Research Findings on Bangladeshi Managers Perception to Chinese’s and Indian for Negotiation

The key objective of this research approach is to find best possible interpretation of Bangladeshi Managers perception to negotiate with Chinese and Indians. The objective is to gain comprehension knowhow to exploit some of the factors of negotiation with business people from India and China. It is great to find the peculiar and untapped information regarding both the countries in data analysis chapter, how BATNA, mediator, ease of doing business, legal issues and social context, face value, price strategy, complexity and communication behaves mathematically and in real world. Like, cultural complexity has positive correlation with BATNA (Best Alternative to a Negotiated Agreement), means it is more effective in complex society as they always look for alternative due to complexity in decision making process and for India effectively would have been 50 % in any given situation and reduces the corruption by more than 6 % in China. On the contrary, manager’s perception can be different than actual, managers think that China is more corrupt than Indian by 39% but actually, as per World Bank report, China’s score 77.9 and DB ranking 31 and India’s score is 71 and DB raking is 63.

本研究方法的核心理念在于探寻对孟加拉国管理者与中印两国人士进行谈判的最佳诠释。旨在掌握运用与印度和中国的商业人士谈判时的一些关键因素的认知技巧。在数据分析章节中，探寻关于两国独特且未被充分挖掘的信息尤为关键，诸如谈判的备选方案（BATNA）、调解人、商业环境的便利性、法律问题以及社会背景、表面价值、价格策略、复杂性以及沟通方式在数学模型与现实世界中的表现。例如，文化复杂性与文化决策方案（BATNA）之间存在正相关关系，意味着在复杂的社会环境中更为有效，因为他们因决策过程中的复杂性而总是寻求替代方案。对于印度而言，在任何特定情境下，这一比例可能高达50%，而在中国的腐败问题上，这一比例可以降低超过6%。相反，管理者的感知可能与实际情况存在差异，管理者认为中国的腐败程度比印度高39%，但实际上，根据世界银行的报告，中国的得分为77.9，排名31位，而印度的得分为71，排名63位。