step doesnBt mean you have an argumentS %uring the !rgue step, Chinese are generally less comfortable asking ;uestions, disclosing information, clarifying specific points or engaging in intensive debate than their )estern counterparts. !s a result, negotiations based on untested or incorrect assumptions are even more common than in )estern negotiations. In our experience, more negotiations fail through a lack of disclosure than through too much disclosure. (ur advice is to show your sincerity early by starting open and frank dialogue, sharing some useful public4 domain information, and disclosing appropriate private information that will help to structure the expectations of your colleague. The approach 33

we coach on the 7cotwork course is absolutely relevant and appropriate in the Chinese context. In ;uestioning the other party, try to avoid bombarding them with numerous and sensitive ;uestions. The Chinese side may shut off completely, and leave you empty4handed. Informal social occasions tend to lower the information exchange barriers, and are much more important in Chinese negotiations than in )estern deals 4 they should if possible precede formal negotiating engagement. 3.% -ro$ose In general, Chinese negotiators are less comfortable in declaring their position or making the first move, they would rather wait for you to start with your proposal, or to ask <Make Me !n (ffer<. Information from your research can offer you tremendous help in making your first proposal credible. 0ealistic proposals are much more likely to drive the process forward no matter which business culture you are dealing with. The proposal that address both government policy and their business needs can be more easily accepted. In a commercial negotiation, as we would advice in a )estern context we suggest you open at your intended, or their maximum, position. The credibility of your proposal is the key to winning their trust and despite common perceptions about loading in <haggle factors<, ambit proposals are as likely to lose you credibility in &ei2ing as in 7ydney. 3.( Bar ain !fter making your proposal, you must be prepared for lengthy and intensive bargaining talks. The Chinese have been professional traders for thousands of years. They may lose an argument but win real benefit from trading with you. !s in )estern negotiations, you should maintain multiple variables in the trading process instead of being trapped into haggling over one issue only +for example price.. 3:

!lways remember that small, conscious and planned concessions as gestures can be vital for winning the heart4and4soul of your trading party, since they will remember your <favour<, and most importantly, a sign of your respect. They will pay you back with a <favour< later on +like a <favour bank< system.. $or those concerned that this conflicts with our advice relating to <Flk 7teaks<, remember that we are not talking about providing unconditional concessions in response to pressure. Interested readers may also wish to read *eith 7taceyBs article <8egotiating, relationships and good manners< here... +If you donBt know what an Flk 7teak is, it is probably time you looked into attending the 7cotwork course..... 3., Close and a ree $inally, if you are able to close the deal, you must ensure that the signature comes from a senior company official with real authority, who will stay in the position over your contractual period. In China, the signing person holds ultimate responsibilities for the agreement, whether it is a private4owned or publicly4listed company. This is a subtle but important distinction with the )estern view, where the signatory is generally signing for the organisation alone. !gain, your information research in the early stages is critical and must determine the name of this person. If the person who executes the agreement is about to leave the company, there is an increased likelihood that your agreement may not be honoured after the change of management. !fter the agreement is reached and the <2oyful moment< has passed, you may realise a new relationship starting over again with the implementation party. ! significant risk is that the signing party may intentionally or unconsciously fail to communicate internally so that your deal is not known by the implementation party. There are +as in )estern negotiations. risks that the senior member who signed the deal may not pay attention to details, nor document the deal, leaving lots of ambiguity and guess work to the implementation parties. 3?

The best approach is to identify and involve the implementation party before closing the deal, so that there is no excuse from implementation party after the deal is executed. 3.3 TO- 15 TI-S $inally, here are my #6 tips for negotiations with ChineseC Thorough research 4 the business, political and personal needs of top executives, as well as their formal P informal organisation hierarchy and ties with government. Fffective <inside4support< 4 to lobby the decision4makers, ideally from the same company. "ave patience 4 you donBt expect to fly your top boss to China and get the deal signed on the same trip. 0elationship +9uan xi. and respect +face or Mian i. 4 with decision4makers and influencers is the key. )ining and dining is necessary with key members in the early stages. =earn a few Chinese greeting words 4 this is very effective for the first introduction and opening of your meetings to build rapport from your Chinese audience !lways play a cooperative role 4 no matter how competitive your natural behavioral style, never lose your temper, confront or argue with Chinese. !void if possible saying 8( up4front but use mild words to decline where re;uired. Hou should consider preparing reasonable gifts from your own country to show your respect Take advantage of commonly used top4down decision practices 4 (nce anchored with the key company person, you can often leverage the deal4first4detail4later practice adopted in some Chinese companies. 31

Invite them to visit your head office and offer a tour 4 if you can afford it, this is a clear sign of a possible deal when they accept your invitation.

Fngage

a trustworthy <watchdog<

person

during

the

implementation 4 a crucial role to monitor and govern that all agreed items are implemented and fulfilled accordingly. (nce you know your Chinese partner well, you should find it en2oyable in making the deal and negotiating for mutual reward.

4.

Barriers to co**unication &arriers can get in the way of effective communication. This is known as BnoiseB. 8oise makes communication less efficient and less cost4effective. $or example, if a change occurred to legislation, such as changes to deposit protection, the message explaining this to building society staff would be different to that for its customers. Fach version would need to be written and presented to make it meaningful to the chosen group. The key to effective communication is to cut down the amount of noise in order to keep the message clear. To minimi e problems, the &7! and its members make sure thatC senders understand what information has to be transmitted, to whom and when. They know which channels of communication are most appropriate messages are in the right format messages are written in clear Fnglish with as little use of 2argon as possible so readers understand. $or example, the term BmutualityB could be explained as members and customers being the same thing. &arriers in communication between Malaysia and China are as followsC4 3>

4.1

Lan ua e and usin inter$reters Chinese is clearly very different from Fnglish and is a hard language to learn for Fnglish speaking people. *iwis in China +like most )esterners. have mixed feelings about how difficult it makes doing business. 7ome report they are frustrated at not knowing whats being said at meetings and having to rely on interpreters while others love the challenge.

)ays to overcome language problems include employing Chinese speaking staff and using interpreters. The use of Fnglish in business and trade circles is also becoming increasingly common, particularly in the large cities of the south east. (ne common piece of advice is to spend more time understanding the Chinese culture than the language.

There are many successful )estern business people who have been in China for many years who have only a smattering of the language. Fnglish is becoming increasingly common particularly in the large cities of the south east, but unless you have been told otherwise you are dealing with cant speak common. The Chinese should assume that the Chinese you Chinese. 0egional dialects are

Fnglish and will generally conduct conversations and negotiations in also 9overnment is committed to standardising communication in China around Mandarin A the official spoken language. Most Chinese outside the &ei2ing region are bilingual and are able to speak Mandarin and their local language or dialect. Malaysian have to take the time to learn a little Mandarin before doing business with Chinese . Hou can start with learning greetings and common courtesies such as please and thank you and introducing yourself. Fven 2ust learning to pronounce Chinese correctly will be seen as an investment into the relationship.

3-

"owever, you need to be aware of the huge regional variations in spoken Chinese. (ther common Chinese languages include )u +spoken in 7hanghai., Cantonese +spoken in the south4eastern part of China, especially in the 9uangdong province., and "akka +spoken in the southern provinces, including 9uangdong.. Ising interpreters tipsC If possible, use a mainland Chinese interpreter. If you bring an interpreter with you from another country or region, make sure sPhe speaks standard Mandarin. To establish a long4term business with China, Malaysian need to consider having own interpreter or bilingual staff. $ully brief the interpreters before important meetings or negotiations. )here necessary provide them with a list of terminology well in advance of the meeting. Ising a local interpreterC4 !lthough a growing number of younger Chinese managers and government officials speak some Fnglish, you will almost always need an interpreter for formal meetings and negotiations in China. The Chinese will usually provide an interpreter for their side. Ising a mainland Chinese interpreter is important. They not only speak standard Chinese but also understand the mainland China environment, mentality and context A which are all very different from other regions such as in "ong *ong, Taiwan or 7ingapore. ! mainland Chinese interpreter might be more familiar with Chinese culture, business eti;uette, practices and guanxi, as well as Chinas social, economic and political environments. If you decide to bring an interpreter with you from "ong *ong, 7ingapore or other overseas country, ensure they speak standard 3G

Mandarin and have a good appreciation of mainland Chinas social, economic and political environment. Interpreting and translating are two different professions with totally different skills. Interpreters are for oral interpreting and translators are for written translation. 4.2 Listenin $or truly effective communication, business people + Malaysian and Chinese. must hone their listening skills to ensure they fully understand the whole messageC not 2ust the content, but the motivation behind whats being said, the circumstances around which theyre conversing, even what gets left out of the conversation. Colleagues must listen with ears and eyes, picking up on voice tone and physical cues to take in the whole message. &arriers to effective listeningC4 're 2udgement =isteners 2ump to conclutions or close their mind to new information on anything that does not agree with their beliefs 7elfishness C 'eople prefer not to listen but to take control of conversation 7elective listening C =isteners let their minds drifty around all over the place They tune out until they hear something that attracts their attentions and they tune back in again temporarily %ifferent between a good listener and bad oneC4 Bad listener Is easy distracted A ood listeners makes the most of the opportunity fights distraction day dreams 3, makes an effort to concentrate

$akes attention

uses body language to show attention

tunes out dryer sub2ects

asks Dwhats in this for meO Consider the facts and data

tunes out if delivery is poor

forgives delivery errors 2udges content over delivery

tends to argue reacts to emotions

interrupts only to clarify gives speaker a chance before 2udging emotional evidence not obsessed words with considers

To establish more efficient business relationship between Malaysia and China, the following must be taken seriouslyC4 4.3 1earin Tuite literally, you cant listen if you cant receive audible input. To make it easy to hear, find a place with no interruptions or background noise A space that may be difficult to find on an assembly line or sales floor. 0educe background noise, phone calls, pinging email notices or any other stimuli that might tempt you to multi4task. 7top work, look at the colleague and focus on what he is saying.

4.4

Attendin )ith physical distractions minimi ed, concentrate on the speaker, filtering out extraneous ideas. )ait until the coworker has finished a thought, allowing for pauses between sentences. Fven if you agree with what she says, interrupting the thought can distract her or make her feel too uncomfortable to flesh out the thought further. Important facts or ideas go y-off4course this way, sometimes permanently. :6

4.%

7nderstandin (nce you take in the message, follow up to ensure comprehension. !sk ;uestions to clarify parts you feel unsure about, preferably by repeating the particular point that is an issue and asking your colleague to elaborate or even rephrase until you gain clarity.

4.(

Res$ondin Throughout the conversation, but particularly toward the end, provide feedback. Maintain eye contact, with the body s;uarely facing the speaker, and nod or give encouragement with DyesE or DI see.E Then recap or paraphrase key points, summari ing in your own words what you heard and giving the speaker time to confirm or correct these summaries.

4.,

Re*e*!erin The most important way to make the speaker feel confident that he has been heard is to remember the conversation. %uring the conversation, write down points or phrases to 2og your memory later. These notes can include nonverbal cues, like Dseemed very agitatedE or Dwas enthusiasticE to help recall the intensity or tone of the message. =ook for specifics to act on, then get back to your coworker and show how these actions made a difference. This reinforces confidence and trust that you really do listen, and encourages colleagues to speak up more often.

4.3

8er!al Co**unication The basis of communication is the interaction between people. Nerbal communication is one way for people to communicate face4to4face. 7ome of the key components of verbal communication are sound, words, speaking, and language. The actual origin of language is sub2ect to considerable speculation. 7ome theorists believe it is an outgrowth of group activities such as 6or2in to et&er. T&e de+elo$*ent of lan ua es reflects class9 :#

ender9 $rofession9 a e rou$9 and ot&er social factors. T&e &u e +ariety of lan ua es usually creates difficulties !et6een different lan ua es9 !ut e+en 6it&in a sin le lan ua e t&ere can !e *any $ro!le*s in understandin . Through speaking we try to eliminate this misunderstanding, but sometimes this is a very hard thing to do. /ust as we assume that our messages are clearly received, so we assume that because something is important to us, it is important to others. Many problems can arise is speaking and the only way to solve these problems is through experience. 7ince the ma2ority of speaking is an interpersonal process, to communicate effectively we must not simply clean up our language, but learn to relate to people. In interpersonal speaking, eti;uette is very important. To be an

effective communicator one must speak in a manner that is not offending to the receiver. Fti;uette also plays an important role in an area that has developed in most all business settingsC hierarchical communication. In business today, hierarchical communication is of utmost importance to all members involved . 9.9 :on08er!al Co**unication DMost social psychologists will tell you that nonverbal communication makes up about two4thirds of all communication between two people or between one speaker and a group of listeners. 8onverbal communication can portray a message both verbally and with the correct body signals. DThere are numerous elements of what we call body language. They include physical features, both changeable and unchangeable, your gestures and signals you send to others at a conscious and unconscious level, and the space that you use when communicating with others.

:3

The wrong message can be established if the body language conveyed does not match a verbal message. 8onverbal communication strengthens a first impression in common situations like attracting a partner or in a business interview. DHou have less than ten seconds and realistically close to four seconds to make a good impression on those with whom you come in contact. $irst encounters or interactions with another person strongly affect a persons lifestyle. D'eople are more likely to believe that the first things they learn are the truth. )hen the other person or group is absorbing the message they are focused on the entire environment around them, meaning, the other person uses all five senses in the interaction. D7ight makes up G:Q of the impact on the brain of information from the senses during a visual presentation. Taste makes up #Q, "earing makes up ##Q, smell :Q and touch 3Q.E 15. Conclusion Conflict does not have to be a ero4sum game, meaning that one party wins and the other loses. 0esolving conflict can actually be a victory for all involved. To ensure a win4win situation, all parties must first calm down and reduce the tension in the atmosphere. 8ext, each individual should talk about how hePshe views the problem, but hePshe should avoid dishing out blame. Creating a win4win situation means that everyone must listen to everyone else. The result of careful listening is being able to paraphrase what the speaker said. 'arties must also take responsibility for their role in the conflict. To conclude the process, the parties need to develop solutions which will satisfy everyone.

::

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