1. Topic 5 Cultural influences on Context: The business setting By Weiwei Li

2. Context and communication Culturally derived rules specify how communication is to take place by prescribing the appropriate behaviors in given contexts. Culturally derived rules specify how communication is to take place by prescribing the appropriate behaviors in given contexts.

3. 1 communication is rule governed 1 communication is rule governed -- rules prescribe behavior by establishing appropriate and acceptable response to communication stimuli for various social contexts within the larger culture. -- rules prescribe behavior by establishing appropriate and acceptable response to communication stimuli for various social contexts within the larger culture.

4. 2 contexts specify the appropriate rules -- 2 contexts specify the appropriate rules -- classroom, bank, church, hosptial, courtroom, wedding, or funeral classroom, bank, church, hosptial, courtroom, wedding, or funeral

5. Rules are culturally diverse Rules are culturally diverse concepts of dress, time, language,manners, nonverbal behavior, control of the communication flow. concepts of dress, time, language,manners, nonverbal behavior, control of the communication flow.

6. Eg In Turkey, your Turkish colleagues will insist on paying for all the entertainment. Eg In Turkey, your Turkish colleagues will insist on paying for all the entertainment. In USA, the cost of the meal or entertainment can be shared. In USA, the cost of the meal or entertainment can be shared.

7. To be successful in intercultural communication, it is essential to know both of the cultures. To be successful in intercultural communication, it is essential to know both of the cultures.

8. The international business context 1 Most nations and many multinational business organizations have international facilities and do business on a globle basis. 1 Most nations and many multinational business organizations have international facilities and do business on a globle basis.

9. 2 the most successful companies 2 the most successful companies - understand wolrd economics and global competitiveness; - understand wolrd economics and global competitiveness; - have the ability to communicate effectively with their international counterparts. - have the ability to communicate effectively with their international counterparts.

10. 3 the concept of management can be viewed differently from culture to culture

11. Cultural views toward management and managers Cultural views toward management and managers

12. In USA — achievement and success, belief in hard work, pragmatism, optimism, rationality, impersonality in interpersonal work relationships, equality of opportunity, acceptance of competition, and individualism. In USA — achievement and success, belief in hard work, pragmatism, optimism, rationality, impersonality in interpersonal work relationships, equality of opportunity, acceptance of competition, and individualism.

13. In Germany, the manager is not a cultural hero, although they have a very strong concept of management. In Germany, the manager is not a cultural hero, although they have a very strong concept of management. --hostorically honored the worker who possess exceptionally high occupational skills and qualifications. --hostorically honored the worker who possess exceptionally high occupational skills and qualifications. lowest rate of personnel in leadership and staff roles. lowest rate of personnel in leadership and staff roles.

14. In Japan, not share a strong sense of management. In Japan, not share a strong sense of management. The key component — worker group The key component — worker group expect lifelong employment and advancement according to seniority. expect lifelong employment and advancement according to seniority.

15. American CEO “ I am working for my stockholders. ” American CEO “ I am working for my stockholders. ” Japanese CEO “ Japan ’ s top corporate managers are not – and never will be – slaves to shareholders. They keep men in good-paying jobs in order to maintain social stability. Japanese CEO “ Japan ’ s top corporate managers are not – and never will be – slaves to shareholders. They keep men in good-paying jobs in order to maintain social stability.

16. In France, subordinates are aware of their place in the social hierarchy. They also feel honor toward their own class. In France, subordinates are aware of their place in the social hierarchy. They also feel honor toward their own class. In China, Chinese business values emphasize kinship, interpersonal connections, respect for elders and hierarchy. In China, Chinese business values emphasize kinship, interpersonal connections, respect for elders and hierarchy.

17. Business protocol The procedures for seeking business appointments, The procedures for seeking business appointments, the ways in which people greet one another, the ways in which people greet one another, gift-giving practices differ from one culture to another. gift-giving practices differ from one culture to another.

18. Appointment seeking In the Latin American culture, you should establish your contacts as high up in the organization as possible. (make introductions and contacts for you) In the Latin American culture, you should establish your contacts as high up in the organization as possible. (make introductions and contacts for you)

19. In China — important to establish contacts beofore you invest in a trip. In China — important to establish contacts beofore you invest in a trip. In Saudi Arabia – must have a sponsor act as an intermediary, make appointments and arrange meetings. In Saudi Arabia – must have a sponsor act as an intermediary, make appointments and arrange meetings.

20. In Italy, strong contacts who can represent you and make appropriate introductions are preferred. In Italy, strong contacts who can represent you and make appropriate introductions are preferred.

21. Greeting Behavior American — informal and friendly American — informal and friendly shake hands on meeting and leaving. shake hands on meeting and leaving. A small kiss on the cheek for friends A small kiss on the cheek for friends first name s generally are used with the exception of senior persons or formal situation first name s generally are used with the exception of senior persons or formal situation business cards are exchanged in busines setting not in social setting. business cards are exchanged in busines setting not in social setting.

22. In Saudi Arabia, In Saudi Arabia, numerous handshakes, numerous handshakes, tend to be expressive and elaborate tend to be expressive and elaborate often embrace and kiss on both cheeks(men) often embrace and kiss on both cheeks(men) business cards are routinely exchanged and are printed in both Arabic and English business cards are routinely exchanged and are printed in both Arabic and English

23. China China a nod or bow from the shoulders a nod or bow from the shoulders formal and use titles and last names formal and use titles and last names first name among close friends first name among close friends business cards are translated into standard Chineses and are routinely exchanged. business cards are translated into standard Chineses and are routinely exchanged.

24. Finland Finland firm handshakes (even children) firm handshakes (even children) women to be greeted first. women to be greeted first. hugs and kisses are reserved for greeting with close friends and family. hugs and kisses are reserved for greeting with close friends and family. full name and title full name and title

25. Gift giving Most American — a form of bribery Most American — a form of bribery Japanese – very common (first business meetings ) Japanese – very common (first business meetings ) (flowers, cakes, or candy when visiting a family) (flowers, cakes, or candy when visiting a family) Chinese — very flexible (exchanging gift is considered as a reflection of politeness) Chinese — very flexible (exchanging gift is considered as a reflection of politeness)

26. Negotiation 1 Strategies for negotiation differ from culture to culture. 1 Strategies for negotiation differ from culture to culture.

27. A Joke: A Joke: The American says “ Well, you know I have been in Japn for my company for forty years. Forty years! And now they are sending me back home to the States in just a few days ” The Japanese replies, “ That ’ s the problem with you. ” The American says “ Well, you know I have been in Japn for my company for forty years. Forty years! And now they are sending me back home to the States in just a few days ” The Japanese replies, “ That ’ s the problem with you. ” Americans: here today and gone tomorrow Americans: here today and gone tomorrow

28. Some culture value rapid negotiations Some culture value rapid negotiations Others prefer slow negotiations Others prefer slow negotiations

29. 2 There are many different kinds of truth in the world, and the source of “ truth ” for a culture can influence business transactions. 2 There are many different kinds of truth in the world, and the source of “ truth ” for a culture can influence business transactions.

30. North American North American “ He who hesitates is lost. ” “ He who hesitates is lost. ” conduct business at lightening speed. conduct business at lightening speed. sign contract during the first business meeting (middle managers have authority) sign contract during the first business meeting (middle managers have authority) prior contact helpful but not necessary. prior contact helpful but not necessary.

31. Latin American Latin American “ to a hurried demand, a leisurely reply. ” “ to a hurried demand, a leisurely reply. ” personal relationship are important personal relationship are important expressive, often involve loud exchanges, expressive, often involve loud exchanges, enjoy bargaining and tend to make concession slowly enjoy bargaining and tend to make concession slowly

32. Eastern Europe Eastern Europe Government involved — proceed at an unhurried pace Government involved — proceed at an unhurried pace enterpreneurs- progress rapidly enterpreneurs- progress rapidly

33. Western Europe Western Europe French — very formal issue, intensive eyes contact French — very formal issue, intensive eyes contact German — no humor, compliments and personal questions, begin immediately after an introduction. German — no humor, compliments and personal questions, begin immediately after an introduction.

34. In the Middle East In the Middle East must promise and immediate return. must promise and immediate return. confrontational and emotional in negociating style. confrontational and emotional in negociating style.

35. The Pacific Rim negotiation and decision-making processes to last long negotiation and decision-making processes to last long long term relationship are valued long term relationship are valued face-saving and status are crucial issues face-saving and status are crucial issues

36. 3 Trust, on a global scale, should be factored into cross-cultural business issues. 3 Trust, on a global scale, should be factored into cross-cultural business issues.

37. 4 People need to be cognizant for the roles and values placed on women in the cultures in which they will be doing business. 4 People need to be cognizant for the roles and values placed on women in the cultures in which they will be doing business.