This study examined cultural differences in total quality management (TQM) values, attitudes, and behavioral predisposition. The first part of the study reviews the TQM literature to highlight the importance of individual-level constructs, define salient attitudes and values that impact quality, and theorize about the impact of culture on TQM philosophy. Cultural distance is described and used as the basis for hypothesizing about similarities and differences in TQM values among respondents from climatically similar regions of Mexico, Australia, and the United States. Results provided mixed support for the hypothesized differences in quality values between culturally distant countries. The data imply that qualityrelated values, attitudes, and behavioral predispositions may transcend national borders.
Negotiations occur at all levels of human interaction and range from interactions among friends to events of worldwide importance. The individual negotiator may represent self, a group, or an entire organization. Managers and personnel administrators at all levels are increasingly called upon to handle negotiations and many problems arise.Rubin and Brown (1975) list five characteristics indicative of negotiation:(1) Every negotiation involves at least two parties.(2) A conflict exists over one or more issues. The importance of the various issues will differ among the parties. The conflicts are ones that must be faced, although some parties risk not being well liked.(3) Negotiation is a voluntary relationship. The gain the parties stand to make is greater than in the situation of not negotiating. Their common interests have brought the parties together. (4) Each party is partially dependent on the other for the outcome. (5) Negotiating is a sequential activity.Most novice negotiators depend on their past limited experiences as a basis for their negotiating techniques. Negotiators with AUTHORS' NOTE: An earlier version of this article was presented at
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