GEB FINAL EXAM

Making it clear .

Be wary of writing so indirectly your message becomes unclear . State the bad news so that it won't be misunderstood , but , of course , do it thoughtfully . Making the message clear initially will avoid any additional and unnecessary correspondence with the reader .

BASIC CONCERNS ABOUT YOUR CONTENT

After working to analyze your audience and decide on your speech's main purpose , you'll want to do your research and format your information into a logical order . As you piece together your presentation , you'll want to make sure you have clear information , good detail , a coherent framework , a clear and narrow focus , and a carefully organized format .

The " nice - guy " approach

Because is often human instinct to go out of our way to lessen the blow of negative news , sometimes we go overboard in our " positive spin " in a bad news message . In certain situations , trying too hard to be a " nice guy " may lead to legally problematic statements . This can occur most frequently in the rejection of job applicants .

In Colombia

, a speaker may use one nonverbal to indicate the height of animals and a different nonverbal to show the height of people . In general , for an animal's height , a Colombian will hold the arm out with the palm down and raise it to the correct height . For people , the speaker will do a similar nonverbal , except the edge of the hand will face the floor instead of the palm .

What are the differences in PERSONAL SPACE ?

--SMALL PERSONAL SPACE . Latin Americans usually use the least amount of personal space ; they'll generally stand the closest to you . ● Business people from Arab cultures are also noted for standing quite close to a listener ( but , arguably , on average , not quite as close as Latin Americans some experts note ) . The French may stand somewhat close to a listener , but not quite as close as Arabs and Latin Americans . North Americans typically stand about 4 feet ( or more ) apart when discussing business ; they use more personal space than the French , Arabs , and Latin Americans ● The Germans typically would appreciate an even greater space than North Americans . ● The Japanese would especially appreciate a good - sized space between speakers and listeners . --LARGE PERSONAL SPACE

An alternative

A refusal is a lot less disappointing for the reader if the writer can offer a suitable substitute , compromise , or alternative . If possible , offer your alternative immediately after expressing the bad news , ideally in the same sentence : Though I cannot speak at your school's graduation on June 2 , I can recommend to you Devon Williams , my colleague in our Marketing Bureau . Of course , in some situations offering an alternative is not possible ; nevertheless , many times we can offer something positive at the end of the message

Learning and Thinking Patterns

All cultures learn from a combination of understanding concepts and gaining experience . However , some cultures may prefer one type of learning to another . In North America we are comfortable gaining knowledge from secondhand sources , such as books , academic and trade journals , business and news magazines , training programs , newspapers , etc. We consider learning from these types of sources as a valid way to gain information . However , other cultures see firsthand experience as the only true way to understand . These cultures regard secondhand information as hearsay . Countries where people do not use a written language or do prioritize personal vision generally prefer learning via firsthand experience . The personal vision of a great spiritual or political leader may become the undoubted knowledge of the culture .

Protecting you and the firm .

Be careful what you say in your written messages . Many have labeled e U.S. a " law suit culture , " and written evidence always makes for stronger evidence in court . Avoid using language that may create responsibility or legal liability for your firm or for you and Your aim for delivering disappointing news will be to meet the four goals described above . In taking this approach , you'll more likely keep relationships intact no matter the situation .

Clear Information

Be sure that your content is clear and that you are defining any and all technical terms . Speeches that describe fairly technical subjects often encounter problems with clarity . You'll need to decide what vocabulary will be appropriate for your specific audience . Consider how much your audience knows about the topic . Will you have to fill in a lot of background ? Should you define terms early in the speech or make them clear as they appear in the presentation ?

PowerPoint designers should carefully consider the images and colors used for presentations to an audience from another part of the world . The images need to fit well with the norms and expectations of the culture to avoid misunderstandings

A series of images that seem quite logical to a U.S. perspective can create confusion in other countries . For example , a PowerPoint slide about a new laundry product might show a series of images moving from left to right across the screen : ( 1 ) a soiled t - shirt , ( 2 ) a bottle of detergent , ( 3 ) a clean t - shirt . This pattern seems obvious enough in North American . However , not all cultures read from left to right . In the Middle East , most people read from right to left , thus interpreting the series of images in the opposite order . This misinterpreted pattern can make dinta Middle Eastern audience believe the detergent strangely makes the clothes dirty . Also , slides with human figures should be designed judiciously . Human images should wear clothing appropriate to cultural norms , and gender roles captured on slides should match up with gender roles within the culture . Any nonverbal gestures projected on the screen should be researched to ensure they do not offend the viewing culture . Company logos that contain human figures may need adjustment or reconfiguration if the images risk being offensive so advises Pinfan Zhu in the article " Problematic Graphics that Affect International Business . " For example , a manufacturer of stone crushing equipment had to reconsider its logo used in PowerPoint slides for a Saudi Arabian audience . The standard logo showed a man's clenched fist grasping a rock ; unfortunately , the upward facing position of the hand captures a motion seen as quite offensive to Saudis . example , is seen as helpful and faithful in the U.S. , unclean in the Middle other countries . Cultures can view specific species in surprisingly different ways The dog , for Animal clipart images or photos can also have negative connotations for audiences from East , and ferocious in china.

combining french ans japanese cultural norma

. Both automakers had strong attachments to their home countries , with Nissan perceived as a symbol of Japan's society in the same way France's culture connected Renault to a distinct aspect of " Frenchness . " Bringing the two companies together would be difficult because both would need to reexamine organizational norms as well as national cultural norms . From the outset , the French especially felt pressure to work out a " conceptual metaphor " for the merger . Technically , Renault was taking over Nissan on an ownership level because Renault's initial acquired shareholding was 36.8 % , making it the dominant partner for the foreseeable future . However , from the start the French firm strongly emphasized that the transaction would center around the word " alliance , " and the two parties agreed on the following metaphorical phrase : the " Renault - Nissan Alliance . " talumul coul In a study by Korine , Asakawa , and Gomez ( 2002 ) , the implementation of the " Alliance metaphor is detailed . Their research noted four specific phases of the pre - alliance process : the conception , the " romance , " the commitment , and the conclusion stages . ( It is interesting to note that in the French language the word alliance has the connotations of wedding rings and marriage ; thus , the romantic - sounding stages above make sense . ) The first of these four phases solely involved the two CEOs meeting to build trust and respect for each other and each other's firms . After the successful summit , the companies moved to the second stage , and this involved over 200 staff members from both groups piloting joint team studies to examine each organization's strengths and to project possible synergies , ideally discovering the best paths for collaborative ventures . The joint teams decided that the best way build an equity - of participation mindset would be through the exchange and intense involvement of middle management personnel . These executives would participate throughout the blending " process and then continue on afterwards . The third stage of the pre - alliance process created a specific management structure . Initially , Renault - Nissan formed a Global Alliance Committee , co - chaired by Nissan's board chairman and Renault's CEO . Five other top executives from each firm made - up the heart of the group . The committee agreed to meet each month , alternatively in Tokyo or Paris , and arranged to form a Joint Co - ordination Bureau . The bureau would take on the implementation of all decisions made by the Global Alliance Committee . To make this happen , the bureau created cross companies teams , each with equal power , for every geographical area . These teams were

In many regions throughout the world , people approach authority figures indirectly .

. For example , in Latin America a mediator is needed to approach a superior , especially one high above . person in the hierarchy . This mediator works as a patron for the person in what some researchers label a patron - client relationship . In this relationship , both parties are completely loyal to one another , and the patron works to create opportunities for the junior client . Often , the client will move upward as the patron receives promotions . In some cultures ( especially in Mexico and India ) , the power distance may be so large that workers expect constant direction and will never disagree or make suggestions to a superior . This can create problems when U.S. managers receive overseas assignments and expect their Mexican employees to work well on their own . U.S. managers may take a while to figure out that the workers prefer strict supervision .

personal life of the individual: piblic or private?

. If personal problems do interfere with work , one would be unlikely to discuss the matters with a supervisor In other countries , individuals should always share their problems with their managers ; thus , the personal life becomes " public . " In the U.S. , Canada , England , Scotland , New Zealand , Australia , and many places in continental Europe , your work life generally should not overlap with your personal matters . You ordinarily would not report problems with your family life or other issues to your superiors . and However , cultures that are more collectivist do necessarily see a strong distinction between the private and the public . Typically , these cultures think of group membership as long term and value keeping harmony within the unit . For example , in China a worker would be perceived as actively looking to disrupt group harmony by not sharing personal problems with coworkers and superiors . Chinese management often will take a direct role in taking care of factory employees by providing them with dorms or apartments . where In Argentina , a country influenced by western Europe but also group - oriented values , the two approaches blend . Work should come first , but a much more flexible attitude is shown towards matters of family and personal issues . The attitude is much more lenient than in the U.S. or Great Britain .

Breaking the bad news

. In most cases , you will want to give the bad news clearly , to avoid any misunderstandings ; however , you will want to be as brief and as thoughtful about it as possible . Think about the different strategies you can use to de - emphasize the negative . First , remember to bury the information in the middle of a paragraph , ideally between your explanation and your alternative . Beginnings and endings of paragraphs are places of emphasis : avoid these locations . Second , use a longer sentence type to take emphasis off the bad news . Either a compound or complex sentence will work best . Avoid a compact simple sentence . Many experts assert that using a complex sentence is the most ideal , especially if the writer places the bad news within the subordinate clause of the sentence : Although I cannot speak at your workshop on May 3 , I greatly appreciate your interest in my books and videos . Third , consider using passive - voice verbs to express the negative in order to highlight the action and remove emphasis from the writer and the company . Instead of We do not replace damaged parts use Damaged parts are not replaced because .... Finally , do not linger on the bad news . Express it effectively and efficiently , and move on

Specifics on PowerPoint Slides

. You are better off creating your own design for your slide set than using one of PowerPoint's templates . Some of PowerPoint's plainer , less showy options will work ans show more initiative and have more control over each visual if you create the format

Comfort with Uncertainty

All people react to uncertainty differently , some with a greater level of anxiety than others . Experts make the broad generalization that being cultures are more comfortable with uncertainty and doing cultures work to avoid it . Being cultures are often more open to accepting whatever may come . Doing cultures often make plans and back - up plans to help them deal with potential problems in the future . Of course , a specific individual's desire to avoid uncertainty can be in sharp contrast to norms within his or her country . Two managers from different countries working for a multinational corporation may often come in conflict if they view uncertainty very differently . If one manager desires more specific guidelines on regulations and the other does not see the need , problems may develop . The uncertainty - averse manager may think his colleague is being careless ; the uncertainty tolerant manager may see his coworker as unnecessarily nervous -- a worry wart . Both may not understand that the true conflict is about cultural norms . Many researchers see a difference between " uncertainty " and " risk . " The scholars Iris Varner and Linda Beamer assert that risk " involves a specific potential loss , but uncertainty does not involve a specifically identifiable loss . " Businesspeople from various regions may approach risk differently , but generally , all companies world - wide wish to minimize risk . However , some cultures that lean toward uncertainty - aversion may be comfortable with high risk . Perhaps the specificity involved with risk makes uncertainty avoiders more adventurous ; they can see specifically what might go wrong and then think they will have greater control over the situation . This point may explain why many studies find businesspeople from the United States , a doing culture , comfortable with taking big risks .

NEGATIVE NEWS IN OTHER CULTURES

Approaches to delivering negative news can vary from nation to nation . For example , though German business writers may sometimes use a buffer to deliver bad news , they are typically rather direct ( see the example in Chapter 1 ) . In Japanese negative messages , the writer will ask for understanding and forgiveness . The French are less concerned than professionals in the U.S. about ending a negative news letter with something positive . The French will close the letter formally without offering an alternative . However , unlike the U.S. , writers in France will apologize for errors and mention regret for creating any inconvenience . The Chinese will work hard to prioritize harmony ; they desire to keep the relationship intact and strive to avoid anyone losing face . For the Chinese , the key to buffering the bad news is to mention past solidarity , and

Denying Routine Requests

As we've pointed out , most readers prefer to be let down gently when it comes to receiving refusals . Using the explanation - before - rejection pattern works well for turning down requests for information , favors , money , action , etc. Study the following example that uses the ideal five - step by approach for denying a request for information , and gain strategies for crafting your own messages .

WHAT ARE THE QUESTIONS ONE SHOULD ASK WHEN RESEARCHING ANOTHER CULTURE IN PREPARATION FOR BUSINESS ?

Asking the right questions before diving into business with a foreign business partner is a good approach to the process . Remember , you'll want to understand the why behind another culture's behavior , but you'll also want to use the flexible " prototype " approach that realizes that there are always individual exceptions to any rule ( that you'll always find individuals within a country who do not necessarily follow all that country's typical social and behavioral norms ) . Doing research can really put you ahead of the game .

Posture

Avoid leaning on or gripping ( with a free hand ) the lectern , console , etc .; this can throw off your posture . Keep your feet shoulder length apart and your weight evenly distributed over both legs . Make your chest " tall " ; think of your ribcage area as your " honor zone . " You always will want your honor zone to project confidence .

Legal Problems to Avoid

Before exploring the multi - step pattern described above , let's review how a writer can avoid issues of legal liability . Although the writer is not always to blame for a reader's misunderstandings , during the drafting process a writer composing a negative news message especially should be on the lookout for these problems : overly negative and abusive language ; overly careless language ; and the " nice - guy " approach .

In Brazil

Brazil has a large and rapidly growing economy that has mostly prospered during the world wide Great Recession . The nation leads South America on many business fronts . If beginning a new venture in Brazil , one wants to become familiar with the meaning of " Custo Brasil , " which implies " the cost of doing business in Brazil . " Because of many governmental laws and bureaucratic necessities , complicated taxation , and infrastructure issues , businesses looking to establish new subsidiaries or investigate importing opportunities will want to create a type of " protective shield " comprised of Brazilian accountants and lawyers who can more easily decipher the country's bureaucracies , laws and codes , and taxes . These parties can act as efficient mediators to help smooth transactions . Nonverbally , Brazilians commonly interrupt and talk over one another during negotiations This is a commonly found cultural norm throughout the nation . Outside negotiators should not interpret these " verbal overlaps " as rude or aggressive behaviors and should instead maintain patience . Additionally , U.S. businesspeople should learn to accept the Brazilian norm of favoring oral agreements over written agreements . This can be true during negotiations and may also come into play for all types of communications . Brazilians feel that oral agreements show greater trust between two parties ; a group requiring all agreements in writing will strike them as distrustful . Also , Brazilians believe that oral communication builds better relationships and works more efficiently because questions can be answered on the spot .

Aims for Breaking Bad News

Business communicators should always keep specific aims in mind when preparing to shape an indirect approach message . These aims include Selling " the bad news . One might argue that a bad news message is almost like a sales messgae because the writer needs to convince the reader to understand and accept the situation. the it was inevitable

The closing

Close your negative news messages as positively as possible . At worst , be neutral The key is not to restate the bad news . If you've offered an alternative , mention it again in your closing , perhaps offering follow - through advice . Occasionally , part of the positive alternative may include a freebie.

Jan White in Color for Impact describes

Color for a PowerPoint problem called the " fruit salad effect . " She argues one should avoid the impulse to dress charts with lots of color . Often , especially for a pie wedge or bar , only one items needs emphasis , so the designer should only add color to that specific wedge or bar . Lots of colored pie - shaped wedges , bars , and lines might look great in a fruit salad , but they're awful in most professional - world visual displays . -Make sure the width between bars or columns on chart is less than the width of the actual bars or columns themselves Unnecessarily skinny bars and columns may end up difficult to see . -Don't overcomplicate labels . For axis labels , use the word " thousands " or " millions " instead of writing - out extra zeroes . Also , consider not using axis labels if what's being measured is obvious

Results versus Relationships

Cultures that prioritize results always prioritize the bottom line . Profit is the key factor . How an individual or group arrives at a profit is not as important as making sure a profit is made The United States leans heavily toward a results - orientation . Organizational behavior theories , such as Management by Objectives ( MBO ) , that work via aiming at specific goals and sub - goals , were developed in North America . These theories clearly value results . Measuring outcomes based on strategies used to attain results form the basis of a lot of U.S. business and management theory . In the U.S. , managers continually measure progress to ensure that the correct results are achieved . Because of this predisposition , North Americans have a near obsession with statistics . Many countries find this obsession with numbers to be extreme and not as logical as would seem on first glance . The French have an especially difficult time with the U.S. penchant for data , especially data measuring somewhat intangible qualities . Multiple choice survey questions such as How happy are you with your present job : 10 percent , 20 percent , 50 percent , 70 percent , 90 percent ? seem to overlook subtleties that make such a question quite complex and impossible to measure . In other parts of the world , successful business transactions may place greater importance on things other than immediate profit . These countries often highly value relationships . Even if a specific business deal falls through with another company , as long as a good relationship has been established , the deal is considered a success . A strong relationship means the door is open for successful negotiations ( and profit ) in the future . Many Asian countries prioritize building relationships instead of fretting over short - term profits . This is especially true in China . Researchers Iris Varner and Linda Beamer have noted that work units for Chinese organizations receive specific allocations from the state for travel . This travel will include meetings with buyers , suppliers , associates , financiers , etc. While traveling , individuals from a work unit will stay at hotels actually constructed on an organization's premises in order to foster relationship - building . These dealings will rarely involve a lot of written correspondence. business interaction must occur face-to-face. one must always nurture the relationship.

KNOWING YOUR PURPOSE AND ANALYZING YOUR AUDIENCE

Do plenty of brainstorming to learn the true purpose of your oral presentation . Are you strictly delivering information , persuading an audience to act on an idea , or asserting the best plan to move forward with a marketing scheme ? Each of these purposes will give your speech different shape , a different format . Also , don't forget to analyze your audience . Determine the demographics of the group . Additionally , check for psychographic tendencies as well . What does your audience already know about the subject ? How much background information will they need in your introduction to understand the topic ?

WAYS TO DELIVER NEGATIVE NEWS IN THE U.S.

Even though the United States is considered a low context culture , when it comes to bad news , most people prefer a little cushioning . Thus , most business writers in the States use an indirect approach to help soften the impact of negative news . Since bad news can annoy , disappoint , or even anger the receiver of the message , one should construct paragraphs and sentences carefully . A well - constructed pattern includes a clear but sensitive explanation showing the reasons for the bad news , and a good pattern also uses language with care and precision . A well - written negative news message can be the difference between keeping or losing a customer , a business associate , or a good employee . adereptines If a writer doesn't know the reader well ( or at all ) or if the writer is above the reader in the company hierarchy , experts argue to deliver bad news indirectly . This approach especially comes into play when sending negative information to customers , refusing requests to individuals outside the company , and distributing bad news within a corporation . No matter the scenario , understanding general concepts for creating messages makes for more successful letters , e - mails , memos , and reports .

In Germany

Germany has led the European Union before , during , and after the global financial meltdown . The Germans have consistently had one of the strongest economies in the Western world in recent decades . mething Germans , as one might anticipate from such a low context culture , take business matters extremely seriously , and they will not sugarcoat their opinions . Placing truthfulness , bluntness , and directness above all else is a traditional norm in Germany . Negotiators should avoid humor with their German counterparts during business as this is seen as extremely unprofessional . German negotiators prefer meetings that stick to a formal agenda and prefer to organize daily plans in a schedule - heavy fashion . During these meetings Germanic businesspeople will analyze all facts in great detail and use strongly rational reasoning to support all points . During

USING A SENTENCE OUTLINE

Great outlines allow a speaker to gracefully glide through content . Taking your time to type up a formal outline in complete sentences ( see Appendix A ) can basically be a way to make your presentation flow step - by - step . Creating an outline should be the first part of beginning to piece together your content . Too commonly , people think about outlines at the last minute . Don't make this mistake ! Use basic outline format ( with Roman Numerals : I. , II . , etc .; Capital Letters : A. , B. , etc .; and then Arabic numbers : 1. , 2. , etc. ) as you format your outline . Your first Roman numeral will cover your opening : an attention - grabber , your main point , and a brief preview of your main support ideas . Roman numerals in the middle of your outline ( typically II . - IV . ) generally explore your main support points that back up your major thesis or subject . The last Roman numeral should cover your closing .

Hierarchical or Horizontal ?

Hierarchical societies are more rigidly structured and class-conscious. Horizontal , egalitarian cultures ideally prefer to view all members as having equal footing . - The United States likes to pride itself on its egalitarian roots . U.S. culture is filled with stories of individuals who start at a low station and eventually work their way up . With hard work , North Americans like to think that a person can accomplish anything . - - Countries like New Zealand and Australia have similar ideals . Both of these countries have bragged about having prime ministers who never attended college yet these individuals successfully ggled the political ladder . However, many other parts of the world seem more comfortable with a hierarchical structure . People in a aclass-orientedd society become comfortable with always knowing who fits where in the social system . - In Asia, many experts find this preference a vital part of Asian cultures .. Japan especially has strong roots in a hierarchical system . A self - consciousness about hierarchy greatly influences nearly all aspects of life in Japan Everything is in degrees : degrees of elegance of clothing , degrees of depth of bow , degrees of presents , degrees of status of banks , manufacturers , distributors , and other businesses . Researchers argue that much of the preference for hierarchy in Asia , from Japan to China , Korea , Taiwan , and Vietnam , finds its roots in the philosophy of Chinese Confucianism . Over the centuries, these ethical guidelines for behavior blended into what became known as Neo - Confucianism -- a mix of Daoism, Buddhi, and Confucius's teachings that occurred during the Song dynasty ( the years 960-1279.

Doing Tasks Simultaneously or Sequentially

If a person in the U.S. meets a colleague in an office to discuss a report , the person ordinarily expects the colleague to give his or her undivided attention to the dialogue . If the colleague continually answers the phone , checks emails , allows other people to come into the office for brief conversations , and edits a superior's PowerPoint presentation , the person will think the colleague is rude -- or at least extremely disorganized . However , simultaneous activity can be the norm in some cultures , especially in South and Central America . Someone comfortable with simultaneous activity may see the hours of the day as very fluid . That person may think that the most efficient way to get things done is to work on both low and high priority tasks simultaneously . Some relationship - oriented cultures prefer doing work items simultaneously because this will allow them to meet with an individual all day while still accomplishing many other tasks . In general , North Americans prefer doing things sequentially . They like to make lists and cross jobs off one by one . However , some cultural observers argue that younger people may now have a preference for simultaneous activity . Many individuals in the U.S. today may listen to the conversation at a meeting while using a cell phone to text message a colleague about organizing a presentation and report . Sometimes changes technology can speed up changes in cultural norms in a country .

USING YOUR KNOWLEDGE EFFECTIVELY

If businesspeople learn to use intercultural knowledge to the optimal extent , taking the next steps in strengthening intercultural business communication will come that much more easily and increase the synergy of international business ventures across the globe .

The alternative

If the situation allows , offer a positive alternative to help add further cushioning and more positive " spin . "

The Structure of Negative News Messages

If writers stick with the basic five - step approach to bad news , they shouldn't have too many legal worries . As stated earlier , businesses give preference to an indirect approach in the United States . For certain scenarios , a more direct approach may work better ( we'll discuss this later in the chapter ) ; nevertheless , developing expertise with the indirect approach gives writers many difceffective strategies .

negative news in japan

In Japan , on the unlikely occurrence that a firm has to break a contract with another company and request a refund , the firm would probably discuss the entire history of the relationship between the two entities before expressing the bad news . In Latin America , the structure of negative news messages packs several differences to similar messages in North America . Bad news messages in South and Central America can be surprisingly brief and generally avoid buffer paragraphs . This is because cultural norms pressure writers to avoid directly stating negative information . Many Latino cultures view the act of delivering bad news as discourteous . Latin Americans , like many other high context cultures , try to implicitly slip the unpleasant information into the message's content . This norm requires readers to read - between - the - lines to understand what is stated . In India , quick negative responses via email may take a similar indirect tack to avoid straightforward delivery of bad news . For example , if you asked an Indian worker if he or she cihad finished analyzing the spreadsheets and calculations for a meeting , a response like this might

Importance of Luck , Superstition and Fate

In North America , even though office buildings frequently do not have 13th floors and people follow superstitious behavior when it comes to sports and gambling , most businesspeople do not base decisions on luck , superstition and fate . In other parts of the world , especially many regions in Asia , luck may actually directly influence business decisions . For example , in Taiwan the seventh month in the lunar calendar is called the " Ghost Month . " The Ghost month is considered unlucky . Most business professionals in Taiwan will avoid making decisions or starting negotiations during this time . This type of behavior seems silly to people in the United States . However , people in Asian cultures point out that even though North Americans use rational plans to avoid surprises , the unexpected still has ambushed the success of many U.S. corporations . Cultures from the Far East argue that since fate is unpredictable , perhaps superstition should not be ignored . U.S. business professionals would be wise to avoid laughing at behaviors by foreign counterparts that seem overly superstitious . Not only is laughing insensitive , in the long run North Americans may not be the ones who laugh last .

The Direct Approach for Bad News in the U.S.

In a handful of specific situations , delivering negative news directly may be the wisest strategy . First , if you know the person who will receive the message is a very low context , don't - beat around - the - bush personality type , then be direct with the bad news . Second , if the information simply cannot be overlooked , then aim to be straightforward . Third , when the bad news is relatively insignificant ( for example , Because of the remodeling in the boardroom , the biweekly review meeting has been postponed . ) , expressing the bad news up front will work . Finally , on some occasions presenting firmness via a direct approach can show strength and determination , especially , for example , in the last of a series of collections letters for a past due debt . When using the direct approach for bad news , think about beginning with a little bit of explanation or rationale in the same sentence as the bad news , but , nevertheless , get to the point .

Perception of Women's Role in Society

In a vast majority of countries women do not hold high echelon business positions in the same numbers as men . In countries that prioritize the ideal that women and men are equal , women do hold more of these positions ; however , men still hold the overall advantage . No matter the culture , if women do not have power in the business world , their power in the domestic setting may be quite large . This is especially true in cultures in the Middle East and North Africa where Muslim behavioral norms can mean that women rarely play a role in professional realms . Nevertheless , women make all decisions regarding the children and the household . Additionally , women in some Islamic countries do take part in the professional world . For example , in countries such as Pakistan , Singapore , Indonesia , and Malaysia , Muslim women hold prime government and corporate spots . Also in England and India , two other countries where Islam is one of several religions , Muslim women can also achieve high positions in corporate organizations . In Japan women may also play a role in business . Typically , they perform clerical and hostess duties in the corporate world . Many Japanese women work in these positions to find husbands , and this practice is encouraged by the companies . These firms believe that marriages between employees are good because then the wife will understand her husband's intense dedication to the company . After these women marry , they may continue to work but will usually leave after the birth of the first child and not return to the firm . In places such as Great Britain , North America , New Zealand , and Australia , equal opportunity for both men and women is the governing philosophy . Gender is not supposed to matter . Everyone is potentially equally smart , responsible , ambitious , competent and deserving of praise . Although people frown at the fact that this ideal is not perfect ( in these countries men often still on average make more money than women ) , these shortcomings in the equality concept are tolerated .

Youth versus Seniority

In cultures that value youth , people perceive the young as having more power , choices freedom , and vitality . Advertisements in these cultures focus on keeping a youthful appearance , and many products in these ads , including clothing , fitness equipment , cell phones , liquor , cars , etc. , appeal to a need to remain healthy and vigorous , and thus , more powerful . Young corporate brokers , CEOs , and CFOs often make the features section in many prominent business magazines , trade journals , and newspapers . The term old is laced with negative connotations . The word can mean " put out to pasture , " loss of power , and loss of capabilities . However , cultures that value elders do not understand youth - oriented cultures ' obsessions . Seniority - oriented cultures view older businesspeople as having more wisdom , know how , and credibility . The older a worker the more likely that person is high on the company's organizational chart . These firms will always send senior members to negotiate with other groups . To show respect in a culture that favors elders , younger employees will never openly disagree with senior managers . If a senior member of the company has made a mistake , a quiet , behind - closed - doors meeting will take place to softly suggest other alternatives or ideas . No one will want to create an embarrassing scene . This mindset is especially true in Asia . For example , when negotiating with Vietnamese they will immediately assume that the oldest person in the other group is the lead negotiator . A person with grey or white hair will immediately garner a great deal of respect . U.S. companies must be careful not to send only young negotiators to work with teams from asia.

Emphasizing the positive .

In many scenarios , you can generally find something positive to offer the reader . If a customer requests a product that is out of stock , can you suggest an alternative ? Even if there is no alternative available , always use language that has positive connotations for the reader . You may have to use one word to express the bad news clearly , but avoid using any other negative phrases .

The Individual versus the Collective

Individualism versus Collectivism is a linchpin concept in understanding many differences between cultures Most countries have aspects of both within society , but generally either individualist or collectivist behavior dominates . In individualistic countries , a specific person can gain all the praise or receive all the blame for a business outcome . In collectivistic cultures , credit or blame flows throughout the entire group . The group is much more highly valued than the individual , and the individual should always think first of the group . Perhaps a comparison of U.S. and Japanese norms best captures the contrast between these two cultural predispositions . In Japan , individualism is frowned upon . Workers will label this type of behavior as attitude . The work unit or corporate division as a whole is tight - knit , and even the managers are selfish , and the work unit will find ways to punish the individual who exhibits this negative closely knit to their workers

In Indonesia

Indonesia has been one of the growing " Asian Tigers " in the business realm . The country leverages its ethnic ( including Chinese , Indian , European , and Malaysian influences ) and religious ( 85 % Islamic , 10 % Christian , 4 % Hindu and Buddhist ) diversity to create a powerful economy . Because of this richness , and the fact that Indonesia is technically an archipelago - nation of over 18,000 islands , one of Indonesia's official mottos is " Unity is Diversity . " Indonesians lean toward a relationships - orientation , so do not expect meetings to move along rapidly . Negotiations can take quite some time because of the interest in relationship building and the desire to completely consider a proposal . In fact , it may take seven meetings before the parties reach an agreement . Before a negotiation begins remember to use proper Indonesian protocols . First , recognize that a soft handshake is preferable ; the contact should last about 10-15 seconds . Next only use the right hand because the left hand is perceived as " unclean " for all interactions . Also , Western businesswomen should not initiate handshakes because Indonesians do not believe persons of the opposite sex should touch in public . Indonesia has a high context culture , and they are especially reluctant to say no or create friction . Businesspeople have many ways to say " No " that will risk sounding like a " Yes " to North American business partners . In fact , Indonesians have twelve words that seem to indicate " Yes " in English translation but actually mean no .

All this analysis led the firms to agree especially on two important principles : ( 1 ) no group should lose cultural identity or brand and ( 2 ) on - going communication , despite geographical locations , should continuously be encouraged to facilitate the partnership . This pair of core principles helped to smooth the cultural confrontations of the employees from Nissan and it to Renault .

Initially , both firms ' employees worried they would lean too much on stereotypical generalizations of the other culture . For example , the Japanese feared they'd view the French as arrogant , antiauthoritarian , individualistic , and hyper - intellectual . Renault's workers grew concerned they'd see the Japanese as insular , fearful , and overly consensus - oriented . To avoid these problems , both organizations agreed to set up a consultant team of psychologists who encouraged workers to acknowledge the friction of the cultural clash and to envision the positive synergies offered by the other culture's uniqueness . The Renault - Nissan Alliance established mutual respect , cross learning strategies , and balance between the two groups . This " alliance " metaphor has allowed the institution to become not a merger but a team with a dual nationality . With this focus on mutual understanding and respect , the organization has become more " culturally free , " thus allowing for management practices in France and Japan to become similar . This cohesiveness has allowed the Renault Nissan Alliance to : increase vehicle sales from 4.9 million units in 1999 to more than 8.03 million units in 2011 ; help the Nissan half of the alliance to achieve a remarkable financial turnaround ; sollallow Renault to reinforce its foundation in terms of operating performance and Am accelerate all international development ; share expertise ( For instance , Nissan contributes its know - how in SUVs , while Renault shares its proficiency with diesel engines . ) ; pool the two firms ' skills in order to standardize the components essential to zero emission electric vehicles ;

Change : Positive or Negative ?

Positive Negative ? Many people in the U.S. view change as positive . In television , radio , and print advertising the word new usually infers better . Individuals see progress as positive because progress will mean accumulated wealth and accomplished goals . Tomorrow will always be better than today ; when change is prioritized , the members of a country feel optimistic about the future . However , in agrarian cultures , change is not necessarily viewed as positive . Cultures focused on farming build static but stable communities because people are tied to the land . Change can mean breaking the patterns of the agrarian lifestyle , so change is thought of as negative. people from these cultures prefer to trist old ways and old products. the newest thing on the market may not be trustworthy

Visible to All / Kept out of Sight Then Removed

Make sure your viewing screen or poster or marker board is visible to everyone in the room . If you note viewers obviously squinting at the information on a slide , you'd be wise to make a quick adjustment . With hand - outs or other distributed written documents , be sure that every audience member receives one . Carefully plan ahead and find out the size of your audience and then make a few more than you'll need , just in case . Don't use a slide or other visual aid before you start talking about it . Also remember to remove a visual once you've finished discussing it .

Coherence

Make the ideas and arguments and examples in your presentation as coherent as possible Since your listeners can't flip back through the information ( as they could with a hardcopy report ) to see what they have misunderstood or confused , make your content easy to follow . One of the biggest problems is a lack of transitions . Remember to do " sign - posting " ( also referred to as " previewing and reviewing " ) as a way to signal to your audience as you move from point to point . You can simply review a point you've just finished explaining and then give a short preview to your next point as a way to help your audience remain connected with the thread of your content . Also , you can use popular transitional expressions , such as on the other hand , nevertheless , consequently , first , second , third , next , therefore , in conclusion , etc. Additionally , remember overly technical or information - dense speeches that pack in too much information into a short time span are hard to follow .

loyalty and commitment to the organization is shared value

Many Japanese companies will have their own uniforms , exercise routines , songs , and retreats for building togetherness interdependence , and loyalty . In North America , since managers cannot count on loyalty to the company to help motivate workers , individual rewards are offered . U.S. managers know that employees will make career choices based on personal needs , including the best chance for individual success . If a worker is not pleased with his or her position ( no matter the reason ) , that person will probably find another job . This mindset is also true in other countries with individualistic leanings , including the Netherlands , France , Great Britain , Germany , and Canada In contrast , if a Japanese worker leaves a corporation , that person risks admitting failure and bringing shame to himself / herself , as well as to the whole organization . If personal professional goals cannot be met , then the worker is persuaded to refocus these goals . When lifestyle changes or personal problems arise , the employee should discuss the matters with management ( managers can become paternal , parent - like figures for workers ) so that superiors can help solve the issues . Many other parts of the world favor collectivism . Most of Asia and Latin American , the Middle East , much of Africa , and many countries in Southern Europe lean toward " the group first " way of life .

Focus .

Many presentations tackle too broad of a focus . A speaker making this error will describe his or her content in too general of terms . The coverage of the topic will risk sounding superficial . Always aim for a tight focus , especially when you will only speak for a short time . Always ask yourself during the preparation stages of developing a speech , " Is the chosen content narrow enough ? " Perhaps one point of an initial list of brainstormed ideas on a subject can be broken down into three parts and made into a good presentation .

Time Perceptions

Perceptions of time vary around the globe . In some countries people watch the time precisely . Promptness is a virtue . Other cultures see time as more flexible , more amorphous . Promptness is not as important . Arguably , perceptions of time , especially regarding flexibility , can vary depending on a country's relationships versus results orientation . Relationships - oriented cultures prefer to view time more loosely , because extra time may be needed to nurture a relationship . Results - oriented cultures want businesspeople to be punctual so that negotiations can begin promptly and individuals can get things done . A results - oriented culture will generally view time as linear . Time is measured in small units , such as minutes , hours , and days . If a culture views time more expansively , and this may be especially true of relationship - oriented cultures , then measurements are made in terms of days , weeks , and months . Experts find this especially true in Russia , where patience and having a willingness to outlast the other side is greatly valued .

Controlling Negative News via Social Media Most experts

Most experts assert that all organizations in this era should have a solid social media crisis plan firm needs to determine the risk for negative comments on Facebook or TripAdvisor etc. , and then consider who might post these comments . Will it be special interest groups , upset customers , feisty competitors ? Then a team of employees will need to be assigned the task monitoring these various electronic sites , and this team must have the ability to respond immediately without consulting with administrators . Waiting just 24 hours can often allow a negative comment to spiral out of control across the Internet.mind - bastofn Responding quickly is key . If a response is posted instantly , most of the company's audience will see the response before the negative review or comment . Act first on the specific media channel where the complaint was posted , then broadcast the message on all other media sites ( YouTube , Facebook , Twitter , an organization's website and / or blog , etc . ) . wollt If the firm can contact the individual who initially put up the negative note , the firm should follow up with the person and respond appropriately , whether the response requires an explanation , an apology , an offered alternative , or all three . When contacting the person , don't use a boilerplate / template approach because this can risk sounding insincere . Work to make each individual response as personalized and unique to the situation as possible .

Views on Obligation and Indebtedness

Obligation and Views of obligation and indebtedness are connected with a culture's preference for individualism or collectivism . More individualistic cultures feel less comfortable with indebtedness when it comes to personal and business relationships . Group - oriented cultures believe in obligations to others as a way to signal the ongoing nature of a relationship . In North America individuals try to avoid making others feel indebted . In the U.S. people can feel uncomfortable asking for help . In an individualistic culture one is expected to stand on one's own two feet , so needing help is almost like an admission of weakness . Also , people do not ordinarily give many gifts except on special occasions . Gift - giving implies feeling indebtedness to the gift - giver . North American business professionals do not ordinarily exchange gifts upon meeting or doing negotiations . However , collectivist cultures believe that obligation and indebtedness are an integral part of relationships , even in business . Many Asians and Middle Easterners especially perceive strong relationships as ones that involve complex networks of obligation . A solid sense of indebtedness means the business relationship is quite solid . This sense of obligation between two businesses may go on for decades if not generations , insuring , hopefully , long term success for both organizations . In these situations , a firm would not want to erase a debt in an abrupt fashion without consulting the other party first , because completely erasing the obligation might be interpreted as a severing of the relationship . As an example of this more complex sense of indebtedness , let us examine Filipino culture . Larry Samovar and Richard Porter in Communication between Cultures discuss how obligation in the Philippines is called utang no loob This refers to indebtedness beyond the family circle . Though one individual may have acquired the obligation , the entire group or family shares in it . Also , the debt often is repaid in a different form and may occur over several occasions .

Overly negative and abusive language

Obviously , insulting people via any kind of negative description can create legal problems . In the world of law , defamation is the word for injuring a person's reputation . The word libel means defamation in written form ; slander means spoken defamation . For abusive language to result in a law suit , the statements must be untrue , damaging to an individual's reputation , and written ( or if spoken , within others ' hearing range ) . Law suits may also result if a libelous or harassing message is sent via email or posted on a website a social networking site . A company can be liable for any message sent through its network , even if the sender had written an unofficial personal message . Many companies are now forcing all employees to add a " not speaking as a company official " note to the end of all emails sent to readers outside the organization . Ordinarily , most business communicators are wise enough to avoid making untrue statements . Nevertheless , always wait to let emotions settle before writing an upsetting and complex message .

How a culture approaches learning can also vary . Some parts of the world emphasize asking questions to gain knowledge

Other regions trust teachers to completely deliver information and knowledge ; questions are rarely asked . In the United States instructors press students to ask questions and give praise to those in the classroom who speak up . North Americans are advised " to think outside of the box , " and this mindset requires a willingness to always question the status quo . In contrast , in most cultures in Latin America , Southern Europe , and Asia the teacher is regarded as an unassailable figure . Teachers are not questioned . They pass down wisdom and knowledge , and students absorb it like a sponge . Even if a student knows a professor has made a mistake , the pupil will not correct the instructor . Prioritizing types of thinking patterns can also vary from culture to culture . North Americans have a preference for cause - and - effect thinking , a very linear pattern . This approach finds its roots in the syllogistic reasoning of the Greek philosopher Aristotle . If one encounters a problem A , then there must be a reason B for why the problem occurred . However , people in the Far East may not see this logic as being particularly logical . Instead of thinking in straight lines , people in many parts of Asia may think in webs of connections . In China , people may find it significant that a negotiation begin on the exact same day as a successful negotiation from five years ago . Businesspeople in this part of the world have a willingness to prioritize connections between two dates . Also , individuals may desire to see the similarities between contrasting elements . For example , in Russia , unlike in the U.S. , thinking patterns may celebrate contradictions instead of opposing them . Russians find extremes and contradictions fascinating , and enjoy seeing these things coexist in a pattern .

Gestures / Body Movement

Remember to use illustrators -- intentional , conscious movements of the hands and arms . Become a person who talks well with his or her hands . In the United States , the ideal is to use illustrators about half of the time while speaking . The other half of the equation involves avoiding regulators . Work to eliminate from your delivery all nervous movements

In Russia

Post - Soviet Union Russia has developed a strong economy based on energy reserves and other natural resources . The Russian oil industry has become a big player in European and other markets . In business talks Russians often speak in terms of abstractions and metaphors . They may feel adamant about setting up a firm philosophical foundation before getting down to the specifics of a matter . Russians strongly dislike backing down from their original position in a negotiation . They often view this kind of flexibility as a weakness . Several nonverbal patterns used by U.S. professionals can irk counterparts from Russia Standing with the hands in the pocket , often viewed in the U.S. as showing calm and ease , can make Russians feel disrespected . Also , smiling is viewed as problematic , especially over smiling . Russians believe U.S. people smile too much and at the wrong time , and these actions can create suspicion . ( 15009 One particular distinction of Russian negotiations is the use of a protocol . A protocol is a record of the meetings ' minutes and requires signatures by all parties involved . However , this document is not considered a finalized contract . They prefer this capturing of the meetings ' dialogue to avoid any misinterpretations of the oral exchange .

The explanation

Providing a logical explanation for the bad news is arguably the key part of this type of message . If the reasons for the negative news do not make sense to the reader , the writer has failed . Writers , then , are careful to consider the reasons behind a denied request or refused claim . Typically , three to six sentences at the beginning of the second paragraph in the letter cover the explanation section . Generally , writers are advised to begin with the strongest and most positive reasons , then move forward with the rest . A well - written explanation greatly improves the chances of lessening the reader's disappointment . Remember to keep your language as up - beat as possible . Choose words with positive connotations . Avoid phrases that use claim , error , unfortunately , failure , impossible , never , fault , mistake , regret , unwilling , inconvenience , violate , etc. Do not hide behind a blanket policy statement : Company policy forbids us to release the information you requested . If a denial is based on relevant company policy , you owe it to the reader , in most cases , to explain what's behind the policy : Each representative at J.J. Howard actually works as a consultant . During benefits negotiations in 2021 , J.J. Howard and all these individual consultants agreed to keep the specifics of these benefits packages confidential . Offering an explanation of an organization's policy shows respect for the reader . Finally , avoid blaming others for mistakes . Not only is this unprofessional , but it again risks putting your company at risk of legal problems .

Acknowledging Mistakes and Apologizing

Though in general organizations prefer to avoid admitting errors and apologizing for problems especially in writing ) , there are cases where taking responsibility for mistakes helps boost a firm's image . An admission of fault can help strengthen a business's credibility and goodwill . More often than not these messages are delivered orally but situations can vary .

USING STRATEGIC METAPHORS

Recently researchers have asserted that choosing a strong " strategic metaphor " has numerous benefits for a multinational firm willing to positively leverage cultural differences . These benefits include netting the essence of a firm's activities , capturing its strategic aims , weaving together its national and worldwide cultures , and showing its stance towards business and ethics . Once a metaphor has been decided on , then this concept needs to be clearly broadcasted to all stakeholders involved . Sophie Cacciaguidi - Fahy and James Cunningham have done a recent study examining the choice of metaphors for the merger that initially occurred in 1999 between the carmakers Renault and Nissan . In their article " The Use of Strategic Metaphors in Intercultural Business Communication " the scholars outlined the approach that allowed for a positive combining of French ( Renault ) and Japanese ( Nissan ) cultural norms in a business setting

Dress

Remember , people judge you by the way you dress . Analyze the audience and dress . appropriately . It's always a good idea to dress at least a little more formally than your audience

Direction of Speaker ( not talking to visual

Remember not to talk to the screen or the CPU monitor as you present . This common negative habit can really steal from the eye contact aspect of your delivery

Eye Contact . Remember

Remember to make wide - ranging eye contact with the entire audience ( don't forget the people in the wings of the room ) . Speakers who are too reliant on a text ( a word - for word write - up or overly detailed notes ) often risk not making very good eye contact .

Rules : Rigid or Flexible ?

Rule - following behavior generally is controlled by cultural norms . However , a corporation's culture may have a greater influence on behavior . For example , in the U.S. people generally prefer to follow rules . However , in the case of the U.S. firm Enron , the company culture emphasized risk - taking and a preference toward cutthroat competitiveness . These company norms , arguably , helped lead to the ethical lapses that eventually sank the firm into bankruptcy . The North American preference for seeing rules as rigid appears most clearly in terms of driving and pedestrian behaviors . U.S. drivers follow the rules of the road very strictly . In the middle of the night at an empty intersection , many citizens will wait at a red light until it changes . Pedestrians in big cities will stick to the sidewalk and cross the street only at designated crosswalks . In Latin America , drivers may not always stop at stop signs and traffic lights , especially if traffic is light . Pedestrians in Mexico have been known to cross a busy road at any point ; jaywalking is the norm . Cultures that are more uncertainty tolerant often will see rules as more flexible .

USING YOUR TIME EFFECTIVELY

Running even a few seconds short or long on time can cost you . Running short on time can make you seem incompetent and ill - prepared . Running overtime can really test your audience's patience . Be sure to have a little extra content ready ( in case you run very short ) and a way to gracefully bring up content in the Q & A ( in case you're heading toward the maximum time limits ) , so that you can transition to your closing and avoid running too long ( by telling the audience you hope to bring up point X and Z in the Q & A , but because of time constraints you'll now head to your closing ) .

Rejecting a Job Applicant

Saying " no " to a job applicant can be a tricky message to write . The standard indirect approach is favored , but remember one important difference : do not use specific facts when explaining the reasons for the rejection . Why ? First , stating the applicant's shortcomings can be especially painful to the reader . Second , and more vitally , providing too many specific facts may prove dangerous if the situation results in a law suit . Keep these concerns in mind as you review the following example . Dear Mr. Constance , Thank you for applying for the position of finance manager at Smithson Brantly , Inc. We are pleased that you are interested in working for us . We reviewed your résumé and appreciated its details . Each candidate's résumé details , another individual was selected for the position , we will be advertising for a finance manager at selection process ; our decision was difficult because of the high number of applicants . Although including relevant education , experience , and analytical skills , were considered during the our Washington , D.C. branch office at the end of the year . We strongly encourage you to apply for this position when it becomes available . We wish you luck in the future with your employment search .

Do not misread the nonverbals of a Japanese audience

Some U.S. speakers fear they are putting their Japanese counterparts to sleep . Actually , in Japan listeners commonly show concentration by closing the eyes and slightly nodding the head up and down .

Group Membership : Temporary or Permanent ?

Some sociologists and intercultural researchers argue that both individualistic and collectivist cultures have strong group - orientations . These scholars argue that the difference is in the perception of group membership . Individuals in the U.S. participate in many groups . They will work in teams , though they may not necessarily socialize with the team members ( in Japan , this type of socializing is the norm ! ) . North Americans will join recreational sports leagues , neighborhood committees , church onogroups , clubs , and volunteer organizations . However , membership in these groups is not permanent . If a person loses interest in a specific activity , they may leave the club and never contact most of these friends and acquaintances again . Also , when individuals relocate , they often lose contact with most of their friends in the old area . Instead , people form new friendships in their new location . Researchers argue that individuals in the United States see group membership as temporary . The noted Chinese sociologist Fei Xiaotong describes relationships in North America as " contractual . " Connections to others are like contracts that can be easily broken . Thus , this makes the country's group - orientation somewhat loose and impermanent . In collectivist cultures , all relationships , from family to work colleagues and friends , are viewed as permanent and very difficult to break without causing major upset . One's responsibility to the group always comes before one's individual needs and desires . Keeping relationships intact is key . In China the word for relationship is guanxi ; this word also means connection In China business moves forward via connections ( almost exclusively ) .

In South Africa

South Africa has one of the leading economies on the African continent . The country's overall stability makes it a good place for investment in a region that frequently fills with turmoil . allowed two different business cultures to evolve . Both these business cultures , the black and the The dismantling of apartheid in South Africa , ending the dominance of a white elite , has styles " of English may vary . White South Africans will typically use a more straight forward , white , will speak English ( even though the country has eleven official languages ) ; however , the plain - spoken style during interactions . In contrast , black South African businesspeople may stress diplomacy . This means black negotiators may be more subtle and indirect with their responses . They will avoid disagreement and will not admit to not knowing an answer ; primarily , they wish to please the listener . White businesspeople may come across as more stern and confrontational . In general , South Africans aim for consensus and win - win scenarios . They appreciate foreign negotiators who start talks with realistic figures . South Africans prefer not to haggle , so setting initial asking prices close to the " final acceptable price " is a good strategy . Overall , approach the process with the desire to work toward a mutually beneficial final agreement .

The bad news

State the bad news clearly but briefly . Use a longer than average sentence and ficushion the information in the middle of a paragraph . If the situation requires , you may imply the news , but this can risk confusing the reader . Write and rewrite with care .

SAYING NO "

Telling people " no " is never easy . Learning to do so artfully can take you a long way in the business world in the United States . Following the guidelines asserted in this chapter will help you effectively deliver bad news .

The closing . The

The closing should end neutrally or positively , perhaps restating the alternative , but never rehashing the bad news .

Approaching Authority : Directly or Indirectly ? The

The concept of how a culture approaches authority is also called power distance . If you bare in a culture where approaching your boss with a question or request is done directly , then the power distance in that country is low . If you work within a culture where you use one or several intermediaries or representatives to address your boss , then the power distance is high . In countries such as the U.S. and New Zealand , the power distance is perceived as low . People assume they can approach their superior with ease in most situations . Many managers in the U.S. pride themselves on having an " open door policy " ; they assure that anyone can ask questions or propose ideas at any time . Most cultures that see themselves as more ideally horizontal than hierarchical often prefer a low power distance . However , how horizontal or hierarchical a specific corporation is can vary , even within the United States . Corporate culture sometimes can create a stronger sense of hierarchy than what is prevalent in the national culture , especially in large firms .

THE DELIVERY

The delivery of your presentation can make or break the speech as a whole . You must aim to become a master of all forms of nonverbal communication . Let's review these topics in the context of speech delivery .

China .

The dragon is another " animal " with contrasting meanings . Typically , dragons are viewed as ferocious and evil by North Americans ; the Chinese think of these mythical creatures as lucky and auspicious . Perceptions can widely vary . An Asian firm used a white elephant as part of its logo for its toothpaste products . This logo was shown throughout a presentation . The U.S. audience felt unsure about the company and its products because a " white elephant " connotes something awkward and usually useless ( as in " a white elephant sale " ) . Another example considers clipart used by an eyeglasses company showing slides to businesspeople in Thailand . The slides were filled with images of cute animal figures wearing glasses . These images puzzled the audience . In Thailand , animals are thought of as a lower form of life than humans ; Thai people would not wear articles worn by animals . Finally , symbols and colors on PowerPoint slides should be chosen carefully . Symbols can include objects , plants , and shapes , even maps . A North American airline group designed a map for a slide to show new routes all over Japan . However , the map forgot to include an important Japanese island . This bothered the Japanese audience because they tend to care deeply about territorial claims . As far as colors go , varying hues sometimes can pack opposite meanings . In the U.S. for line charts , red is typically used to present declines in values , and green is used to show gains . In China , it is usually directly opposite . In the States , black is a color often associated with death ; in China , white is the color for funerals . Studying all possible associations da culture may have with color is the best bet . As always , to avoid problems do your research before speaking before an audience from another country .

The explanation

The explanation for the bad news should begin the second paragraph . Carefully and cordially describing the reasons that logically lead to the news or decision will help you to gain the reader's acceptance

The neutral buffer

The initial paragraph of a negative news letter for a U.S. audience gently leads the reader into the matter at hand . This paragraph is typically between two to four sentences long and is relevant to the general subject matter addressed in the message . Writers find the buffer difficult to compose because it must smoothly lead the reader into the subject but remain neutral , neither sounding negative nor sounding too positive Try some of the buffer strategies suggested below.com

STAY CONFIDENT

The irony of doing presentations in the U.S. is that though we think of speeches as a verbal activity , an effective delivery depends upon strong nonverbals . Keeping focused on all aspects of your nonverbal behavior will help you stay confident , and taking this advice will make you deliver your content powerfully .

Overall Dynamics

The judgment on your overall dynamics may be a subjective reaction by each member of your audience , but work to leave everyone listening with a strong total impression . Speakers with above average delivery persuade audiences more often . Speakers with average or below average delivery will risk losing their audience .

Buffer paragraph

The opening buffer of your bad news message succinctly should lead the reader into the general subject matter without revealing the bad news . Usually two to three neutral sentences work best .

In Turkey

Turkey is a key business market because it represents the gateway between Europe and the Middle East and Asia . Turkey is also unique because it is one of the few Muslim majority nations with direct connections to the European Union.sve do Turkish business people perceive time as polychronic , meaning they are more likely to feel comfortable doing activities simultaneously within the world of work . U.S. negotiators should prepare themselves for their Turkish counterparts to answer phone calls , leave the room , and allow interruptions during a meeting . Also , part of this polychronic nature manifests itself in meetings running long and starting late . Ah Turks may use what seem to U.S. negotiators as " deceptive techniques " during negotiations . However , these techniques are used to establish the trustworthiness of the other party . These strategies may include sending conflicting nonverbals in contrast to the verbal content , feigning disinterest in the negotiation and proposed deal , and skewing an item's or property's value . U.S. business people should not use these same tactics and should be patient with the Turk's perspectives .

Organized Format

Typically , a speaker who runs over - time or under - time ( or has to rush to a close because the speech drags on for too long ) , has not organized his or her format well enough . Taking the time to plan , brainstorm , and create a rough outline allows you to approach your rehearsals with more confidence . A polished final outline will help your presentation proceed without problems . Part of the organization process includes making sure your opening zings and grabs the audience's attention . Even if you begin with an anecdote or detailed examples , make sure your opening doesn't run too long . Additionally , always make sure you have a well - planned closing ,

In a country with a strong being - orientation , such as Japan , where quiet is greatly appreciated

U.S. negotiators may find themselves anxious during gaps of silence in the conversation . The North Americans may desire to quickly fill the silence with language . Negotiations within being cultures can also be less focused on what doing cultures see as vital results . Being cultures may view a negotiation as successful if a relationship has simply been established . They may feel happy with a few general agreements instead of specific ones .

USING AN AMBICULTURAL APPROACH TO MANAGEMENT An management style embraces

USING AN AMBICULTURAL APPROACH TO MANAGEMENT An ambicultural management style embraces the strongest ways to lead and administer an organization from two different cultural perspectives , especially from cultures of the " East " and " West . " This style also recognizes potential shortcomings of each culture's approach and works now to avoid these weaknesses . The scholars Ming - Jer Chen and Danny Miller in their article " West Meets East : Toward an Ambicultural Approach to Management " discuss how Stan Shih , founder of the Acer Group , exemplifies the use of the ambicultural style . Shih's main orientation is toward a long - term din point - of - view . This approach benefits both company stakeholders as well as the entire global community . A long - term view is , of course , a Chinese orientation , and other Eastern orientations maximized by Shih include patience and community - driven thinking . As far as Western Leveraging cultural synergy is seen as a multistep process . These stages should be used examine a cross - cultural dilemma to find a solution . First , managers need to completely describe and analyze the situation , understanding all facets . Leaders should ask , How does each culture view the scenario ? Next , the assumptions behind the behaviors need scrutiny in order to find the root of each culture's perceptions . Third , similarities and differences between the parties involved need to be studied through cultural prisms

The Cognitive Style of PowerPoint , " No matter how beautiful your PP readymade template is , it would be better if there were less of it .

Use " sentence case " for each line on a bullet chart . In other words , neither use all capital letter for your bullets ( -EVERY DATA POINT IS A TAX ITEM ) nor " title case " for your lines ( -Agenda Items Will Not Be Relevant In The Third Quarter ) ; use the same case you use for constructing sentences in memos , letters , etc. ( Rolling over the investment is wisest ) . Also , be careful with your use of font styles , such as boldface , italics , a I underlining . These styles help to emphasize text , so only use them when you need a word or phrase to stand out on the screen . In general , consider choosing boldface for headings at the top of the slides and italics or underlining for subheadings . If you italicize or underline huge blocks of text , the language will be hard for viewers to read , so avoid that formatting style .

Appropriate Pointing to Visual

Using illustrative movement is a good idea during presentations , especially when you can walk up to your visual and point to a specific part , location , line , or word . Using hand and arm illustrators can definitely work well in conjunction with your visual , especially one projected on screen .

VISUAL AIDS

Visual aids help to capture your audience's attention . Many studies have shown that a group listening to a speaker who uses visual aids retains a higher percentage of the content Hiduring a presentation . Thus , sharp looking hand - outs , PowerPoint images , plastic transparencies , etc. are all a must .

USING ACTIVE SENSE - MAKING TO MAKE SENSE OF CULTURAL DIFFERENCES

When companies merge , members of each firm will attempt to make rational sense of the other culture's uniqueness ; this is often referred to as " sense - making . " When the companies originate from different countries , this sense - making process becomes more complicated . A study by researcher Eero Vaara focusing on Finnish - Swedish cases gives strong examples of this process . At issue is the need to recognize the need for constant sense - making throughout intercultural interactions after a merger . Since many of these interactions between workers do not create much friction , active sense - making is not used and practiced until a very large problem emerges . When this active approach is not used , workers will blame cultural differences for the new firm's problems , i.e. , slowdowns in production . We Neglecting to actively understand the new group can especially take place between cultures that seem very similar on the surface , such as the U.S. and Canada Vaara's study concentrates on two somewhat similar Scandinavian cultures : the Swedes and the Finns . On the surface , despite the language differences , the two parties sensed many shared cultural norms . However , as time passed , misunderstandings developed . Initially , the two parties could identify specific prototypical behaviors they could expect from their counterparts . The Finns viewed the Swedes as softer , more democratic , and less effective decision - makers . The Swedes saw the Finns as aggressive , less democratic , and more straightforward . But these big picture differences did not help the two groups identify smaller differences that made for larger problems down the road . Managers of Isku , a Finnish firm who'd acquired Sweden's Sundo corporation , found . that the Swedish designers preferred to make rounder furniture shapes and did not like birch as a material . This conflicted with Finnish norms . Because the Finns did not actively make sense of the reasons behind these design approaches ( the Swedish consumer's preference for rounded

Protocol and Form : Informality versus Formality

When people ask about protocol and form , they are wondering about the rules of etiquette and manners for behavior during business interaction and negotiations . Some countries believe greatly in following protocol and form ; thus , they prefer formality . Most parts of the world like to follow form and to do so precisely . However , a few places on the globe don't pay as much attention to form ; thus , they are viewed as informal . The United States is viewed around the world as a country that considers informality the norm . This doesn't mean that businesspeople in the U.S. are not polite , that they do not know how to behave formally . This just means they generally desire to behave somewhat informally during professional interactions . Cultures that value formality often highly value the concept of face . People in group oriented cultures especially hate to lose face . In places where formality is high and people pay strict attention to protocol , everyone interacts according to the rules of behavior . Everyone can be counted on to do this , so no one loses face . These rules of behavior require a Polish businessman to kiss a woman on the hand upon a formal greeting ; prevent Thais from showing anger in words or actions during negotiations ; make businesspeople in India always greet each other with the Namaste gesture ( placing the palms together with the fingers pointed toward the chin and bowing the head ) . Breaking of form can risk making an individual appear quite crass . For international negotiators , knowing the correct form and protocol can be the difference between making or breaking a deal . In " younger " countries , such as the United States , New Zealand , and Australia strict formality can seem stuffy , as if one desires to " put on airs " or replace sincerity with uptight etiquette . Experts argue that a preference toward informality in these regions may stem from the fact that these places have had little time ( only around 200 years ) to establish formal patterns of interaction . Also , these three more egalitarian countries also view protocol as a way to keep people within a specific place in a cultural hierarchy , trapped inside a certain status level . Egalitarian cultures dislike hierarchy ; thus , they distrust formality .

Well Prepared

Whether you're creating posters , designing hand - outs , or formatting PowerPoint slides , you'll want your visuals to look good . Always plan ahead to make sure your documents are as sharp - looking and carefully edited as possible . Proofread and grammar - check all slides carefully . Many speakers neglect to review their slides , thinking that a document with so little text couldn't possibly have a mistake in it . This can create embarrassing moments . If a speaker has a discussion about " principle " methods for analyzing data , and the word is spelled " principal " on every slide ( an error that Spell - checkers beim won't catch ) , the speaker will risk looking very incompetent , or at the least leaving a negative impression.hu

Work to eliminate what PowerPoint expert Edward Tufte calls " chartjunk

chartjunk . " Any design technique that tries to push the envelope a little too much is usually a design technique to disregard . Here are some " chartjunk " issues to consider : -Most viewers will find the 3 - D visual option for pie and bar charts difficult to read . Stick with good old fashioned 2 - D for these types of charts.and booo191 -Adding a " legend " to your chart may risk making the chart confusing or hard to decipher . Instead of a legend , consider placing labels directly on or next to bars , lines or pie wedges .

using active sense-making to make sense of cultural differences

edges and darker wood materials ) , a sense of incompatibility spread throughout the merged organization . Similarly , within integrations between Finnish and Swedish counterparts within Nokia Data and within Merita - Nordbanken , cultural differences were emphasized and made into " political " arguments . The differences were exaggerated by specific Finnish or Swedish units within these mergers because of a perception that the unit's existence might be at stake . Again , active sense - making did not take precedent , so conflicts grew.nawaan nallons nad Efforts made toward actively understanding differences can work to create surprising and useful synergies . The Swedish Asea's acquisition of Finland's Stromberg is a good example . The new company pushed its workers towards active sense - making through an emphasis on the importance of the " new culture " created by the merger instead of the separate corporate and national cultures . When designing seminars to help facilitate the integration between the two parties , stress was placed on not only identifying specific and subtle differences , but on each group finding positive and helpful features of the other culture . The Finns identified the Swedes ' characteristics towards " democracy " and an " international orientation " as beneficial . The Swedes noted the Finn's " speed of decision " making as helpful . Specifically , the Finn's expertise with motor production and the Swedes ' expertise with marketing channels and experience created a lovegood starting place for the two organizations / cultures to fit together and create synergy . The active sense - making process was at the root of this integration .

Voice

especially wary of talking too rapidly ( especially when you're trying to pack too much material into a narrow time - window or trying to race to your closing because of timing problems at the end ) . Try to avoid all non - word vocalizers ( ah , um , uh , and ah ) and fillers ( you know , like ) . The voice and dialect expert Patricia Delorey advises speakers to think of their voice as an " action " acting on the audience . Presenters will want to have their voice literarily vibrating the listeners ' bones . Persuasive speakers should consider what they want their audience to do , and then adjust the voice so that it " becomes the action " the listeners should do . As a presenter delivers content her or she should observe the audience and decide how the voice need adjusting according to the audience's reactions . This focus on the audience helps with more effective vocalization and may aid in relieving anxiety since the speaker is concentrating on the listeners instead of himself / herself .

in germany

interactions , all proposals should be presented in writing so that the German team can review all the details carefully . Germans will typically not feel comfortable with a proposal until they perceive that the concrete facts manifest clearly a good business opportunity with minimal risk . Because of this detail - orientation , once a decision has been made , Germans will rarely change their mind .

the indirect plan

news can , of course , be delivered in a direct fashion . But framing bad news using a direct plan may hit the reader too hard , damaging the relationship ( or potential relationship ) between the writer and the reader . People generally respond better when they are made to understand the reasons for the negative news , so that when they hear what's disappointing , they will have already been anticipating it . The explanation that precedes the message's main point is the heart of the indirect plan . Many experts recommend a five part pattern

To leave a good impression

on a design level , check the balance between white space and text on each slide or other visual aid . Avoid having clip art images or photographs overwhelming the look of the visual aid . On the other hand , slides ( etc. ) that are solely text - based may not appeal to the audience as strongly , so , in general , it's a good to have one ( and usually only one ) image per visual / slide .

Carefully write your bullets on your text - based slides so that each phrase gives clear , specific information . The bullets shouldn't be in complete sentences , so craft phrases that " make comprehensive stand - alone sense " says expert Mary Munter . Avoid one and two word topic based bullets ( i.e. , " Financial Analysis " or " -Competition " ) .

one and two word topic based bullets -Competition Go ahead and use multi - word , more detailed phrases ( i.e. , " Investments gains with new fund " or " Competition will require superior product " ) . Consider using at least four to five words for each bullet to guarantee clarity . Additionally , consider using what Charlotte Rosen , a communications professor at Cornell University , calls " telegram language " in your bullets . Use key words and phrases only to get across your concepts . Early in the 20th century , people depended on telegrams to converse quickly via written language , but since each word used added to the total bill , each words was chosen extremely carefully . Plan to develop your bullets with the same strategy in mind . For example don't say in a bullet " The Mentz Corporation has continued to lobby for the rapid marketization of new products . " Instead , write " Mentz wants new products quickly marketed . " Consider how your line breaks fall in your bullets that span two or more lines . For instance , don't leave " orphans " on a line because this wastes space on the slide .

Doing versus Being

www.Most North Americans view doing as a necessity . People have lists of things to do for any given day , and they spend the hours trying to squeeze as much as possible into each minute . Moving along to the next activity is what is important ; doing nothing is a waste of time . Individuals from more being - oriented cultures celebrate the moment . They assert that one should slow down and appreciate time to simply exist . They wonder why North Americans always seem in a hurry. rapid activity is pointless and unfocused. being - oriented values serenity, stillness & quiet

in Thailand

you may find exceptions . They will frequently smile more at the speaker and overall be more responsive .

Australia Indonesia Hong Kong

you would never beckon at a member of the audience by holding your hand out with the palm up and curling your index finger . This gesture is typically used to beckon animals or prostitutes .