Cross-cultural business behavior

Август 2, 2022

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Cross-cultural business behavior

Содержание

2. Communication process
3. High vs. Low Context Cultures Edward Hall http://edwardthall.com/
4. Low-Context cultures: What is said is precisely what is meant Messages are explicit Words carry most
5. Communication Context Communication in a LOW-context culture Communication in a HIGH-context culture Words Words Content Gestures
6. Cultural Communication Context LOW CONTEXT COMMUNICATION HIGH CONTEXT COMMUNICATION German-Swiss German Scandinavian American English Canadian British
7. Space Space is organized and perceived differently in cultures. Space has the function of giving order,
8. Monochronic/Polychronic Cultures do one thing at a time concentrate on the job are committed to the
10. Richard D. Lewis Richard Donald Lewis (born 1930) is a British polyglot, cross-cultural communication consultant, and
11. Richard R. Gesteland Author of the Copenhagen Business School Press best-seller Cross-Cultural Business Behavior (5th edition
14. Patterns of cross-cultural business behavior
16. Deal Focus vs. Relation Focus Deal Focus Relation Focus North Mexico Arab Japanese India Northern Europe
20. Group A: Relationship-Focused – Formal – Polychronic – Emotionally Reserved Examples: India, Bangladesh, Vietnam, Thai, Malaysia,
22. Indians have a special and unique culture that varies considerably from those of East Asia. Their
23. Communication Pattern Indians are fairly tactile, but a certain restraint is visible regarding closeness in public.
24. Cultural Differences Explained Low Context Cultures U.S. Priority = Fact Value independence, individuality Compartmentalization; separation of
25. Two Little Words That May Make Big Differences American Norm “Yes” means “Yes.” It’s like a
27. Build Relationships Relationship development is the key to success (especially in high-context cultures) If possible, establish
29. Conflict/Negotiation Style Assertive behavior/Value on own interests & concerns Cooperative /Value on others’ interests Low High
30. Conflict/Negotiation Style Assertive behavior/Value on own interests & concerns Cooperative /Value on others’ interests Low High
31. Indian Working Practices Indians appreciate punctuality but may not reciprocate it. Try to be flexible. Make
32. Behavior Never touch someone else’s head. The head is considered the seat of the soul. Be
33. Group B: Relationship-Focused – Formal – Monochronic – Emotionally Reserved Examples: Japan, China, Korea, Singapore
34. Japan
35. Doing business with Japanese
36. Doing business with Japanese
37. Doing business with the Japanese
38. Doing business with the Japanese
39. Doing business with Japanese
40. Doing business with the Japanese
41. The following list includes those points most important to remember when negotiating with the Japanese: ✦
42. The following list includes those points most important to remember when negotiating with the Japanese: ✦
44. Скачать презентацию

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Communication process

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High vs. Low Context Cultures Edward Hall http://edwardthall.com/

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Low-Context cultures: What is said is precisely what is meant
Messages

are explicit
Words carry most of the information in communication
High-Context cultures: The context of the message— the message source, his or her standing in society or in the negotiating group, level of expertise, tone of voice, and body language—are all meaningful
Less information is contained in the verbal part of the message
More information resides in the context of communication (background, associations, basic values of communicators)

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Communication Context
Communication in a
LOW-context culture
Communication in a
HIGH-context culture
Words
Words
Content
Gestures
Facial expressions
Content
Place
Tone

of voice

Facial expression

Relationship

Eye contact

Gestures

Relative status

Posture

dress

Silence

Previous interaction

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Cultural Communication Context
LOW CONTEXT
COMMUNICATION
HIGH
CONTEXT COMMUNICATION
German-Swiss
German
Scandinavian
American
English Canadian
British
French Canadian
French
Australian
Spanish
Mexican
Greek
Arab
Chinese
Japanese
Indian

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Space
Space is organized and perceived differently in cultures.
Space has the function

of giving order, organization and even clues about the social position of an individual.
There exist several boundaries around us.
Innermost the physical boundary of our body,
outermost our “territorial border”.
Any border beside the physical border is individually perceived and chosen and shaped by culture. Violating or accepting the borders is communication.

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Monochronic/Polychronic Cultures
do one thing at a time
concentrate on the job
are committed

to the job
are accustomed to short-term relationships

do many things at once
are highly distractible
are committed to people
tend to build lifetime relationships

Monochronic People Polychronic People

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Richard D. Lewis
Richard Donald Lewis (born 1930) is a British polyglot, cross-cultural communication consultant, and

author.
He claims to speak 11 languages (English, French, Spanish, Italian, Portuguese, German, Swedish, Danish, Norwegian, Finnish and Japanese).
“When Teams Collide: Managing the International Team Successfully” (2012)
“When Cultures Collide: Leading across Cultures” (2006, 1999, 1996)
“The Cultural Imperative: Global Trends in the 21st Century” (2007, 2003)

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Richard R. Gesteland
Author of the Copenhagen Business School Press best-seller Cross-Cultural Business Behavior (5th

edition 2012), cited in Harvard Business Review, with German, Russian, Chinese, Polish, Lithuanian, Swedish and India editions.
Richard’s articles on international negotiating have appeared in the Asian Wall Street Journal, Chief Executive Asia, Foreign Trade, Purchasing Executives Journal, Singapore Economic Journal, China Online and many other publications.

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Patterns of cross-cultural business behavior

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Deal Focus vs. Relation Focus
Deal Focus
Relation Focus
North Mexico
Arab
Japanese
India
Northern Europe
Chile
Singapore
Hong Kong
South

Brazil

U K

Central &Eastern Europe

Latin Europe

South Africa

North America

Chinese

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Group A: Relationship-Focused – Formal – Polychronic – Emotionally Reserved
Examples:

India, Bangladesh, Vietnam, Thai, Malaysia, Indonesia, Philippines,

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Indians have a special and unique culture that varies considerably from

those of East Asia. Their communicative style is more loquacious than the Chinese, Japanese and Korean, and they are as dialogue-oriented as most Latins.
They make little attempt to conceal their feelings—joy, disappointment and grief are expressed without inhibition.
Indians accept a hierarchical system with its obligations and duties.
Nepotism is way of life in traditional Indian companies. Family members hold key positions and work in close unison.

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Communication Pattern
Indians are fairly tactile, but a certain restraint is visible

regarding closeness in public. Women are clearly subordinate to men.
The language of the Indian manager emphasizes the collective nature of the task and challenge.

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Cultural Differences Explained
Low Context Cultures U.S.
Priority = Fact
Value independence, individuality
Compartmentalization; separation

of work from personal life
Results-oriented
Communication is explicit; verbal or written

High Context Cultures India
Priority = Harmony
Value interdependence, group orientation
Holistic; including work and personal life, interconnected
Process-Oriented
Communication is implicit; often non-verbal

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Two Little Words That May Make Big Differences
American Norm
“Yes” means

“Yes.” It’s like a verbal contract.
“Maybe” means “It might be possible for me to do it, I’m not sure but I’ll try.”
“No” means “No.”

Indian Norm
To save face and not be disagreeable, “Yes” may mean “Yes, I will try.”
Maybe = No, much of the time. It’s less harsh than “No.”
“An absence of “Yes” may mean “No.”

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Build Relationships
Relationship development is the key to success
(especially in high-context

cultures)
If possible, establish face-to-face meetings
Video conferencing
Make small talk before you start to talk about work
Exchange some personal information
Building a relationship establishes trust

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Conflict/Negotiation Style
Assertive behavior/Value on own interests & concerns
Cooperative /Value on others’

interests

Low

High

Avoidance

Compete

Compromise

Accommodate

Collaborate

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Conflict/Negotiation Style
Assertive behavior/Value on own interests & concerns
Cooperative /Value on others’

interests

Low

High

Avoidance

Compete

Compromise

Accommodate

Collaborate

Indian Focus -1

Western Focus -1

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Indian Working Practices
Indians appreciate punctuality but may not reciprocate it. Try

to be flexible.
Make business appointments in the late morning or early afternoon, ideally between the hours of 11am and 4pm.
Deadlines should not be rushed! Making decisions is often a slow and thoughtful process in Indian culture. Showing impatience is seen as rude and disrespectful.

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Behavior
Never touch someone else’s head. The head is considered the seat

of the soul.
Be careful with your feet. Feet are considered unclean. Never point your feet at a person. If your shoes or feet touch another person, apologize.
Gifts are not opened in the presence of the giver.
Business lunches are more popular than dinners. Keep in mind, Hindus do not eat beef.

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Group B: Relationship-Focused – Formal – Monochronic – Emotionally Reserved
Examples:

Japan, China, Korea, Singapore

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Japan

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Doing business with Japanese

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Doing business with Japanese

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Doing business with the Japanese

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Doing business with the Japanese

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Doing business with Japanese

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Doing business with the Japanese

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The following list includes those points most important to remember when

negotiating with the Japanese:

✦ The Japanese normally negotiate in teams, each member of which has a different specialty.
✦ There will be a senior staff member present who will dictate tactics, but he is rarely the one who does the talking. Each member will ask questions within the field of his or her competence, using the best linguist as the interpreter.
✦ Their questions constitute an information-gathering process only. They are not about to make a decision based on your answers.
✦ However strong the team, they will have to refer back to the head office. Therefore, no decision will be made at the first meeting and probably not at the second.
✦ The second meeting tends to go over the same ground as the first, but the questions will be in more depth.
✦ The Japanese are willing to go over the same information many times to avoid later misunderstandings and achieve clarity.

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The following list includes those points most important to remember when

negotiating with the Japanese:

✦ Their decisions are long-term, for example: Do we want these people as partners in the future? Do we trust them? Is this the right direction for the company to be heading?
✦ They never say no, never refute entirely another’s argument and never break off negotiations as long as harmony prevails.
✦ They will cancel a meeting if they think the conditions on which it was set up have changed.
✦ Logic and intellectual argument alone cannot sway the Japanese. They must like you and trust you, otherwise no deal!

Cross-cultural business behavior

Содержание

Communication process

High vs. Low Context Cultures Edward Hall http://edwardthall.com/

Low-Context cultures: What is said is precisely what is meant Messages

Communication ContextCommunication in a LOW-context cultureCommunication in a HIGH-context cultureWordsWordsContentGesturesFacial expressionsContentPlaceTone

Cultural Communication ContextLOW CONTEXTCOMMUNICATION HIGH CONTEXT COMMUNICATION German-SwissGermanScandinavianAmericanEnglish CanadianBritishFrench CanadianFrenchAustralianSpanishMexicanGreekArabChineseJapaneseIndian

SpaceSpace is organized and perceived differently in cultures.Space has the function

Monochronic/Polychronic Culturesdo one thing at a timeconcentrate on the jobare committed

Richard D. Lewis Richard Donald Lewis (born 1930) is a British polyglot, cross-cultural communication consultant, and

Richard R. GestelandAuthor of the Copenhagen Business School Press best-seller Cross-Cultural Business Behavior (5th

Patterns of cross-cultural business behavior

Deal Focus vs. Relation FocusDeal FocusRelation FocusNorth MexicoArabJapaneseIndia Northern EuropeChileSingaporeHong KongSouth

Group A: Relationship-Focused – Formal – Polychronic – Emotionally Reserved Examples:

Indians have a special and unique culture that varies considerably from

Communication Pattern Indians are fairly tactile, but a certain restraint is visible

Cultural Differences ExplainedLow Context Cultures U.S.Priority = FactValue independence, individualityCompartmentalization; separation

Two Little Words That May Make Big DifferencesAmerican Norm “Yes” means

Build RelationshipsRelationship development is the key to success (especially in high-context

Conflict/Negotiation StyleAssertive behavior/Value on own interests & concernsCooperative /Value on others’

Conflict/Negotiation StyleAssertive behavior/Value on own interests & concernsCooperative /Value on others’

Indian Working PracticesIndians appreciate punctuality but may not reciprocate it. Try

Behavior Never touch someone else’s head. The head is considered the seat

Group B: Relationship-Focused – Formal – Monochronic – Emotionally Reserved Examples:

Japan

Doing business with Japanese

Doing business with Japanese

Doing business with the Japanese

Doing business with the Japanese

Doing business with Japanese

Doing business with the Japanese

The following list includes those points most important to remember when

The following list includes those points most important to remember when

Похожие презентации

Low-Context cultures: What is said is precisely what is meant
Messages

Communication Context
Communication in a
LOW-context culture
Communication in a
HIGH-context culture
Words
Words
Content
Gestures
Facial expressions
Content
Place
Tone

Cultural Communication Context
LOW CONTEXT
COMMUNICATION
HIGH
CONTEXT COMMUNICATION
German-Swiss
German
Scandinavian
American
English Canadian
British
French Canadian
French
Australian
Spanish
Mexican
Greek
Arab
Chinese
Japanese
Indian

Space
Space is organized and perceived differently in cultures.
Space has the function

Monochronic/Polychronic Cultures
do one thing at a time
concentrate on the job
are committed

Richard D. Lewis
Richard Donald Lewis (born 1930) is a British polyglot, cross-cultural communication consultant, and

Richard R. Gesteland
Author of the Copenhagen Business School Press best-seller Cross-Cultural Business Behavior (5th

Deal Focus vs. Relation Focus
Deal Focus
Relation Focus
North Mexico
Arab
Japanese
India
Northern Europe
Chile
Singapore
Hong Kong
South

Group A: Relationship-Focused – Formal – Polychronic – Emotionally Reserved
Examples:

Communication Pattern
Indians are fairly tactile, but a certain restraint is visible

Cultural Differences Explained
Low Context Cultures U.S.
Priority = Fact
Value independence, individuality
Compartmentalization; separation

Two Little Words That May Make Big Differences
American Norm
“Yes” means

Build Relationships
Relationship development is the key to success
(especially in high-context

Conflict/Negotiation Style
Assertive behavior/Value on own interests & concerns
Cooperative /Value on others’

Conflict/Negotiation Style
Assertive behavior/Value on own interests & concerns
Cooperative /Value on others’

Indian Working Practices
Indians appreciate punctuality but may not reciprocate it. Try

Behavior
Never touch someone else’s head. The head is considered the seat

Group B: Relationship-Focused – Formal – Monochronic – Emotionally Reserved
Examples: