Pogajanja v medkulturnem okolju: primerjava Japonske, Kitajske in Slovenije

Kek Horvat, Ina

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Naslov:	Pogajanja v medkulturnem okolju: primerjava Japonske, Kitajske in Slovenije
Avtorji:	ID Kek Horvat, Ina (Avtor) ID Završnik, Bruno (Mentor) Več o mentorju...
Datoteke:	MAG_Kek_Horvat_Ina_2022.pdf (1,61 MB) MD5: 7474458543E7148A61C9137A0CA14B0C
Jezik:	Slovenski jezik
Vrsta gradiva:	Magistrsko delo/naloga
Tipologija:	2.09 - Magistrsko delo
Organizacija:	EPF - Ekonomsko-poslovna fakulteta
Opis:	V magistrskem delu smo se osredotočili predvsem na kulturo pogajanj v različnih državah po celotnem svetu. Odločili smo se, da primerjamo pogajalsko kulturo med Japonsko, Kitajsko in Slovenijo. Za bolj poglobljene rezultate smo se odločili za študijo primera, intervjuvali smo podjetnika, ki se je v preteklosti pogajal z japonskimi podjetniki. Poslovna pogajanja so sama po sebi težaven proces, poln pričakovanj ter presenečenj, prav tako so poslovna pogajanja zelo dolgotrajen proces. Kadar v pogajanja vključimo različne kulture, to celoten potek pogajanj veliko bolj oteži. Potrebno se je zavedati, da so v današnjem času medkulturna pogajanja neizogibna, zato je poučevanje ter spoznavanje novih kultur ter navad velikega pomena. S pogajanjem smo se srečali prav vsi, verjetno že takoj v rani mladosti, ko smo se s starši želeli pogoditi glede želja. Zelo podobna so tudi pogajanja v poslovnem svetu, dve strani si želita doseči določen cilj in s pogovorom skušajo delno ustreči obema stranema. Vsak podjetnik mora zmeraj proučiti nasprotno stran, pridobivanje informacij je ena izmed ključnih točk v pogajanju. Za boljše razumevanje delovanja obeh pogajalskih strani smo v delu predstavili pogajalske stile, značilne za medkulturne pogajalce. Ker je problem v medkulturnem pogajanju različen pogled na posel, kulturo ter navade, smo raziskali različne navade vseh držav, ki jih obravnavamo. Vsekakor so vsa pogajanja zahtevna, še posebej tista, katerih nasprotni pogajalci prihajajo iz različnih kultur, navad. Pri medkulturnih pogajanjih so potrebne predpriprave, spoznavanje kulture, njihovih navad, načinov komunikacije in posla samega. V prvem delu magistrskega dela smo definirali, kaj so pogajanja ter kaj so medkulturna pogajanja. Kasneje smo opredelili, kdo sploh je oseba, ki se pogaja, ter katere so neizbežne lastnosti pogajalcev. Pogajalci so osebe, ki imajo ogromno pogajalskih in komunikativnih veščin. Dobro morajo prepoznati človekovo osebnost in ljudem tudi prisluhniti. V pravem času morajo znati nasprotno stran prepričati v svoj prav, prav tako morajo vedeti, kje je meja, in znati pravočasno popustiti nasprotni strani. Pogajalski stili se razlikujejo glede na pogajalčeve lastnostni ter osebnost. Opisali smo tudi stopnje, kako pogajanja potekajo. Na začetku se vsekakor obe strani pogajalcev spoznavata, opredelita želje ter cilje in si začneta sami pri sebi delati strategije glede na videno in slišano. Tako kot smo že omenili, morajo biti pogajalci odlični poslušalci, analizirati morajo vsak izrečen stavek nasprotnih pogajalcev, s čimer si lahko ustvarijo prvoten vtis. Na podlagi tega (pozitivne ter negativne lastnosti pogajalca), si lahko začnejo ustvarjati strategijo, kako bodi pristopali k pogajanju. Nato sledi dokazovanje ter predlogi obeh strani pogajalcev. Med pogajanji so premori zelo pogosti. Kasneje sledijo prepričevanja ter na koncu popuščanja, zadnja stopnja je strinjanje ter podpis. V drugem delu magistrskega dela smo pod drobnogled vzeli tri različne države sveta, jih opisali ter na koncu primerjali. Prva država je bila Japonska, ki je znana po timskem delu, nikoli se dosežki ne pripisujejo samo eni osebi, ampak celotnem teamu. Enako velja pri napakah; nikoli se ne graja ali izpostavlja samo ene osebe, ampak celoten team. Japonska kultura je nekoliko bolj podobna kitajski kulturi, ki je bila naslednja opisana. Kitajci so država za sebe, po eni strani so tehnološko neverjetno razviti, po drugi strani se močno oklepajo tradicije. Tretja država je Slovenija, majhna država, ki je relativno mlada. Opazili smo, da Slovenija deluje veliko po vzoru Avstrije in Nemčije.
Ključne besede:	pogajanja, medkulturno, kultura, poslovno, pogajalec
Kraj izida:	Maribor
Založnik:	I. Kek Horvat
Leto izida:	2022
PID:	20.500.12556/DKUM-81877
UDK:	005.32/.33
COBISS.SI-ID:	124585475
Datum objave v DKUM:	06.10.2022
Število ogledov:	692
Število prenosov:	188
Metapodatki:
Področja:	EPF
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Licence

Licenca:	CC BY-NC-ND 4.0, Creative Commons Priznanje avtorstva-Nekomercialno-Brez predelav 4.0 Mednarodna

Povezava:	http://creativecommons.org/licenses/by-nc-nd/4.0/deed.sl
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Začetek licenciranja:	13.06.2022

Sekundarni jezik

Jezik:	Angleški jezik
Naslov:	Negotiations in an intercultural environment: comparison between Japan, China and Slovenia
Opis:	In the master's degree, we focused mainly on the culture of negotiation in different countries around the world. We decided to compare the negotiating culture between Japan, China and Slovenia. For more in-depth results, we opted for a case study, interviewing an entrepreneur who has negotiated with Japanese entrepreneurs in the past. Business negotiations are in themselves a difficult process, full of expectations and surprises, and business negotiations are a very long process. When we include different cultures in the negotiations, this makes the whole course of negotiations much more difficult. It is necessary to be aware that nowadays intercultural negotiations are inevitable, therefore, teaching and getting to know new cultures and habits is of great importance. We all met with the negotiation, probably at an early age, when we wanted to negotiate with our parents about our wishes. Negotiations in the business world are very similar; the two sides want to achieve a certain goal and are trying to partially satisfy both sides through talks. Every entrepreneur must always study the opposite side; obtaining information is one of the key points in the negotiation. To better understand the workings of both negotiating parties, we have presented in the work the negotiating styles typical of intercultural negotiators. Because the problem in intercultural negotiation is a different view of business, culture, and habits, we explored different habits of all the countries we address. Certainly, all negotiations are challenging, especially those whose counter-negotiators come from different cultures, habits. Intercultural negotiations require preparation, learning about culture, their habits, ways of communication, and the business itself. In the first part of the master's thesis, we defined what negotiations are and what intercultural negotiations are. We later defined who the negotiator is and what the inevitable characteristics of negotiators are. Negotiators are people who have a wealth of negotiation and communication skills. They need to recognize a person’s personality well, and therefore, they have to listen carefully. At the right time, they have to persuade the opposite side, they also need to know where the border is, and let go of the opposite side. Negotiation styles vary according to the negotiator's characteristics and personality. We also described the stages of the negotiations. In the beginning, both sides of the negotiators get to know each other, define their wishes and goals, and start working on their own strategies based on what they have seen and heard. As we have already mentioned, negotiators must be excellent listeners, they must analyse every sentence uttered by the opposing negotiator, therefore, they can create an initial impression of the negotiator. Based on this (positive and negative characteristics of the negotiator), he can begin to create a strategy for how he will approach the negotiation. This is followed by evidence and proposals from both sides of negotiators. Breaks are very common during negotiations. Persuasion follows and finally concessions; the last stage is agreement and signature. In the second part of the master's thesis, we took a closer look at three different countries of the world, described them and finally compared them. The first country was Japan, known for teamwork; achievements are never attributed to just one person, but to the whole team. The same goes for mistakes; never scolding or exposing just one person, but the whole team. Japanese culture is somewhat more similar to Chinese culture, which was also described. The Chinese are a country unto themselves; on the one hand they are technologically incredibly developed, on the other hand they cling strongly to tradition. The third country is Slovenia, a small country that is relatively young. We have noticed that Slovenia is following the example of Austria and Germany.
Ključne besede:	negotiations, intercultural, culture, business, negotiator

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