ES2002 Business Communication Intercultural Communication

ES2002 Business Communication: Intercultural Communication2 Definition of culture “ Culture is the coherent, learned, shared view a group of people has about life’s concerns that ranks what is important, instills attitudes about what things are appropriate, and prescribes behaviour, given that some things have more significance than others.” Source: Beamer’s & Varner’s Intercultural Communication in the Global Workplace

ES2002 Business Communication: Intercultural Communication3 Photo by Cliff Wassman Clothing Food Behaviour Attitudes Values Beliefs Meanings Norms

ES2002 Business Communication: Intercultural Communication4 “ Very often the way others do things is not different out of stupidity or carelessness or incompetence or malice … Most people do what seems the right thing to do at the time … And the judgment of what is right is rooted in beliefs, values, attitudes, as well as habit, tradition, and accepted norms.” Mole (1996)

ES2002 Business Communication: Intercultural Communication5 Outline Fundamental cultural orientations Nonverbal communication Different cultural groups Tips for intercultural communication skills

ES2002 Business Communication: Intercultural Communication6 Fundamental cultural orientations How contexting and facesaving affect communication How the individual is viewed in relation to the group How time is perceived How status is accorded How decisions are made

ES2002 Business Communication: Intercultural Communication7 Contexting and face saving Low context -High reliance on verbal communication -Less reliance on non- verbal communication -Direct, precise, and explicit High context –Low reliance on verbal communication –More reliance on context, nonverbal cues, implicit information shared –Indirect and rather vague High context – High face saving Low context – Low face saving Cultural orientations Contexting and face saving

ES2002 Business Communication: Intercultural Communication8 Individual / group Collectivist -The individual seen as part of the group -High degree of interdependence -Credit / blame goes to the group Individualist –The individual takes centre stage –Independence highly valued –A single person can earn credit / blame Cultural orientations Individual / group

ES2002 Business Communication: Intercultural Communication9 Time Polychronic-time cultures -Time viewed as more fluid and strict schedules not observed -Preset schedules are subordinate to interpersonal relations Monochronic-time cultures –High emphasis on schedules, punctuality and promptness –Schedules take precedence over interpersonal relations Cultural orientations Time

ES2002 Business Communication: Intercultural Communication10 Status Ascribed by virtue of age, family background, profession -Organizations more highly hierarchical -Extensive use of titles Accorded based on individual achievements –Organizations less hierarchical –Titles used only when relevant to competence Cultural Orientations Status

ES2002 Business Communication: Intercultural Communication11 Decision making Discussing points Seeking group consensus Consulting organisations in negotiations Cultural orientations Decision making

ES2002 Business Communication: Intercultural Communication12 Decision making in meetings A “meeting” is a cultural concept. Formal/informal? Personal/professional? Who decides? Top-level executives only or with consultations with all employees? In many corporate meetings, gender relations are also prominent (e.g., male executives make decisions; female executives are the bosses; female participants do not have a voice)

ES2002 Business Communication: Intercultural Communication13 Non-verbal communication Body language –Posture –Head movements Eye contact Laughter Touch Physical space

ES2002 Business Communication: Intercultural Communication14 Different cultural groups National Ethnic Corporate Religious Gender Socio-economic Profession IMPORTANT Statements made mere generalizations Norms of a culture change Not all differences in patterns of communication can be explained by national cultures

ES2002 Business Communication: Intercultural Communication15 Corporate culture Can national culture completely explain this? A Malaysian woman is a Senior Executive in an American multinational company based in Singapore. Educated in Malaysia and the UK, her manner of speaking is polite but straightforward. In a globalized world, corporate culture is usually hybrid Staff are usually exposed to different cultural orientations Lesson: be careful about making simplistic statements.

ES2002 Business Communication: Intercultural Communication16 So, beware! Do not stereotype cultures For example, All Japanese are… Americans are… She is Malaysian. She must be…

ES2002 Business Communication: Intercultural Communication17 Conclusion: TIPS Develop a sense of cultural awareness. Do away with ethnocentrism. Learn to adapt. Be more tolerant. Listen carefully and empathise. Look beyond the superficial. Do not lapse into your own language while in the presence of others who do not speak it. Take responsibility for the communication.