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Cross-Cultural COMMUNICATION PPT_ BEC-DOMS

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Cross-Cultural COMMUNICATION PPT_ BEC-DOMS Powered By Docstoc
					 Cross-Cultural
Communications
  in Business
   We’re Going To Talk
        About….
 A Communications
  Model
 What is “Culture”?
 Good Cross-Cultural
 Communicators
 High-Context
  Cultures
A Communications Model
            Channel




  Sender   Message     Audience


            Feedback
A Better Communications
         Model
             Context

             Channel


   Sender   Message     Audience


             Feedback
      What is Culture???
 Provides patterns of
  acceptable behavior &
  beliefs.
 May be based on….
   Nationality
   Race and Religion
   Historical Roots
   …All of the Above
 Good Intercultural
Communicators Are….

         Aware values &
          behaviors not
          always “right.”

         Flexible & open
          to change.
And…..
   Sensitive to verbal
    & nonverbal
    behavior.
   Aware of values,
    beliefs, practices
    of other cultures.
   Sensitive to
    differences within
    cultures.
HIGH CONTEXT VS. LOW CONTEXT
          CULTURES
   High-Context Cultures
 Infer information from
  message context, rather
  than from content.
 Prefer indirectness,        Asian
  politeness & ambiguity.     Latin American
 Convey little information   Middle Eastern
  explicitly.
 Rely heavily on nonverbal
  signs.
     Low-Context Cultures
 Rely more on content
 rather than on context.
 Explicitly spell out   European
  information.           Scandinavian
 Value directness.      North American
 See indirectness as
  manipulative.
 Value written word more
  than oral statements.
Some Cultural Scenarios


    Japan      China




    India      Mexico
                 JAPAN
To help her American Company establish a
presence in Japan, Mrs. Torres wants to hire a
local interpreter who can advise her on business
customs. Ms. Tomari has superb qualifications
on paper, but when Mrs. Torres tries to probe
about her experience, Ms. Tomari just says, “I
will do my best. I will try very hard.” She
never gives details about any of the previous
positions she has held. Mrs. Torres begins to
wonder if Ms. Tamari's résumé is inflated.
                 CHINA
Stan Williams wants to negotiate a joint venture
between his American firm and a Beijing-based
company. He asks Tung-Sen Lee if the Chinese
people have enough discretionary income to afford
his product. Mr. Lee is silent for a time, and then
says, “Your product is good. People in the West
must like it.” Stan smiles, pleased that Mr. Lee
recognizes the quality of his product, and he leaves
a contract for Mr. Lee to sign. Weeks later, Stan
still hasn’t heard anything. If China is going to be
so inefficient, he wonders if his company should try
to do business there.
                INDIA
Gloria Johnson is proud of her participatory
management style. Assigned in Bombay on
behalf of her U.S.-based company, she is careful
not to give orders but to ask for suggestions.
But the employees rarely suggest anything.
Even a formal suggestion system she established
does not work. Worse still, she doesn’t sense the
respect and camaraderie that she felt at the plant
she managed in Texas. Perhaps the people in
India just are not ready for a woman boss.
                  MEXICO
Alan Caldwell is a U.S. sales representative in
Mexico City. He makes appointments with Senõr
Lopez and is careful to be on time, but his host is
frequently late. To save time, Alan tries to get right
to business, his host wants to talk about sightseeing
and about Alan’s family. Even worse, the meetings
are interrupted constantly with phone calls, long
conversations with other people, and even customers’
children who come into the office. Alan’s first report
to his home office is very negative. He hasn’t yet
made a sale. Perhaps Mexico just isn’t the right
place to do business.

				
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