Running Head: KENYAN CULTURE
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Kenyan Culture
Southern New Hampshire University
Kumyiah McDonald
INT – 660-Q4183
05/11/18
KENYAN CULTURE
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Kenya Cultural aspects
Kenya is a country that is situated in the African continent that was previously referred as
the Dark Continent by the Europeans before they conquered Africa due to their strong traditional
backward cultural inclinations. Many in this country, irrespective of the western civilization that
was spread in the 20th century by their European colonial masters aimed at spreading new modes
of dressing, religion, education, and administration, many have remained faithful to their ancestral
and traditional values and cultures. This country has been of strategic and economic importance to
the U.S in East Africa and African at large for business and other explorations e.g. fighting
terrorism (Bale, 2013). Many of its citizens are yet to become literate because educational
programs are not fully rolled out to all communities with some areas like North Eastern part of the
nation yet embrace education and abandon primitive ways.
Negotiation process
Education is one cultural aspect that will profoundly impact the negotiation process
between America and Kenya. While almost all American citizens are educated, the same cannot
be said of their Kenyan counterparts whose entire populations are yet to become fully trained.
While America is a postindustrial society whose citizen’s knowledge is based on scientific and
rational thinking, Kenya is a country that cannot be regarded even modern, because their dominant
sector of production is Agriculture and a significant number of its citizen’s knowledge is derived
KENYAN CULTURE
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from religious faith, magic, and superstition. In the negotiation table, while Americans think
critically and rationally, Kenyans thinking is influenced by their cultural values and beliefs.
Their interests in the business negotiation process are parallel because Americans aims to
increase capital, while Kenyans engage in business, being a third world economy for survival.
(Thiong’o, 2011). While American workers are very skilled, Kenyans workers are unskilled or
semiskilled due to educational factors and any business conducted cannot be fair because it is
obvious that those who are more skilled and knowledgeable should get more out of any business
dealings. Kenya has a problem with their manufacturing process because they would require their
agricultural produce and raw materials to be manufactured into finished goods and yet they don’t
possess the means to do so, America has. When America turns them into finished products, a value
is added to the prices, and this translates into a skewed type of business because America will
eventually cost more for their goods than Kenya. The export-import business will also be
unbalanced.
Significant economic and cultural differences between Kenya and the United States
American’s thinking, and occurrence’s interpretations are based on scientific and rational
knowledge, while that of Kenyans is based on magic and superstition for all happenings. The
culture of consumerism in Kenya as a third world is consuming what is disposed off by the U.S
thereby, causing environmental issues. The native's main languages in Kenya is speaking in their
local mother tongue languages, and their elites speak in the imitated and copied American English,
while that spoken by all Americans is pure American English, which is their national and official
language. Many of Kenyan communities are ethnocentric in thinking their traditional believes are
superior to other cultures, hence are not ready to accept social changes on their values and beliefs,
while the Americans are rational thinkers who will adapt to changes that bear positive life
KENYAN CULTURE
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advancement results in their lives. Kenyan citizens consume maize as their staple food, while in
America, consumption of food is varying according to innovations and inventions of different
types of food. Many Kenyan communities give higher value in extended family settings, while in
America importance is put on nuclear family settings (Johnson, 2002).
Perception of Americans style of doing business by Kenyans
Kenyan natives perceive the American nature of doing business as an unfair one, because
they claim Americans are always fixated on exploiting them to gain more from their business
dealings with the Kenyans. All do not share this view, but a significant percentage of them shares
it. They argue that America continues to get richer, while Kenya continues to get poor. This is
primarily as a result of their economic plans that encourage more imports than exports. The
currency strength also plays a part in the international market, with their shilling decidedly weaker
against the dollar. They blame the notion of associating manufactured goods with high prices and
agricultural products with low prices to the idea of Americanism, where high value is placed on
American products and low value on the developing countries products. Americans are blamed
for brainwashing Kenyan elites, who after learning in America, return to their country to advance
American interests instead of solving Kenyan native’s issues.
Effects of cultural/economic characteristics
Societies are analyzed through time, and it is important to note that America is more than
200 years old, and has evolved with time transiting into different stages with different social,
economic, cultural, political and technological structures. The problems of Kenya can be derived
from misguided policies of trying to force a 50-year-old country to become urbanized, industrial
and developed like America within a short period. This unrealistic, and that is why they are
KENYAN CULTURE
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experiencing many problems. The business approach between America and Kenya should be
conducted in a manner which negotiators deem beneficial to both countries.it can go to extreme
measures by the U.S to offer Kenya business advices and skilled labor aimed at stirring their ailing
economy. Decision making should start to be made rationally and scientifically in Kenya because
the world continues to modernize, and embracing technology will suit all Kenyans interests in
every sector of their economy. The communication style will only be improved and made efficient
if all Kenyans are educated and literate (Walumbwa, 2015).
KENYAN CULTURE
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References
Bale, J., & Sang, J. (2013). Kenyan running: movement culture, geography, and global change.
Routledge.
Johnson, S., & Miller, A. (2002). A cross-cultural study of immediacy, credibility, and learning
in the US and Kenya. Communication Education, 51(3), 280-292.
Wa Thiong’o, N. (2011). Kenyan culture: The national struggle for survival. Writers in Politics.
Essays.
Walumbwa, F. O., Orwa, B., Wang, P., & Lawler, J. J. (2015). Transformational leadership,
organizational commitment, and job satisfaction: A comparative study of Kenyan and US
financial firms. Human resource development quarterly, 16(2), 235-256.
Running head: STAKEHOLDER ANALYSIS
Stakeholder Analysis
Kumyiah McDonald
Southern New Hampshire University
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STAKEHOLDER ANALYSIS
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Critical Stakeholders in the Negotiation
The government
The government of Kenya is one critical stakeholder that serves as the central organ that controls
every process that affects the country at large. The government structure allows either local
authorities, the county governments, of any authorized or legal body established undertake
government to foresee all activities that are undertaken in every sector of the economy to ensure
legal procedures are followed. Appropriate departments and organizations formed under the
Kenyan Constitution are involved directly in legal procedures to ensure that any company
operating in the country has legal documentation and certification.
The Community
The community is equally a significant part of the stakeholder group in Kenya. It represents the
general public. The Kenyan public is composed of people from diverse communities with diverse
cultures and mindset. With more than forty-two communities available in Kenya, the acceptance,
adoption, consumption, and use of a particular product are dependent upon many factors including
economic status, education level, and social-cultural aspects. Some communities are hostile, and
so, they require public participation to make them aware and involve them in any negotiation
process that will affect them.
The Media
As a stakeholder, the media is one component of the negotiation process that is critical. What it
entails is composed of information provided by newspapers, TV stations, radio stations, and
internet-based platforms such as Facebook, organization’s websites, and other blogs. Through the
media, the public and other stakeholders receive and share information.
STAKEHOLDER ANALYSIS
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The significance of the Roles of the Stakeholders
The government plays a critical role when it comes to legalization and policy-making, passing and
implementation. It ensures that the process of negotiation is conducted according to the existing
laws with any foreign company. By doing so, the foreign firm, as a part of the negotiation entities
conforms to the laws and policies established by the government of Kenya.
The media plays a great role in publicizing information about the progress of the negotiation
process. In the process of publicizing, it illuminates the concerns under the negotiation process.
Another significance of this publication role it that it helps to ensure that there is internal
coordination within the government (Davison, 1974). It also aids to ensure that there is a linkage
between the government and the public that is interested in the negotiation and also offers
additional channels of communication for diplomacy during negotiation.
As buyers or consumers of the product, the foreign company will manufacture, communities play
the role of offering labor. With this role in mind, representatives of the communities help in
developing a business model that accommodates all the people from different communities in
Kenya. This is vital in arriving at decisions quickly.
Priorities of the Stakeholders
The government’s priorities
The position and priority of the government in involvement in the negotiation process with the
foreign company is the amount of tax that it will get from the foreign company operating in Kenya.
In this case, the Kenyan government presents a negotiator or a group of negotiators on its behalf
to ensures that they do economic calculation so that the foreign company has to make a high return.
STAKEHOLDER ANALYSIS
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In mind, the government targets to have higher earnings from the foreign firm. However, this
interest may differ with the general public as consumers. One way of ensuring the foreign company
earns high is setting prices of their products up. The high process will affect the purchasing power
of the public, and so, they will differ from this interest. The government should have a relief on
the prices based on particular regions of the country such as the marginalized areas. The
government should also develop a policy that is used s tool to guide the priorities of the government
that will benefit its citizens.
The Media’s Priorities
One priority that the media has is to make every part of information under negotiation public. In
the process of making it public, some communities may not agree with the way the information
about some products is flowing. In some communities in which the level of education is still low,
the use of particular communication channels during the time negotiation may be inappropriate.
The media should apply the proper and relevant channels in the publication of the information to
ensure that every individual has access to the reports and feedback from the negotiation.
Community’s priorities
The priorities of the communities in Kenya for any international business negotiation process are
safety, job opportunities, and best prices (Johnson & Miller, 2002). The community always will
expect employment chances that any foreign company operating in Kenya have while observing
their safety issue. Nevertheless, in some communities, the limitation in education level in some
marginalized communities may not meet the job requirements for some job positions. As a result,
the communities may feel that was not represented in the negotiation process. In this case, there
STAKEHOLDER ANALYSIS
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should be known representatives from every community to be involved in the process of
negotiation.
STAKEHOLDER ANALYSIS
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References
Davison , P. W. (1974). News media and internationla negotiation. Public Opinion Quarterly ,
174-191.
Johnson, S., & Miller, A. (2002). A cross-cultural study of immediacy, credibility, and learning
in the US and Kenya. Communication Education, 51(3), 280-292.
Running Head: BUSINESS NEGOTIATION STRATEGY
Business Negotiation Strategy
Kumyiah McDonald
Southern New Hampshire University
BUSINESS NEGOTIATION STRATEGY
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Business Negotiation Strategy
Selection of Negotiation strategy
Negotiation is an important process that entails bringing different parties to the table to
deliberate on a common issue with the objective of deriving a mutually acceptable resolution
(Baesu, 2015). For an effective negotiation to be possible, it is important for the negotiating parties
to have adequate knowledge and background information of each other and of the situation at hand.
Economic theories classify knowledge as an integral component of production that greatly
influences the management of factors of production (Baesu, 2015). In this context, a negotiation
between Kenyan and American business entities would require comprehensive knowledge of not
only the business arrangement but also the social, cultural, and economic background. To meet the
primary objective of enjoying a mutually beneficial outcome for both entities, an integrative
negotiation approach would be appropriate.
Rationale
As highlighted herein, an integrative negotiation strategy assures both parties mutually
beneficial outcome. In the case of a negotiation between America and Kenya, the two countries
have significantly different interests. Both countries have different goals to achieve. In a business
arrangement with Kenya, therefore, it would be important to use an approach that is beneficial not
only to American interests but also to Kenya interests. According to Zerres et al. (2013), an
integrative approach in such a situation would allow the negotiators to reconcile their individual
interests.
Kenya would never consent to enter into a business arrangement with an American entity
if it does not stand to gain from the negotiation. The reason for this is that the country has a negative
BUSINESS NEGOTIATION STRATEGY
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attitude towards associating with America for its alleged ‘exploitative’ approaches. With this
culture in their background, it would be unwise for an American business group to use an approach
that only serves their own interests. In as far as the country’s level of education is not at par with
the American literacy levels, chances of using a negotiation strategy that only serves American
interests would be futile (Wa Thiong’o, 2011).
Cross-cultural negotiation presents different challenges to the negotiation process. In this
case, the Kenyan and American cultures are significantly different. Both cultures have different
approaches to an international business negotiation. For instance, while Kenya mainly approaches
an international business negotiation to improve the living standards of its citizens, the majority of
whom are poor, American's approach is to maximize capital gains from the arrangement (Wa
Thiong’o, 2011). Using an integrative approach, in this case, would increase the chances of
reaching a joint agreement in the negotiation.
How the strategy would impact the outcome of the negotiation
To apply this strategy, both groups will first table all the prospected benefits that they hope
to achieve from the arrangement. Once these facts have been tabled, the negotiators will then seek
to achieve the perfect combination of factors that would make it possible for the entities to achieve
maximum benefits from the arrangement. Ideally, the purpose of revealing the anticipated benefits
is to not only establish trust between both parties but to also make it possible for the entities to
express their intentions of arriving at a mutually beneficial arrangement. The Kenyan group would
be impressed by the many opportunities for a lifestyle change for its people and the economic
growth that this business arrangement would precipitate. In effect, this would motivate them to
accept the terms of the agreement. The idea of having a mutually beneficial business arrangement
would also be a motivating factor for the Kenyans to be receptive to the agreement.
BUSINESS NEGOTIATION STRATEGY
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My BATNA in the negotiation
If it became apparent that both parties were unlikely to arrive at a mutually acceptable
agreement, the next best alternative would be to approach Ethiopia. Ethiopia is an emerging
economy in the East African region. Recent economic data in the region is conflicting with some
sources indicating that Ethiopia has a slightly higher gross domestic product as compared to Kenya
(CNBC, 2017). The only backside of approaching Ethiopia is that its gross domestic product per
capita is nearly half that of Kenya. In addition, it lacks the advantage of a strategic location that
Kenya enjoys in the East African region. Nevertheless, it would be the next best alternative if the
negotiations were not successful.
How the strength of the BATNA influences my approach to the negotiation
In this case, the BATNA is not as strong because both countries offer different benefits.
The difference in anticipated benefits gives Kenya an edge over Ethiopia. For this reason, it would
be in the best interests of our American team to reach a joint agreement with Kenya to avoid being
forced to take the less appealing option. Nevertheless, the availability of a viable alternative means
that the American team will not be approaching the negotiation with an attitude of desperation to
reach an agreement. The implication is that if the minimum requirements for the American
interests are not met by the Kenyan negotiators, there is a chance that an almost equally beneficial
settlement can be made with Ethiopia albeit with some compromises on the original plan.
References
BUSINESS NEGOTIATION STRATEGY
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CNBC, (2017). Africa's economies ranked by GDP, which is really the largest? - CNBC Africa.
Retrieved
from
https://www.cnbcafrica.com/zdnl-mc/2017/10/21/africas-economies-
ranked-gdp-really-largest/
Băeșu, C., Bejinaru, R., & Iordache, Ş. (2015). Contextual Strategies for Conducting Effective
Negotiation. The USV Annals of Economics and Public Administration, 2(22).
Wa Thiong’o, N. (2011). Kenyan culture: The national struggle for survival. Writers in Politics.
Essays.
Zerres, A., Hüffmeier, J., Freund, P., Backhaus, K., & Hertel, G. (2013). Does it take two to tango?
Longitudinal effects of unilateral and bilateral integrative negotiation training. Journal Of
Applied Psychology, 98(3), 478-491.
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