CONCLUSION

Thus to conclude there are various patterns for negotiations in various countries, how ever any negotiator, in order to be successful has to be comfortable with the culture of the alien country in which he has to operate. Unless the same is done, negotiation, which is like a two way communication process, cannot be completed on a positive note.

REFERENCES

• Robert T. Moran & William G. Stripp, “Dynamics of successful International Business Negotiations”, Jaico Publishing House.
• B. Paik Sunoo, “HR in Lotusland,” Workforce, June 2000, pp. 74-79, available at Workforce Online (www.workforce.com), May 31, 2000.
• T. M. Hout, “Are Managers Obsolete?” Harvard Business Review, March-April 1999, pp. 161-168; and Pfeffer, “Management as Symbolic Action.”
• E. H. Schien, Organizational Culture and Leadership (San Fransisco: Jossey-Bass, 1985), pp. 314-315.
• Gunnar Beeth, “Multicultural Managers Wanted,” Management Review, May 1997, p.21.

Web References

• www.immigration-usa.com/wfb/france_economy.html
• www.countrywatch.com/cw_country.asp
• www.countryreports.org/content/france.htm
• www.pm.gov.au
• www.webweaver.com.au/australia/culture.html
• www.convictcreations.com/culture/facts.html
• www.canada.ca
• www.maps.com/reference/geoshelf/factbook/australia.html