《Cross Cultural Communication in Business[跨文化交际的商务](PPT-64).ppt》由会员分享，可在线阅读，更多相关《Cross Cultural Communication in Business[跨文化交际的商务](PPT-64).ppt（64页珍藏版）》请在三一办公上搜索。
1、1,Cross Cultural Communication in Business,2,Program outline,Introduction to culture&cultural differencesChallenges in cross cultural communicationUnderstanding cultures culture models,3,1-Introduction to culture&cultural differences,4,Cultural differences,For a German and a Finn,the truth is the tr
2、uth.In Japan and Britain it is all right if it doesnt rock the boat.In China there is no absolute truth.InItaly it is negotiable.Richard D.Lewis,5,Culture=Human mental programming,Personality,Culture,Human Nature,Inherited&learned,Learned,Inherited,Universal,Specific to groupor category,Specific to
3、individual,Source:G.Hofstede,6,Nature of culture,LearnedCulture is acquired by learning and experience,SharedPeople as a member of a group,organization,or society share culture,TransgenerationalCulture is cumulative,passed down from generation to generation,7,The iceberg of culture,Languages(verbal&
4、non-verbal),Explicit behavioursHabits&traditions(food,housing,clothing,health),Know-how(communication codes,tools.),Institutions(collective organizations modes:family,education,Norms(Dos&donts),Values,Mental state&cognitive processes(perception,learning,knowledge,memory),Explicit,Implicit,Conscious,
5、Unconscious,8,Manifestations of culture:different levels,Source:G.Hofstede,9,Manifestations of culture,Symbols:words,gestures,objects that carry a particular meaning which is only recognized by those who share the culture.Heroes:persons,alive or dead,real or imaginary,who possess characteristics whi
6、ch are highly prized in a culture and who thus serve as models for behavior.Rituals:collective activities,considered socially essential.Values:basic assumptions about how things should be in society.They are convictions regarding right or wrong,good or bad,important or trivial.Learned implicitly.Can
7、not be discussed.Practices:what is visible to an outsider.,Source:G.Hofstede,10,Americans as other see them,India:“Americans seem to be in a perpetual hurry.Just watch the way they walk down the street.They never allow themselves the leisure to enjoy life;there are too many things to do.”Turkey:“Onc
8、e we were out in a rural area in the middle of nowhere and saw an American come to a stop sign.Though he could see in both directions for miles and no traffic was coming,he still stopped!”Colombia:“The tendency in the US to think that life is only work hits you in the face.Work seems to be the one t
9、ype of motivation.”Ethiopia:“The American is very explicit;he wants a“yes”or a“no”.If someone tries to speak figuratively,the American is confused.”Iran:“The first time my American professor told me,“I dont know the answer,I will have to look it up,”I was shocked.I asked myself,“Why is he teaching m
10、e?In my country a professor would give the wrong answer rather than admit ignorance.”,Source:N.Adler.,1991,11,Brazil?,12,French:logical,cartesian,elitist,authoritarian,proud,Germans:rigid,methodical,obsessed with order&privacy,unemotional,territorial,Americans:superficial,Frontier Spirit,materialist
11、ic,over-optimistic,Italians:loud,macho,impatient,over-emotional,talkative,unorganized,British:imperialistic,Island mentality,principled,class-conscious,conservative,Stereotypes,Chinese:quiet,hardworking,enigmatic,smiling,cruel,13,First approach to culture,14,USA Japan Arab,1.Freedom 1.Belonging 1.Fa
12、mily security 2.Independence 2.Group harmony 2.Family harmony 3.Self-reliance 3.Collectiveness 3.Paternalism 4.Equality 4.Age/Seniority 4.Age 5.Individualism 5.Group consensus 5.Authority 6.Competition 6.Cooperation 6.Compromise 7.Efficiency 7.Quality 7.Devotion 8.Time 8.Patience 8.Patience 9.Direct
13、ness 9.Indirectness 9.Indirectness10.Openness10.Go-between10.Hospitality,Diversity of values&differences in ranking,15,Common problems,There are a number of problems that all cultures try to address&bring solutions to:relation to nature relation to others relation to power relation to rules relation
14、 to activity relation to emotions relation to space relation to time,Unity?,Source:N.Prime,2001,16,Cultural answers through different solutions,“Culture,is the mechanism that allows to select an attitude,an interpretation,a solution as the one that makes sense de facto,when facing a situation(decisi
15、on,relationship,emotion)”Nathalie Prime,2001,Diversity.,17,Universal problems&cultural responses,Source:N.Prime,2001,18,Values,beliefs&behaviors,Perception,Values,Beliefs,FILTER,Behaviors,Culture,Situations,19,Cultural conditioning(1),As a leader of of cross-cultural team,Ms.C.is having difficulties
16、 managing Mr.H.,one of the foreign member of the team.He promised to compile a report by the deadline she set,but he didnt.When she talks to him about it,he wont look her in the eyes.Whats happening?Can you identify the two cultures that Ms.C.and Mr.H.belong to?,Source:CCL,2002,20,Cultural condition
17、ing(2),Ms.C.suspects that Mr.H.is either very disorganized or doesnt respect her as a leader His unwillingness to make eye contact looks like evasive behavior to her.,Source:CCL,2002,21,Questions,Do you understand your own cultural background&conditioning?Do you approach cross-cultural communication
18、 with an awareness of how differences may affect communication?Do you have the attitude that different is bad,inferior,or wrong?Are you aware of ways that you stereotype others?Arte you willing to adjust your communication in order to be more effective?,Source:CCL,2002,22,Anticipate&Adapt to Cultura
19、l differences,Examine your own cultural conditioning Watch for discomfort that can signal cultural differences Recognize&modify your communication,Source:CCL,2002,23,What do we know about culture?,Things they do notsee,Things they see,Things I see,Things I do not see,Open for discussion,Their blind
20、spot,Shared blind spot,My blind spot,Source:Jouard,1964,24,Culture?,Collective Programming Starts from birth,is reinforced in school&by education Relates to values&core beliefs Displayed in attitudes&behavior Some visible characteristics:Customs,behavior Some less visible ones:Values,beliefs,25,2-Ch
21、allenges in cross cultural communication,26,Opening a meeting,Number of minutes,Informal intro.Cup of coffee.Jokes.Begin.,Formal intro.Cup of tea.10 min small talk.Casual beginning.,Formal intro.15 min small talk.Begin.,Formal intro.Protocol seating.Green tea.15/20 min small talk.Signal from senior
22、member.Begin.,20/30 min small talk while others arrive.Begin when all are there.,5,10,15,20,25,Adapted from Richard D.Lewis,27,Behavior&cultural differences(1),A foreign manager is conducting an annual performance review with one of his direct reports.He begins the session by discussing all the area
23、s in which the employees performance meets or exceeds goals.The employee listens attentively with serious and thoughtful expression.But when the manager begins to discuss weaknesses and problem areas,the employee starts smiling.The sterner the managers tone,the broader the employee grins.The employe
24、e does not comment on anything the manager says or defend or explain.The manager becomes angry because he believes the employee is mocking him and treating the evaluation as a joke.What do you think is happening?What does the employees smile may mean for him/her?,Source:CCL,2002,28,Cultural differen
25、ces:J.meets Y.(1),J.goes to the airport to meet Y.The two men had talked several times on the phone but had only met once before.When Y.spots J.in the baggage area,he enthusiastically embraces him and kisses him on both cheeks.J.feels uncomfortable and hopes that nobody he knows has witnessed this g
26、reeting.,Source:CCL,2002,29,Cultural differences:Ms H.&V.(1),When Ms.H presents her proposal at the meeting,V.reacts strongly.He pounds on the table and questions her in a loud voice.When Ms.H casts her eyes down in embarrassment,V.seems to get more excited.He leans across the table and jabs his han
27、ds towards her face.,Source:CCL,2002,30,Negotiation&cultural differences(1),Tom in London&Hitoshi in Tokyo both like Armani suits,football,Beethoven,&good French wines.But Tom recently spoke for days with Hitoshi,his potential business partner and yet the barriers between them were never broken.The
28、deal did not get closed.What is your assessment of the situation?,Source:CCL,2002,31,Discomfort&cultural differences(1),Why doesnt he/she says yes or no?In one culture,an indirect signal may signal indecisiveness,while in another culture it signals deference&respect.Why he/she always staring at me?I
29、n one culture staring can signal aggressiveness or intimidation,while in another culture direct eye contact shows attention&esteem.Why does he/she have to be right in my face whenever he/she talks to me?In one culture the range of personal space can be much smaller than in another culture.,Source:CC
30、L,2002,32,Discomfort&cultural differences(2),Why doesnt he/she tell me if he/she doesnt understand something?In one culture,asking questions is accepted as an effective tool for communication,while in other cultures questioning superiors may signal insolence.Why doesnt he/she sit there smiling when
31、I am talking about his performance problems?In one culture smiling during a discussion about performance problems may signal contempt and disinterest,while in another culture a smile may reflect sincerity and attention.Why does he make a joke about everything?In one culture,a joke can signal lack of
32、 confidence or seriousness,while in some others its a sign of deference.,Source:CCL,2002,33,Cultures,We think our minds are free But be careful to distinguish between appearance and reality And remember that every culture is viewed by the others through their own cultural spectacles,34,3-Understandi
33、ng cultures culture models,35,Edward Halls“Silent Language”,5“silent languages”:Time Space Material goods Friendship Agreements,Culture as a means of communication.,36,Past,Present,Future,Over,Immediate tasks,separated&identified,Plans for next months/years,Time:Linear vision(1),37,Adapted from Rich
34、ard D.Lewis,Anglo-Saxons,Germans,Swiss,Scandinavians,Time:Linear vision(2),Action oriented Time dominated:time is money&cannot be wasted Focus on one thing at a time&within schedule,38,Adapted from Richard D.Lewis,Far-East,Asians,Time:Cyclical vision,Past provides background Circling around the prob
35、lems&walk around the pool before making decision Time is precious But one needs plenty of time to look at details of a deal and develop the personal side of a relationship,39,Time:Vision from,The more they can do at the same time,the happier they are Not interested in schedule&punctuality Focus on t
36、he human side of things:meeting,business&relationship are more important Time is event,personality related It can be used,manipulated,stretched.,Latins,Arabs,Adapted from Richard D.Lewis,40,Monochronic vs.Polychronic behavior,Monochronic,Polychronic,Time is crucialPunctualityGet to the pointA then B
37、 then C then DTime is an asset,Time is not ours to manageEvents have their own timeA&B or C,D or BTalk business,but also football,food,friendship,Task,linear,Task&Relational,circular,41,Space,Availability of space use of space:physical ex,Europe vs.USA,42,Adapted from Richard D.Lewis,Material goods,
38、Use of material possessions North America:indication of status,level of success:car,house,money Other cultures:Japan,Middle-East,not viewed as important emphasis placed on other elements:taste,harmony,friendship,43,Friendship,Formed quickly with neighbors,coworkers North America Takes more time,last
39、s longer,goes deeper and implies obligations Asia,Middle-East,Adapted from Richard D.Lewis,44,Agreements,How to view law,rules,practices&informal customs?Need for a written agreement,binding North America,Northern Europe Oral,handshake,with trust sufficient-Asia,Arabs,Adapted from Richard D.Lewis,45
40、,Communication process,Sender,Encoding,Channel(medium),Decoding,Receiver,Feedback(clarify,confirm),symbolswordspicturesgestures,INTENT&MEANING,EFFECT&INTERPRETATION,Noise from culture.,Ideas,feelings.cannot be communicateddirectly.,46,Explicit&implicit communication,Low Context,High Context,Explicit
41、Communication,ImplicitCommunication,Swiss,North Americans,Scandinavians,French,British,Italians,Germans,Latin Americans,Arabs,Japanese,47,Hofstedes model,5 dimensions of culture:Power distanceIndividualism vs.collectivismFeminity vs.masculinityUncertainty avoidanceLong term orientation,48,Power dist
42、ance,Defined as”the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.”G.Hofstede,49,Power distance:Sweden,Source:G.Hofstede,50,Impact on management.,Power distance,Type of management structure Decision
43、process Flow of information Inequalities/equalities Formalism Status,51,Individualism vs.collectivism,”Individualism pertains to societies in which the ties between individuals are loose;everyone is expected to look after himself and his immediate family”“Collectivism pertains to societies in which
44、people from birth onwards are integrated into strong cohesive ingroups,which throughout peoples lifetime continue to protect them in exchange for unquestioning loyalty.”G.Hofstede,Low,High,CollectivityConcern for group harmonyversus personal achievement,Self-determinationHigh concern for achievement
45、&personal growth,Individualism,52,Individualism vs.collectivism,Employee/employer relations Decision making Conflict management,Impact on management.,53,Feminity vs.masculinity,Feminine:focus on-work to live,quality of life,relationships Masculine:focus on-live to work,material success,money,54,Impa
46、ct on management.,Feminity vs.masculinity,Masculine societies will value:competition,speed,strength and wealth promotion emphasis on individual responsibility open&hard conflicts Feminine societies will value:equality,security,peace and nature cooperation,work conditions emphasis on collective respo
47、nsibility conflict management through discussions,55,Uncertainty avoidance,Defined as”the extent to which the members of of a culture feel threatened by uncertain or unknown situations.“G.Hofstede,56,Impact upon management.,Uncertainty avoidance,LOW few guidelines,few rules relativist attitude risk
48、taking,initiative,HIGH strict guidelines,a lot of rules,process need for an absolute truth employment stability important roles for experts,57,Hofstedes results 20 countries,58,Cultural dimensions,59,Cultural comparison:Brazil,USA,&France,60,A Synthesis of Country Cultures,61,Managing cultural diffe
49、rences:tips Map Bridge-Integrate,MAP Understand the differences Cultural values Leadership style Personality Thinking style Gender,BRIDGE Communicate across differences Approaching with motivation&confidence Decentering w/o blame Recentering with commonalities,INTEGRATE Manage the differences Buildi
50、ng participation Resolving conflicts Building on each others ideas,62,Communicating across cultures:guidelines,Speak clearly&more slowly than usualPronounce your words clearly&enunciate carefullyUse the simplest&most common words in most casesAvoid slang&colloquial expressionsUse visualsConfirm your
