论文代写：跨文化交际
像朱等人(2006)这样的研究人员认为，跨文化交际中的人际交往策略会因其民族文化而有所不同。例如，中国和印度的管理者在开始一段商业关系时倾向于使用更多的人际交流。另一方面，新西兰的管理者在促进公共关系时，会利用更多的人际交往。如果是这种情况，那么这种人际交往受到新西兰的影响，文化不会导致长期的关系。随着沟通策略变得更加动态和改进，以适应不同的文化，它可能会成为公司的一个挫折(Miller & Bersoff,1995)。跨文化交际的六种方言可以被AZ用来提高和巩固它的立场。第一种方言是文化-个体方言。人们会受到他们对文化的个人看法的影响，他们在文化上也学到了说话的文化模式。
论文代写：跨文化交际
现在，虽然个体模式无法轻易地为像AT这样的组织学习，但在文化上，它可能是可以学习这些模式的。第二种方言是个人语境的方言。方言认为交际的语境是重要的。例如，当汤姆在比利时一所大学教书时，他经常谈到教授的社会角色。但这一角色在美国并不完全符合同样的角色，因为比利时学生对他们的教授的尊重和距离远远超过美国学生(马丁和中山，2010，第74页)。这种形式的背景和文化基础的敏感性可以向组织内部的员工传授，类似的敏感性可以向外部利益相关者(ting – toomey & Korzenny,1991)展示。
论文代写：跨文化交际
Researchers like Zhu et al. (2006) believe that interpersonal strategies in intercultural communication will vary based on their national culture. For instance, Chinese and Indian managers tend to use more of interpersonal communication when they are initiating a business relationship. On the other hand, New Zealand managers will make use of more interpersonal communication when they promote public relations. If this is the case with AT, then such interpersonal communication affected by New Zealand, culture will not result in long term relationships. With communication strategies becoming more dynamic and improving to accommodate different cultures, it could become a setback for the company (Miller & Bersoff, 1995). The six dialects of intercultural communication can be used by AZ to improve and solidify its standpoint on the same. The first dialect is the cultural-individual dialect. People will be affected by their individual perception on culture and they have culturally learned like cultural patterns of speaking.
论文代写：跨文化交际
Now, while the individual patterns will not easily learnable for an organization like AT, it could be possible for AT to learn those patterns that are culturally implicated. The second dialect is the personal-contextual dialect. The dialect considers context of communication is important. “For example, when Tom was teaching at a Belgian university, he often spoke from the social role of professor. But this role did not correspond exactly to the same role in the United States because Belgian students accord their professors far more respect and distance than do U.S. students” (Martin & Nakayama, 2010, p. 74). This form of context and culture based sensitivity can be imparted to employees within the organization and similar sensitivity can be showed to external stakeholders (Ting-Toomey & Korzenny, 1991).
