...Cross-Cultural Communication Theory and Practice Barry Tomalin; Brian J. Hurn ISBN: 9780230391147 DOI: 10.1057/9780230391147 Palgrave Macmillan Please respect intellectual property rights This material is copyright and its use is restricted by our standard site license terms and conditions (see palgraveconnect.com/pc/connect/info/terms_conditions.html). If you plan to copy, distribute or share in any format, including, for the avoidance of doubt, posting on websites, you need the express prior permission of Palgrave Macmillan. To request permission please contact rights@palgrave.com. Cross-Cultural Communication 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 This page intentionally left blank 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 Cross-Cultural Communication Theory and Practice Brian J. Hurn and Barry Tomalin Copyright material from www.palgraveconnect.com - licensed to Griffith University - PalgraveConnect - 2014-04-12 10.1057/9780230391147 - Cross-Cultural Communication, Brian J. Hurn and Barry Tomalin © Brian J. Hurn and Barry Tomalin 2013 Foreword © Jack Spence 2013 All rights reserved. No reproduction, copy or transmission of this...
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...Cross-Cultural Management: Reflection Part. 1 of 2: Traditional Aboriginal Culture and Traditional Chinese Culture This reflective report will attempt to compare and contrast between Traditional Australian Aboriginal Culture and Traditional Chinese Culture. Ferraro & Briody (2013) defines culture as the shared perceptions among group of two or more people, their beliefs, values and behavioural patterns, which ultimately shape their way of life. I will analyse the two cultures around Hodstede’s cultural dimensions, Collectivism. Collectivism determines the degree of close-knit characteristic of the group (Hofstede n.d.). The insight this framework provides could be use as a guide in managing organisations’ and nationals’ cultural difference. The traditional Chinese live off small area of land, mainly used for cultivation of rice. In order to maximise yield, seeding and harvesting period are heavily depends on friends and relatives to help get the job done (Gladwell 2008). This interdependent behaviour is found not only at the family level but also at community level. Chinese society follows the teaching of Confucius, which promotes interdependence and social harmony (Chuang & Su 2009). To avoid potential social conflicts and encourages cohesiveness, Chinese are more likely to compromise their own needs and coordinate their behaviour with the situation (Nisbatt & Masuda 2003). It is common for Chinese to live with their married son. Family structure becomes more...
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...assignment, a conscience effort has been made to understand the concepts of “Cross Cultural Management” (CCM). Before we get into the dept, it is important for us to understand “Culture” in broad terms. The expression “culture” can be defined as the inherited values, concepts, and ways of living which are shared by people of the same social group. To simplify further, culture is divided into two kinds; the first is “generic culture” which is essentially a shared culture of all humans living on this planet. The second is “local culture” which refers to symbols and schemas shared by a particular social group. The local culture can also be understood from the simple that every country has a diverse and different culture which may be similar, but it certainly cannot be the same. Culture is different in many forms and contents that include factors that we can see like language, behavior, dressing and food; and others that we cannot see like beliefs and values. With the advent of Globalization, the world is now a global village and the technological achievements of this modern time have brought people closer together than ever. This also means that people from different parts of the world and with different cultural backgrounds are working and communicating together. While this is not only interesting, but dealing with people from different cultures requires conscience efforts in knowing the cultural diversities. This can be further be explained with examples like the way we deal...
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...number of methodological issues that can be problematic in cross-cultural studies that use self-report survey instruments. This paper reviews the organizational research literature to identify the common practices being used in relation to these issues. A framework is established for this analysis that involves three stages related to the research process. These stages are 1) the development of the research question, 2) the alignment of the research contexts, and 3) the validation of the research instruments. A sample of cross-cultural studies was examined in the context of these three stages, and served as a basis for the identification of some “best-practices” that are meant to deal with cross-cultural complexities. Introduction International perspectives are becoming more prevalent in today’s study of organizations. As business continues to take a global outlook, theoretical constructs commonly used in domestic research will need to be applied to new cross-cultural arenas. Recently, researchers have begun to take notice of some important methodological issues associated with the use of survey instruments in cross-cultural research (e.g., Cheung & Rensvold, 1999; Riordan & Vandenberg, 1994). These issues can have a strong impact on a study’s results, and on the subsequent interpretation of those results. If researchers ignore the difficulties inherent in using self-report questionnaires in cross-cultural studies, the field as a whole may be subject to misinterpreting...
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...Intercultural Business Training at Farnham Castle in Surrey including intensive language ... Page 1 of 3 Crossing Cultural Barriers Developing the International Manager Working Effectively with International Colleagues Going to Live and Work Abroad Intensive Language Tuition Global HR Support Programmes How culturally aware are you? Back to categories Back to articles One of our leading intercultural trainers, Philippe Nitzer, has devised this short quiz for you to test your knowledge... 1 In Spain, the main purpose of a business meeting would usually be to: a) make decisions by discussing in length the pro's and con's of an option b) reach agreements by consensus between everyone concerned c) brief their team about something already decided by specific decision makers 2 You are asking a question of your junior Japanese colleague and he/she looks down and answers you after a few seconds. You think the chances are that he/she: a) has something to hide and is looking for an answer that would boost him/her in your eyes b) is paying respect to your position and your question c) hasn't got a clue what the answer is and feels ashamed Click here to watch sample workshop videos. 3 In Italy, the majority of people think that a good manager should: a) have at hand precise answers to most questions his/her subordinates may raise about their work b)be able to direct his/her subordinates to those who may have the right answers to most of the questions they may raise c)...
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...Introduction: Back ground of cross cultural management: To understand what cross-cultural management is, it's good to examine the terms separately: cross-culture and management. Cross-culture might simply be understood literally, from one culture to another. Cross-culture could be a development born by market globalization; company goes out of their country to another to try and do business, brings their culture with the businesses to another culture, which means cross-culture. Every country has its own culture, it's perhaps almost like another one, and however they are not a similar. Culture is totally different by its contents and forms, 100 percent of which is what you'll be able to see, like language, behavior, and food and dressing, 90% make the most that is what you cannot see, like beliefs, values, and ways of thinking [Pu jing (2010)]. Cross-culture shows within the variations of the 10 visible and 90%invisible culture content. International organizations are a decent example of cross-culture; they are doing business internationally, anytime they enter into a new country, cross-culture happens with it. The first to introduce the term “intercultural communication” was Edward T. Hall who characterized it as "correspondence between two people of distinctive societies". The expression "Intercultural business correspondence" in the of world business is another presented term which may be characterized as the correspondence that happens inside of associations whereby there...
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...Cross-cultural Differences in Management If you talk about the culture can tell that it is an issue that causes a great impact on society since each person have different ways of seeing and resolve things, values and habits that we have been implemented throughout our lives, depending on the place where we grew up. This may affect our workplace, because today we live in a globalized society. Human beings have different perceptions about the way in which we work on every day in our work. For example, there are countries where they are used to work collaboratively and in others not prefer to do so individually. We can say that culture is dynamic, since this is something that you can go transforming and molding in accordance with time and experiences that live or that we need to experiment. What should be clear is that there are no social classes in the culture, and we should not be discriminated against by this. From this concept born intelligent culture where we see the adaptability of staff with their environment, to overcome obstacles and be able to adapt to the way of working in a company or in another place, we must not forget that we live in a globalized world. The cultural management is a professional activity that is linked to the existence of a project, facilitating the realization of a fact of any nature. A cultural Manager seeks to promote, encourage, design and/or carry out projects, from any field. Cultural management is not more than the efficient and effective...
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...along with cultural differences and with regard to business in multinational companies varying cultural behaviour plays an important role. Geert Hofstede, a famous Dutch management researcher, recognized the high explanatory power of these differences in his famous “national influences” – study (survey of 160,000 managers and employees of 60 countries). In compliance with Hofstede’s studies the most important results are the following: * Even though working in the same multinational company attitudes and behaviour of employees and managers can strongly differ form each other according to their cultural roots. * In contrast to factors like age, profession, gender, etc. the key component of “national culture” has a higher force of expression as well as a greater explanatory value. In summary Hofstede was able to identify the following dimensions as those ones in which employees and managers distinguish the most: “individualism/collectivism, power distance, uncertainty avoidance, […] career success/quality of life” (Adler N.J., Gundersen A., International Dimensions of Organizational Behaviour, p. 51) and long/short term orientation. The following paper shall give an overview of Hofstede’s cultural dimensions referring to business organizations in my home country Germany. For clarification purposes several proverbs are used to give the reader an understanding of Germany’s cultural distinctions in the field of organizational contexts. 2) Hofstede’s cultural dimensions...
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...NCVER Cross-cultural training and workplace performance Robert Bean Robert Bean Consulting The views and opinions expressed in this document are those of the author/project team and do not necessarily reflect the views of the Australian Government, state and territory governments or NCVER Publisher’s note Additional information relating to this research is available in Cross-cultural training and workplace performance: Support document. It can be accessed from NCVER’s website . To find other material of interest, search VOCED (the UNESCO/NCVER international database ) using the following keywords: cross cultural training; cultural awareness; workplace learning; capacity building; training provider; employee attitude; employer attitude. © Australian Government, 2008 This work has been produced by the National Centre for Vocational Education Research (NCVER) under the National Vocational Education and Training Research and Evaluation (NVETRE) Program, which is coordinated and managed by NCVER on behalf of the Australian Government and state and territory governments. Funding is provided through the Department of Education, Employment and Workplace Relations. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced by any process without written permission. Requests should be made to NCVER. The NVETRE program is based upon priorities approved by ministers with responsibility for vocational education and training (VET)...
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...Cross Cultural Management of Japan & United States One concern of the merger between these two companies involves group interaction and sense of space. People in the United States take great pride in themselves on individualism and informality. The Japanese culture values groups and formality. People in the United States admire a person who excels above everyone else. If this merger takes place and it makes the price of stock to rise, the American company might want to buy more stock and the Japanese might not agree with this and be more cautious which could result in a cross-culture conflict. Cultural differences and cross culture conflicts is the biggest challenge in terms of cross-cultural management that will arise in the merger of these two companies (Chen, 2013). Due to differences in culture in terms of beliefs, priorities and lifestyles, management of cross culture operations will be difficult for both companies. It is because cultural differences affect the human thinking, feeling, acting and behavior that can result in cross culture conflicts within the organization (Adekola and Sergi, 2012). For example, in terms of language, religion, value, and attitudes, there are several cultural differences in both countries: U.S. and Japan, which can affect decisions and choices of employees or people from these countries and can cause to cross culture conflicts (Yoder, 2011). The women who are employed at Tokyo Electron worry that their jobs might be eliminated...
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...Issues relating diverse and cross cultural workforce R.RAAKESH(12608013) INTRODUCTION The diverse workforce has become a reality today. The impact of cultural diversity varies with the type of environment and firm’s overall strategy. As more and more number of firms move from domestic, multidomestic, multinational strategies to operating as a truly global firm, the significance and impact of cultural diversity increase markedly. Management of cultural differences has become more important for creating advantages and getting competitive edge. Companies must also consider stakeholders as employees. The viewpoints of stakeholders such as shareholders, suppliers, public agencies, and government regulators should be considered in shaping the culture of performance and approaching the diverse markets. In number of situations employees, customers and other stakeholders in the service environment interact to produce the ultimate service outcome. To solve the problem of unfair, inequitable treatment of diverse people, both as employees and customers, managers must recognize that such treatment is bound with bureaucratic structure, subjectivity and irrationality, inappropriate policies and practices, ineffective implementation of human. Companies should completely reshape the working culture that make possible the integration of a broad range of viewpoints that leads to a redefinition of how work gets done and how diverse markets are approached and capitalized upon. All employees...
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...Toyota plant in Valenciennes The Toyota Yaris is a subcompact car produced by Toyota since 1999. Yaris was first launched in the European market and it has achieved great success in the global market then. It was become Toyota's best-selling models in Europe. Besides, Toyota has used the "Yaris" and "Echo" names on the export version of several different Japanese-market models. At the beginning, Toyota decided to sell Yaris in the European market and build their overseas factory in Valenciennes France. As Toyata’s target market was in the European market, its overseas factory has the advantage in low labor cost and delivery cost. Valenciennes is a medium-sized city of 350,000 inhabitants located at northeast of France near the Belgium border. The region was severely struck by the steel crisis of the 1970s and the following constriction of the coal mining industry. The region suffered a huge economic depression with an unemployment rate approaching 30% during the 1980s. At that time, the installation of the Toyota factory in the industrial suburbs of Valencienne was a very important step of this regional revitalization process. Toyota ensured to the local government that it will create more than two thousand jobs for local residents. Considering of local economic situation, Toyota’s plant was more than welcome by local government and residents. To attract Toyota, national and local governments, as well as the European Union, gave Toyota a total of 51.5 million Euros in subsidies...
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... This case is about cultural management and organizational structure and control. It reveals the challenges faced by Western managers in telling Eastern managers the need to improve their performance. The Firm is a consulting firm with locations all over the world. It provides a range of business advisory services including taxation and accounting audits and recovery and management consulting. Mr. Alfonso Farquar was recruited by the Firm to conduct a review of the performance of some of the Firm’s Asian practices. After review of this case there are many problems related to cross-cultural management and organizational structure and control. Had the Firm researched these cultural differences Farquar could have approached the review with more knowledge and the project could have been supported. ANALYSIS: In reviewing this case numerous problems are revealed; cross-cultural management and organizational structure and control. Alfonso Farquar was recruited by Mr. David Mossman to travel to Taiwan and India to review their practices and find reasons for their slow market growth. He was advised to transfer a “best practice” approach to Business development to the Asian practices. After completing his evaluations of the Asian practices he was to report his findings to Mr. Honeysuckle. Although Farquar had never traveled overseas, never met any of these executives and was excited about the opportunity, he failed to understand the cross-cultural differences between both...
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...The Human Resource Management and Organizational Behavior Collection Stan Gully • Jean Phillips Editors Cross-Cultural Management Veronica Velo www.businessexpertpress.com Contents Preface ..................................................................................................ix Acknowledgments...................................................................................xi Part I Chapter 1 Part II Chapter 2 Overview of Cross-Cultural Management .................. 1 Introduction to Cross-Cultural Management .................3 Frameworks for Cultural Analysis ............................ 23 Frameworks for Cultural Analysis: The Cultural Dimensions of Geert Hofstede .....................................25 Frameworks for Cultural Analysis According to Fons Trompenaars ........................................................43 Other Frameworks for Cultural Analysis ......................63 Cross-Cultural Management in Action ..................... 77 National Culture Versus Corporate Culture .................79 Cross-Cultural Communication ...................................93 Ming Li and Veronica Velo Cross-Cultural Negotiations .......................................111 Cross-Cultural Conflict and Conflict Resolution .......127 Diversity Management: Other Forms of Diversity and Subcultures...........................................143 Sophie Hennekam Intercultural Perceptions on Ethics .............................159 Cross-Cultural Teamwork ..........
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...TU-53.1360 Cross-Cultural Management Assignment 1.12 Mister Y Mister X Mister Z Mister W Mister Q Table of Contents 1. Introduction................................................................................................................................... 1 2. Group Members and Dynamics of Team............................................................................... 2 2.1. Mister Y ...................................................................................................................................................... 2 2.2. Mister X ...................................................................................................................................................... 2 2.3. Mister Z ...................................................................................................................................................... 2 2.4. Mister W ..................................................................................................................................................... 3 2.5. Mister Q ...................................................................................................................................................... 3 2.6. Dynamics of the team .................................................................................................................
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