Homework answers / question archive / HUM-20030-XE108 Culture and … Project & Resources Table of Contents Announcements Project Discussions JG Project Results FAQs Calendar James Gri?n Support Tools Project Instruc!ons Project Instruc!ons # " Listen ! Competency In this project, you will demonstrate your mastery of the following competency: Support greater cultural understanding by examining historical and cultural contexts Scenario You work for CON-voke, an organiza!on that helps develop and run conven!ons, conferences, and business mee!ngs on a variety of topics

HUM-20030-XE108 Culture and … Project & Resources Table of Contents Announcements Project Discussions JG Project Results FAQs Calendar James Gri?n Support Tools Project Instruc!ons Project Instruc!ons # " Listen ! Competency In this project, you will demonstrate your mastery of the following competency: Support greater cultural understanding by examining historical and cultural contexts Scenario You work for CON-voke, an organiza!on that helps develop and run conven!ons, conferences, and business mee!ngs on a variety of topics

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HUM-20030-XE108 Culture and … Project & Resources Table of Contents Announcements Project Discussions JG Project Results FAQs Calendar James Gri?n Support Tools Project Instruc!ons Project Instruc!ons # " Listen ! Competency In this project, you will demonstrate your mastery of the following competency: Support greater cultural understanding by examining historical and cultural contexts Scenario You work for CON-voke, an organiza!on that helps develop and run conven!ons, conferences, and business mee!ngs on a variety of topics. You will help organize a charity dinner and cultural exhibi!on to raise money for an interna!onal nonprofit. The fundraiser will feature viewing of an artwork or cultural heritage item, with the proceeds going to charity. The dinner will focus on the country of the curated item, o?ering a#endees the opportunity to learn more about the global culture and the influences that shaped its crea!on. Your supervisor has asked you to help plan the event, write an overview for the dinner, and create some brief notes on the piece to be auc!oned. Your supervisor would like the dinner to be a culturally relevant and accessible event. You should treat it as a social ar!fact; it should be a business dinner that is reflec!ve of cultural expecta!ons for the curated item’s country of origin, and it should o?er a#endees the opportunity to learn more about the culture and its historical influences. Direc!ons : Part 1: Select a Country First, you should select a loca!on for your dinner. Use the World Business Cultures: A Handbook textbook and other resources located in the Suppor!ng Materials sec!on as a star!ng point for researching a culture. However, you will need to do more research on the culture as you develop your event. Use the Shapiro Library to find more informa!on about the culture’s concep!ons of what to expect at a business dinner, its social customs, and any business e!que#e par!cular to the culture. Waitsta? can serve guests food and drinks, but this may not be appropriate for all types of events. Part 2: Select an Ar!st and Artwork Now that you have found a host country, you will need to select an artwork to feature for the cultural exhibi!on. You may also choose to use a relevant cultural ar!fact or product. Use the ARTSTOR and Grove Art Online databases to find an appropriate item. You can filter your choices by country and learn more about the piece you’ve chosen. ARTSTOR has a large selec!on of cultural ar!facts, along with descrip!ons and histories. Grove Art Online provides detailed biographies of ar!sts, and ar!cles on art movements and styles from various countries. Reach out to a librarian in the Shapiro Library if you need assistance naviga!ng the databases. Part 3: Write the Brief Your supervisor wants a business brief, approximately 1,500 words in length, that will detail what to expect for the dinner. Your brief should explain the cultural significance of the various aspects of the event, and also how to prepare guests for any par!cular customs. In par!cular, you should seek to answer these ques!ons: How does this country approach the idea of a formal dinner? What cultural influences have determined how people in this country act in a professional se$ng? Are there any customs or tradi!ons to be aware of? : Are there certain expecta!ons to the format of a professional dinner? Are there any cultural events like dance or theater, or certain foods and drinks, that are expected at such a Are there any cultural events like dance or theater, or certain foods and drinks, that are expected at such a dinner? Why? What aspects of a business dinner reflect cultural meaning? Are there certain expecta!ons that originate in cultural values? Has tradi!onal professional e!que#e in this country changed in reac!on to new global influences? What stands out as the most di?erent from your own culture? The most similar? What poten!al problems can you prepare guests to encounter at this dinner? What subjects of conversa!on are expected? What sorts of subjects are taboo? Is there an expected way that conversa!on should proceed? Is there anything that guests should avoid doing, so as not to o?end? Part 4: Fill Out the Item Descrip!on Your supervisor will be presen!ng at the dinner on the artwork or cultural item, and he would like you to fill out the Cultural Item Descrip!on document in the Deliverables sec!on—this is the informa!onal sheet that he will use to prepare. He has created this short document to collect informa!on about the provenance of the ar!fact, its historical and cultural influences, and its interpreta!on. Use the informa!on you find on ARTSTOR and the Grove Art Online databases. You can also research the subject in the Shapiro Library, if you need more informa!on. What to Submit Every project has a deliverable or deliverables, which are the files that must be submi#ed before your project can be assessed. For this project, you must submit the following: 1. Business Brief Write a 1,500 word business brief for your supervisor explaining the cultural and historical context of a formal business dinner in your selected culture. It should include a descrip!on of the event and any cultural considera!ons relevant to understanding the format and customs. 2. Cultural Item Descrip!on Fill out this informa!onal sheet, which should include a descrip!on and the provenance of the featured ar!fact, its historical and cultural influences, and other per!nent details. Suppor!ng Materials The following resource(s) may help support your work on the project: Cita!on Help Need help ci!ng your sources? Use the CfA Cita!on Guide and Cita!on Maker. Reading: World Business Cultures: A Handbook Use this Shapiro Library e-book, especially Chapter 7, for ideas about ways that cultures may di?er, and the best : ways to be inclusive. ways to be inclusive. Reading: Chinese Business Dinners Are Based on Tradi!on This in-depth Shapiro Library ar!cle explains the nuances of a tradi!onal Chinese business banquet. Reading: Business E!que#e in Poland, Germany, France and China: An Intercultural Approach This Shapiro Library ar!cle o?ers an overview of business e!que#e in Poland, Germany, France, and China provides a good contrast of the di?erent rituals for formal interac!on across the world. Reading: Cultural Overviews of Business E!que#e Read the following Shapiro Library ar!cles to see some examples of specific cultural behaviors from selected cultures. These overviews can give you some ideas about the types of di?erences to look for when researching your event. The Asian Way The Down Under Way How They Do It in . . . Japan Reading: Business E!que#e Abroad Avoiding Costly Faux Pas This Shapiro Library ar!cle from 1968, while dated, shows that intercultural ques!ons and concerns around professional mee!ngs have existed for a long !me. The considera!ons raised here are s!ll relevant today. Shapiro Library Database: ARTSTOR You may use this Shapiro Library database to locate an ar!fact for the fundraiser. You can use the filters when browsing to locate an ar!fact from the culture you will be examining. Go to Browse, then Artstor Collec!ons, then filter by Geography to locate works from a specific country. For research assistance, contact the Shapiro librarians on the library homepage. Shapiro Library Database: Grove Art Online Reflect in ePor!olio Download Print Open with docReader Ac"vity Details Task: View this topic : Read all about your project here. This includes the project scenario, direc!ons for comple!ng the project, a list of what you will need to submit, and suppor!ng materials that may help you complete the project. HUM-20030-XE108 Culture and … Project & Resources Table of Contents Announcements Project Discussions JG Project Results Project Instruc!ons Project Instruc!ons Cultural Item Description Item name: Link to the item on ARTSTOR or Grove Art Online: Item Description: (Include the country of origin, date of creation, and artist, if applicable.) How is history reflected in the artifact being shown? • What aspects demonstrate influence from making historical choices? What aspects of the item reflect cultural meaning? • Are there certain expectations that originate in cultural values? • Have certain aspects from other cultures been adopted into this culture? Why or why not? How was the artifact originally meant to be used or viewed? • What did the creator of the artifact originally intend this item to mean culturally? Is there is a functional aspect or use to this item? • How does the use relate to its form? : How do you interpret the artifact? • What does it mean to you, given your own culture and values? FAQs Calendar James Gri?n Support Tools : : Reflect in ePor!olio Download Print Open with docReader Ac"vity Details You have viewed this topic Read all about your project here. This includes the project scenario, direc!ons for comple!ng the project, a list of what you will need to submit, and suppor!ng materials that may help you complete the project. : Last Visited May 7, 2021 12:43 PM SOUTHERN NEW HAMPSHIRE UNIV Chinese business dinners are based on tradition. Authors: Toy, Tommy Source: Nation's Restaurant News. 1/15/96, Vol. 30 Issue 3, p24. 1/2p. Document Type: Editorial Subject Terms: Meals Geographic Terms: United States Abstract: Opinion. Presents tips in hosting business dinners in a Chinese restaurant. Scheduling of the dinner; Sitting arrangement; Ordering of food; Traditions being observed by Chinese during business dinners. Full Text Word Count: 869 ISSN: 0028-0518 Accession Number: 9601314497 CHINESE BUSINESS DINNERS ARE BASED ON TRADITION : " Listen ! Section: OPINION In the United States business dinners are often an "extra," something reserved for only the most important clients. In China, however, they are more critical to successful business relations. In fact, if done properly, the business banquet is one of the best ways to demonstrate one's knowledge and appreciation of Chinese culture to current or future business associates. Whether one is hosting or attending a business banquet, it's important to realize the role food plays in Chinese culture. Sharing a meal together is an essential way to rejuvenate the body as well as the mind. It is a celebration filled with ritual. When you are the host of a business banquet, it is your responsibility to decode this ritual for your guests, ensuring the evening is enjoyable and successful for everyone. As the host, you will be looked to for guidance on where to sit, when to toast and even what to eat. So here are some suggestions. Schedule the dinner from 6:30 to 8:30 p.m. if possible, since that is the time Chinese dinners normally take place. You and your group should arrive ahead of your guests to greet them, usually in the restaurant foyer. It's important to note that anyone from your business who regularly has contact with the Chinese associates you are hosting should attend the dinner. The Chinese consider it rude to decline dinner without a very compelling reason. Once you and your party have greeted your guests and proceeded into the restaurant, you, as the host, should let everyone know where to sit. It is customary in Chinese culture to have the guest of honor sit at one end of the table, facing the door. You should sit at the other end of the table, so you are accessible to waiters and other guests who may arrive later. It is interesting and just the opposite of whatyou might expect that being seated to the left of an individual is a higher honor than being seated to the right. With that in mind, seat : the other guests so that the most important ones are closest to the guest of honor. If you choose the more formal, banquet-style dinner, you should order for your guests. And prepare to order extensively. A typical Chinese dinner consists of anywhere from 10 to 15 courses -- each with more food than the last. When ordering, be sure to select a variety of dishes to appeal to the diversity of your guests. One way to ensure that the tastes are complementary is to follow the Chinese principle of "Yin and Yang." which means to "pair opposites." For example, you might order a cold dish with a hot, a mild entree with a spicy one or a sweet with a sour. The traditional banquet meal begins with cold appetizers. Then come the main dishes, which feature the heaviest courses in the middle and the lightest at the end. Rice usually comes with the main dishes. Because Chinese rice is not very sticky, put some vegetables or meat on top, allowing you to eat it with the porcelain spoon you should find on the table. Soup comes right before dessert, which often consists of fresh fruit. It's not unusual to have a sweet dish in the middle of the meal. Be sure to let your associates know in advance that this isn't dessert, or they may be surprised to find more courses served later. Before the food arrives, you might want to make a traditional Chinese toast, called "Gan bei." That literally means "dry glass," so the entire drink is downed at once. You, the host, may sip your drink, however, to stay sober and perform your duties. In addition, others who may have a reason not to drink may decline to participate in the Gan bei ritual. In addition, your Chinese guests or your group might want to make toasts between courses. The Chinese see this as a way to prolong a festive atmosphere. So, while filling your guests' glasses which is the host s responsibility, fill your own only halfway if you want to avoid a headache the next morning. Once the first course is served, you should give your guests the signal to start eating by : picking up your chopsticks. Again, as the host, you help create the atmosphere for the evening. Lead the way by engaging in conversation with all your guests. You may even want to show one particular guest special attention by serving him or her with the serving chopsticks at your place or by using the opposite end of your chopsticks if no serving chopsticks are provided. If you want to convey the message that you are getting full, don't eat everything on your plate. After you've enjoyed the Chinese feast and the company of your guests, be sure to end the evening in style. Thank your guests for coming and escort them at least to the restaurant's door. These tips should help make your business banquet more comfortable and successful. ~~~~~~~~ By Tommy Toy Tommy Toy is the principal partner in Tommy Toy's Cuisine Chinoise in San Francisco. © 1996 Penton Media, Inc. All rights reserved. EBSCO Connect Privacy Policy A/B Testing Terms of Use Copyright : © 2021 EBSCO Industries, Inc. All rights reserved. Cookie Policy 46/ GLOBAL MANAGEMENT JOURNAL Business Etiquette in Poland, Germany, France and China: an Intercultural Approach JOANNA ZATOR-PELJAN, PH.D. Poznan University College of Business POLAND Abstract: The globalized business world offers a variety of business cooperation possibilities: plenty of international contracts between particular concerns are being taken into consideration and then negotiated. The decisive aspects of successful intercultural negotiations are not only certain contract conditions - they can be perceived as those of important matters. This paper offers a theoretical investigation into the equally essential items - business etiquette that can be contemplated as very similar, or completely different, while taking into consideration different cultural areas. Key-Words: business etiquette, intercultural communication, business and culture, intercultural business approach I. INTRODUCTION The author of this article analyses an essential aspect of successful collaboration between international companies that concerns business etiquette of chosen nations. The particular manners eharacteristic for each cultural area are strongly connected with the current situation of international enterprises trying to expand their activities abroad: "Contemporary businesses have once been organized and are eontinually reorganized in order to face growing internationalization of business contacts and exchanges" (Magala, 2010:11). More and more Polish companies are also attempting to expand their commercial activity abroad. On the other hand there can be observed a great number of e.g. German or French brands within the scope of the Polish home market. According to the research conducted in May 2011 by the Polish Ministry of Economy in association with Ageron Poland, Germany (26,1%) and France (7,0%) are held as Polish prime export GMJ vol. 5. No I -2/2013 / ISSN 2080-2951 partners. As reported in the above-mentioned study, Polish import partners view such nations as Germany (22.3%) and China (9.3%) as crucial. Therefore, the business etiquette description of the aforementioned countries is going to be treated as the main focus of this investigation. Worth mentioning is the fact that international cooperation is responsible for creating the so called intercultures that are defined as an interaction between members of a certain world, specifically, as the members of 'World B' (Bolten, 2007:22). The need for eommunication among different countries has created a phenomenon that is called intercultural communication and focuses on international relations analysis (Liisebrink, 2005:7; Thomas 2007, 56). At this point the aspect of cultural diversity should also be inspected - conforming to G. Hofstede/G.J. and Hofstede/Minkov (2010) eaeh cultural area has its own "mental programming" that consists of particular JOANNA ZATOR-PELJAN patterns of behavior and emotional attitudes which are being "programmed" by societies in early childhood - a period of time which is responsible for collecting a database of fiature reactions within the scope of a culture that one belongs to (G. Hofstede/G.J. Hofstede/Minkov, 2010:4). Goodenough (1964) elaims that "culture cannot be perceived as a kind of material phenomena because it does not consist of things, people, behavior, or emotions." (Goodenough 1964: 36) The author regards eulture rather as an organization of the above-quoted aspects which are thoughts and feelings of a person, interpersonal relations or the way of interpreting reality by certain people: "A society's eulture consists of whatever it is one has to know or believe in order to operate in a manner acceptable to its members, and to do so in any role that they accept for any one of themselves." (ibid.) On the other hand Hednger (2004) and Markowsky/Thomas ( 1995) concentrate on another critical aspect - culture as a means of orientation within a foreign reality. Consequently, the prime similarities and differences concerning business etiquette are vital when it comes to orientation in the unknown business reality of particular countries. 2. BUSINESS ETIQUETTE - DEFINITION Academic literature illustrates a variety of business etiquette definitions. Martin and Chaney (2012) indicate the aim of etiquette existence in the following way: "suecessful interactions with people of other countries involve knowledge of rules of global etiquette to avoid inadvertently offending them during intercultural eneounters (Martin/Chaney, 2012: ix). As a rough estimation, business etiquette is treated as a skill of "knowing what to do and when" (Sabath, 1993:7). A more specified explanation is presented by Moore (1998): "Business etiquette is a set of rules that allow us to eommunieate and interact in a eivilized manner. These arbitrary rules involve the rites and mores, forms and matmers that are required in a society or profession. Successfiil business people usually conform to this expeeted behavioral code. The rules are fairly simple to keep with minimal effort required, yet the benefits may be considerable." (Moore, 1998:1) Gibson-Odgers (2008) regards business etiquette as a kind of specific language spoken in the business environment: "The rules of etiquette can be compared to a common language that all successfill professionals must learn to speak (...). Etiquette skills can help establish productive relationships with colleagues and clients. Successful relationships begin when you exhibit courtesy, respect and concern for the comfort of others. Better relationships mean bet- ter business." (Gibson-Odgers, 2008:147) Similar definitions can be also found in the investigation of R. Cook/G. CookA'ale (2005), Post (1922/2007), Parsons (2008), Guffey/Loewy (2010) and Waldeck/Keamey/ Plax (2012). As was already noted, a considerable part of this paper will be devoted to business etiquette analysis in the following eountries: Poland, Germany, France and China. 2.1 : Business Etiquette in Poland Polish business etiquette manifests itself in several ways. First of all, Polish business courtesy "demands that foreign business people make contact with the highest levels of Polish companies, preferably with the person actually in charge. It is considered as an insult to do otherwise." (Deck-Partyka, 2006:326) Moreover, the first impression plays an important role. For this reason, much attention should be paid to wearing elegant and decent clothing: "Conservative dress and conduct prevail, as Poles are conservative in dress and demeanor and that translates into a business climate where humility and respect are favored over bravado and arrogance." (Deck-Partyka, 2006:328) The abovepresented opinion is confirmed by Sabath (2004) and described in a more specific way: "Men should wear business suites with pressed white shirts and ties. (...) It is typieal for Poles to wear lighter-colored suits during the day and darker ones during the evening. Women should also dress in a professional manner by wearing tailored suits or dresses that eommand a business presence, with heels." (Sabath, 2004:167) Additionally, a very positive good impression may be destroyed by calling meeting participants by their first names: "Don't address your Polish business associate by first name unless you're invited to do so." (DeckPartyka, 2006:328) Another significant issue concerns the age of potential meeting participants - it is common that Polish managers may be much younger than e.g. the German ones: "The people you may be doing business with in Poland could be young, educated managers, fluent in English and with a very familiar business style. On the other hand, you may well meet with senior managers whose experience comes from running elephantine socialist state corporations." (Allen, 2010:151) Business cards should be exchanged with each person taking part in a certain meeting. At this point a useful piece of advice for foreigners is given by Sabath (2005): "You will make a lasting impression on your Polish eontacts by having the reverse side of your business card translated into Polish. The Poles also place values on titles, so make a point of having /47 48/ GLOBAL MANAGEMENT JOURNAL the name of your position enlarged on the Polish side of your business card. If you have eamed any academic degrees, these should also be printed on your card." (Sabath, 2005:164) Poles tend to meet in the company's office or in a restaurant to discuss a prospective international cooperation (ibid, 163). Although there is a so called mixed attitude towards punctuality in Poland, as a foreign guest one should always arrive on time: "Many Poles are sticklers about it and place great importance on punctuality, whereas, others are more lax in their attitudes about time." (ibid.) As reported by Sabath (2004), a well-prepared Power Point presentation plays a very significant role during a meeting: "When delivering a presentation to your Polish contacts, be sure it is clear, concise, and has been translated into Polish on paper. This will allow them to follow along with you as you deliver your presentation, using graphs and charts. It will also allow them to have information to pass to the final decision-maker, who may not be present." (ibid.) Foreign business people are sometimes invited to socialize at a party. Poles are "likely to ask questions that you may consider personal and would never think of asking (for example, how old you are, your income, if you're married, or the number of children you have). Be prepared for such questions so you'll know how to handle them when they come up." (ibid., 164) Last but not least, good contacts and personal acceptance are contemplated as cmcial while negotiating in Poland: "The personal connection is an important part of business relations in Poland." (Deck-Partyka 2006:326) As stated by Deck-Partyka (2006), Polish people "insist on tmst and confidence in their prospective partners before they sign any agreement. The Polish spirit is composed of self-reliance and individualism. Most Poles are blunt, do not hesitate to say what they think and enter the decision-making process fearless." (ibid.) Other authors such as e.g. Terterov/ Reuvid (2005) or Kissel (2008) define a similar position when it comes to the Polish business etiquette. 2.2: Business Etiquette in Germany While comparing business etiquette in the two neighbouring countries it occurs that the German rules of making a proper first impression are very similar to the above-presented Polish ones. When it comes to the German dress code, the following aspects are regarded as essential: "In Germany you wear the following colours in business: grey, navy and brown. Black is for official occasions but not for business meetings. A lady may go for more colourful clothing. The mle is: GMJ vol. 5, No 1 -2/2013 / ISSN 2080-2951 the more senior your position, the more conservative your style." (Noelle/Strohschein, 2011:30) According to Sabath's (2005) viewpoint, Germans wear much more conservative business clothing than other Europeans do: "Unlike many other Europeans, Germans dress in a very conservative manner. Aftire during the workday is business professional. Men should wear a complete suit, even in the summer, with a modest tie and starched white shirt (...). Women should choose modestly cut suits that mean business. Pants are not the custom for women in Germany." (Sabath 2005:90) Each business meeting begins with associates' and guests' introduction: "Protocol requires that the highest ranking visitor introduces himself, or is introduced, to the senior manager present, and then the senior manager is introduced to the visiting team - again by seniority - with brief descriptions of their area of responsibility. Then it's the German host's turn to do the introductions. Smiles aren't required. The senior German manager will be seated in the center, with the next senior executive on his right." (Flamini 1997:56) Business cards are supposed to be exehanged at the beginning of a meeting (ibid.). A significant issue concerning physical distance during business meetings in Germany should also be mentioned: "Germans tend to put more physical space between each other than do Asians, Americans or other Europeans when holding a conversation. Though you may feel uncomfortably far away, don't move your chair in closer. Rearranging the fumiture in a German office is considered highly insulting. While an Italian businessman might put his hand on a counterpart's arm or elbow while talking, a German executive would leap away from such a gesture." (ibid., 58) Business and private conversations are in Germany - unlike in Poland - kept separate: "German executives tend to separate their private and professional lives and they're not likely to volunteer information about their families. (...) they have a reputation for not cross-examining people they've just met about such personal details." (ibid.) German business meetings are commonly wellorganized and accurately planned. Being aware of a certain meeting order may be helpful to foreign associates visiting Germany: "When the follow-up meeting takes place (...), the senior German exeeutive will open the proceedings, and then either explain the company's negotiating position himself or introduce an expert in thefieldunder discussion." (ibid., 60) German business presentations are eonsistently supported by various empirical data: "The German arguments will be empirically based, backed by figures and detailed information. And they'll expeet their response JOANNA ZATOR-PELJAN to be studied before receiving an answer" (ibid.). As reported by Flamini (1997), German negotiating style can be viewed as "a long and pain staking process" (ibid., 61). While negotiating contract conditions, Germans will present a unified front (ibid.). Foreign business people should be also aware ofthe fact that they are known as "hard bargainers" (ibid.). Comparable standpoints to the above-mentioned ones concerning German business etiquette are also stated by Schmidt (1999), Reuvid (2002) and Schroll-Machl (2003). 2.3: Business Etiquette in France Understanding the French work attitude plays a significant role while comprehending the French business etiquette: "A French person's work ethic is different from the one espoused by most Americans, Britons, Germans or Hong Kong Chinese, who tend to work nonstop and see money as an end in itself. An Ameriean may strive to be thefirstto produce a widget or to be the top salesman for his company in a given year. A Frenchman would find such ambitions crass." (Joseph 1997:35) France is considered as the world centre of fashion - the majority of top fashion designers come from this cultural area and influenee the rest ofthe world with their sense of beauty (Sabath 2005:79). The French tend to wear top-qualify designer clothing not only while doing business, but also in the routine of their everyday life - the tendency of judging by appearance is common in France: "When doing business with the French, you should be sure to dress the part. The French will interpret the itnage you present as an indication of the level of status you've attained and the measure of your business success. Clothes and accessories of high quality will therefore count for a lot." (ibid.) As reported by Sabath (2005), the existence of particular business dress code for men and for women should be taken into consideration when concentrating on the French business etiquette: "Men should choose dark suites, white or striped oxfords, and complementary ties. Women should select modestly cut suits or dresses and elegant accessories" (ibid.). In contradiction to German female business sfyle, French women focus on emphasizing their femininify: "It is important to note that unlike many countries, women still dress in a feminine manner and want to be seen as a feminine. Soft colors, delicate jewelry, updated hairstyles, and makeup creating an overall chic look are all essential." (ibid.) Business eards should be exchanged in France "with new business acquaintances following your initial handshake and greeting. Be sure to present your eard to the most senior person first as a gesture ofrespect."(ibid, 80) French business meeting can be interpreted as disordered and never-ending: "While little brainstorming takes place during meetings, there are, instead, time-consuming arguments about issues that may not be eentral to the issue at hand - such as the rationale behind ehoosing system A over system B. The debate usually focuses on a priori logical arguments, instead of on spontaneous or creative solutions." (Joseph, 1997:36) According to Joseph (1997) the French negotiation sfyle is considered as time-consuming and very emotional: "Negotiation is treated like a verbal duel (...), and they prefer that proposals build up slowly, so that each of its building blocks can be analyzed and digested. Be prepared for long, drawn-out debates (...). Often the negotiations are like a roller coaster ride of emotions. Often, they're embellished with historical or literary allusions. And the French would often rather argue the pros and cons of an issue face to face than read a prepared summary that stated the same points. Indeed, foreigners may find it wearing, even neverending." (ibid, 56) It is advisable to omit issues concerning private life while meeting on a business level in France: "When conversing with the French, stay away from any topic that is deemed personal, especially in regards to their private lives or your own." (Sabath, 2005:81) It is beheld as erucial to concentrate on other topics, e.g. politics: "Be sure to remain well-informed about what is going on in your own country, especially the political scene, because you are likely to be asked about it." (ibid.) By consulting the relevant literature concerning the French business etiquette, also other publications dealing with the issue are worth noting, such as Mesnooh (1994), Johnson (1996), Cassis/Crouzet/ Gourvish (1995) and Truseott/Mitehell (1998). 2.4: Business Etiquette in China One of the most significant aspects connected with the Chinese business etiquette is according to Verstappen (2008), the so called Mianzi-face that equals a good reputation in Western countries: "Having face means you are respected by your peers. (...) In Chinese business culture, like all business cultures, a person's eareer depends on his or her reputation and social standing. As a foreigner, you need not take face too seriously since Chinese do not expect foreigners to understand all the nuances of their culture (...). Simple forms of politeness will suffice to prevent serious embarrassment or cause anyone to lose face" (Verstappen, 2008:50). /49 50/ GLOBAL MANAGEMENT JOURNAL As stated by Li (2003), over eenturies the patriarehal Chinese society treated women as secondary to men, as creatures with no talents: "Although in recent history, many women have made signifieant eonfributions to (and even saerificed their lives for) soeial change, women were almost nonexistent in eivil service and business until the 1950s." (Li 2003:39) Nowadays their situation has changed: "Officially, a woman has the right to expect pay and status equal to that of a man holding the same job. It is becoming more common for women to hold exeeutive positions in factories, companies and government offiees." (ibid, 40) Both men and women are obliged to wear eonservative business clothing: "Business professional attire should be worn when interacting with the Chinese. That includes a shirt, tie, trousers and jaeket for men; and for women, a suit eonsisting of a jacket, blouse, and skirt, or a business dress. What Westerners consider business casual attire should not be worn, beeause this type of dress is not common at Chinese business gatherings." (Sabath 2002:34) Another trait assoeiated with Chinese business etiquette is to hold out both hands in the expeetation of receiving a business card (Verstappen, 2008:52). Having a card printed on one side in English and on the other side in Chinese is considered as a sign of respeet (ibid.). Handing no business eard at all is treated as an insult that may be a reason for unsueeessflil further negotiations (ibid.). The Chinese are rather reluetant when it eomes to cooperating with unknown business people - eontacts are valued the most (Li, 2003:42): "The Chinese do not like to do business with strangers. They negotiate relationships rather than contracts. Attempts to establish solid conneetions often fail because foreigners simply don't pay enough attention to eultivating personal foundations." (ibid.) Chinese business meeting etiquette consists of a certain hierarchy: "The Chinese have a striet hierarchical system and place emphasis on rank. Thus, it would be wise to seleet one person, usually a senior team member, to be your spokesperson for the group. The Chinese will do the same, and they may become irritated if others attempt to speak out." (Sabath 2002:38) The Westerners should also pay aftention to omitting particular phrases sueh as 'It is inconvenient', 'I am not sure' or 'Maybe' - during business meetings beeause they are supposed to be interpreted by Chinese people as meaning 'No' (ibid.). In Chinese small talk business culture accepts conversing about one's personal life: "Questions that GMJ vol. 5, No I -2/2013 / ISSN 2080-2951 Westerners eonsider forward and even inappropriate are considered aeeeptable by the Chinese. Such questions may inelude your salary, your material status, and the number of ehildren you have." (ibid, 34) There is also a variety of other topics that Chinese people find interesting, e.g. the weather, the pros and cons of one's visit to China or other international journeys (ibid.). The above-presented viewpoints concur with other literature sources such as: Dahles/Wels (2002), Krott/ Williamsson (2003), Chee/West (2004), Brahm (2007) and Sun (2010). 3. CONCLUSIONS What this all amounts to is that business etiquette is considered to have a critical influence on sueeessful business negotiations. Knowing the particular rules of so-ealled professional politeness may enable the avoidanee of eultural misunderstandings and will facilitate integration with foreign business associates. Within the seope of this investigation, the author of the paper concentrated on the business etiquette diversity of the following countries: Poland, Germany, France and China. In the above-mentioned cultures, making a good first impression is estimated as erueial: the Polish, the German and the Chinese will expect a conservative business dress eode. On the other hand, the representatives of France - the fashion designer kingdom - tend to expect high-quality clothing with emphasis on a very feminine women's business dress code. The rules eonceming exehanging business cards also differ from one country into another, with some countries such as China placing more importanee on the presentation of business cards than others, such as Germany. While Polish and German meetings strictly focus on a certain subject analysis and well-prepared presentations, Freneh meetings are regarded as emotional, disordered, time-consuming and sometimes never-ending. On the other hand, the Chinese choose a senior executive as a team spokesman while the rest of the group remains quiet. The so ealled small talk topics before and after business meetings are worth mentioning at this point: it is common that Polish and Chinese associates may ask plenty of private questions about, for example, family, age, the number of ehildren or even one's own income. In Germany and Franee much attention is going to be paid to avoiding sueh themes as one's personal life. 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