Business and Culture: Exam 1

What is important? Doing or being?

--Being cultures value stillness, collectedness, and serenity; people from being cultures find the lifestyle in the West frantically paced, especially in cities. What is the meaning of so much activity? they might ask. Being cultures value the present moment. This viewpoint is especially true for many Asians. --Doing cultures see silence and slow contemplation as a waste of time. An activity-orientation is vital.

Is seniority valued or discounted? (age)

--In Asia older members of organizations enjoy great freedom and power. They have often the most important and responsible jobs. --In the West, especially in the U.S., youth means more power, more energy, more freedom. Young, powerful executives are common.

Does Learning Come From Asking Questions or Mastering Received Wisdom?

--In Asia, Latin America, and most of southern Europe, learning does NOT come from asking questions. Students would rarely, if ever, question a teacher's knowledge. --Asking questions is a big part of the learning process in the U.S. Students often feel free to ask questions.

Approach to Authority: Direct or Indirect (mediated)?

--In New Zealand and the U.S., most workers feel as though they can approach their superiors directly. --In Mexico, managers are somewhat remote from workers; the power distance is large.

Is death viewed negatively or neutrally/positively?

--In Russia, death is familiar; it is fought and welcomed, in an odd, contradictory attitude. --In Nigeria funerals are very important. It is thought that the deceased will reward you for your presence. --Funerals are dreaded in most Asian cultures, where even the suggestion of death or funerals is considered rude. --In Holland, the enemy death is sometimes embraced by appointment since doctors may legally assist terminally ill patients.

Is luck an essential factor or an irrelevance?

--In the U.S., we argue that we rely on planning instead of luck. Fate and luck are seen as NOT controlling matters of business. --In many Asian cultures, luck and fate may be seen as playing a more important role in business concerns. For example: --In Taiwan, the Ghost month (the 7th in the lunar calendar) is traditionally NOT a lucky month for business decisions. Businesspeople will wait until the month passes before making an important decision. --In Hong Kong, the number four is considered unlucky, because the word for the number four has a very similar sound to the word for death. One would never give gifts in sets of four to a business partner. --Many companies in India have their own astrologers.

Are tasks done sequentially or simultaneously?

--North Americans like to make lists and do things in order. They often will view simultaneous activity as inefficient. They prefer to get things done linearly and sequentially, one thing after another. --Some cultures see the workday as very fluid, allowing for many tasks to be attended to simultaneously. This is especially true in many Asian and Latin American cultures.

Is change viewed as positive or negative?

--The U.S. thinks of change as desirable and positive. The new is thought to be better than the old. The future will be better than the past. --Pessimism appears in the way Russians view change. Russians expect things to be bad in the present and worse in the future. They see change as negative but face it stoically. --Agrarian cultures do not like change. They do not like disruption of established patterns of life.

Problems Related to Reentry Shock

-Finding a new niche in the corporate structure at home. -Embellishing memories of life in the U.S. -Adjusting to lower standards of living. -Problems reestablishing personal and professional relationships. -Dealing with readjustment problems of children, including the difference in their educational experience abroad.

Strategies for Coping with New Cultures

-Nonacceptance of the host culture; traveler behaves as he/she would in the home culture. -Substitution - The traveler learns the appropriate responses/behaviors in the host culture and substitutes these responses/behaviors for the ones he/she would ordinarily use in the home culture -Addition - The person adds the behavior of the host culture when in the presence of nationals but maintains the home culture behavior with others of the same culture. -Synthesis - Integrates or combines elements of the two cultures, such as combining U.S. dress and that of the Philippines. -Resynthesis - The integration of ideas not found in either culture (U.S. traveler to China chooses to eat neither American nor Chinese food, but prefers Italian).

How to help overseas personnel with their transition

-Plan for repatriation, including reasons for the assignment and how the employee will contribute to the company upon his/her return -Allow adequate time for readjustment before employee reports to work -Provide appropriate compensation for transition expenses -Assist in locating proper housing -Show appreciation to family for their contributions

5 progressive stages of Asia shock

1. Frustration with the culture, which includes the language, food, and an exasperation with local customs. 2. Unwillingness to understand the rationale behind the local ways of doing things. 3. Ethnocentricity; U.S. persons label Asians as dishonest because they say one thing and do another; consider face-saving as dishonest. 4. Racism - use unflattering labels for Asians (Japs). 5. Avoidance of the culture; U.S. persons form clubs rather than intermingle with people of the culture.

Models/Approaches for Training for New Country Culture

1. Intellectual or classroom model - involves giving facts about the host country using a variety of instructional methods 2. Area training or simulation model - emphasizes affective goals, culture specific content, and experiential processes 3. Self-awareness or human relations model - based on the assumption that the trainee with self-understanding will be more effective in the overseas assignment 4. Cultural awareness model - emphasizes cultural insight and stresses affective goals and an experiential process 5. Interaction approach - participants interact with people in the host country 6. Multidimensional approach - concept that using any single training approach is not as effective as is using an approach which attempts to combine cognitive, affective, and behavioral aspects of training

Estimates on early return of Americans who take up residence in a foreign country range

20 to 50% and may be as high as 85% in developing countries

Failure rate of business professionals with no international training vs with professional training

40-80% vs 2%

What is the appropriate distance for a conversation in England?

A wide distance is often maintained between the participants in a conversation.

Numbers and Dates

American Price: $3,112.45 European Price: $3.112,45 American Date 4/5/06: April 5 European Date 4/5/06: May 4

How to provide feedback and rewards for overseas personnel

Appraisal and reward system must reflect the purpose and expectations of the assignment (profit or building a presence in the country) Reward systems include special allowances for housing, hardship, home leave, medical, taxes, etc. Reward system must compensate for what U.S. persons are leaving behind and must be based on the idea of equity (the ratio between what is contributed and what is received)

Gestures

Arab: touch listener, happy/angry large gestures US/Japan: few gestures (invades personal space in Japan and disturbs harmony)

What are the English attitudes towards time?

Arrive to appointments on time! Schedule visits at least a few days ahead of time, then confirm your appointment upon arrival.

Projected Cognitive Similarity

Assuming that people are generally the same deep down (dangerous assumption)

X-Theory

Authoritarian Strict Run a tight ship Ride the workers EX: Mexico (hierarchical)

How do the Scottish feel about their nationality?

Avoid making comments that group the Scots with the English. Scots are very proud of their distinctive heritage and traditions.

Translator

Chances for miscommunication could double Give them plenty of breaks Should be fluent in language and culture Consider: your mumbling, tone, vocabulary

Individual vs Collective

Collective: Japan, Asia, Latin America, Middle East, Africa, Southern Europe (loyalty, commitment, blame for whole group) Individual: US, Netherlands, France, Great Britain, Germany, Canada (individual rewards offered)

Posture

Comfortable, Legs Crossed: US Rude to be casual: Germany, Middle East/Muslim

Comfort with Uncertainty

Comfortable: being cultures Uncomfortable: doing cultures (back-up plans), likes risks though

Aspects of Culture Shock

Cultural Stress - alleviate stress by reading up on the country, studying the language, and becoming aware of customs and traditions in the culture. Social Alienation - cultivate friendships with persons from home and host cultures; include host nationals in social events. Social Class and Poverty-Wealth Extremes - mentors in host culture can be helpful in advising U.S. persons regarding acceptable ways of dealing with poverty-wealth extremes. Financial Matters - Should be provided before going to the culture; also counseling before reentry. Relationships and Family Considerations- failure of spouse and other family members to adapt to the new culture can cause early return of expatriates; companies should provide training for employees and their family to minimize adjustment problems.

What is the hierarchy of French professional interactions?

Despite the intensely hierarchical structure of French society, working successfully with all levels of the organization is crucial.

How to Minimize Culture Shock

Develop cross-cultural skills by Tolerating ambiguity Being flexible Having patience Displaying empathy Being resourceful, respectful, and nonjudgmental Having a sense of humor Avoid U.S. ghettos abroad Be adventurous Involve the whole family Learn to manage the stress Take appropriate health precautions Be realistic Let go of home (for now) Keep the faith

Requesting Messages

Direct approach: U.S./Canada: sincerity, openness , brief, linear (low context) Indirect: (Africa, South and Central America, Southern Europe, Asia): direct approach is rude, references family members and reader's health, in order to cement relationship, takes off pressure, ambiguity, elaborate courtesy and politeness

Doing vs Being

Doing: Necessity, doing nothing is a waste of time (North America) Being: Celebrate the moment, value serenity, stillness, quiet (Japan)

How would you being a Spanish business meeting?

During an initial meeting, Spaniards will want to come acquainted first. Be accommodating and answer any questions about your background and family life.

Y-Theory

Facilitator Trusting of workers Boss acts as a coach Hands-off approach EX: U.S.A. (egalitarian/horizontal)

Rigid or Flexible

Follow rules: US (sometimes take risks) (driving,pedestrian behaviors) Less rules: Latin America/Mexico (Uncertainty tolerant)

What angle should you take in a Portuguese business meeting?

For the Portuguese, analysis may very well take personal and emotional angles and not just focus on bottom-line financial gains. Arguments will favor short-term results over long- term benefits.

International Do's and Don'ts

France: Avoid asking personal questions Greece: Bring flowers or cake for the hostess after being invited to a home England: Rarely vent emotions. Give protocol the utmost attention Finland: Keep your distance (no Russian-type bear hugs) Fiji: Arms folded shows disrespect

Front Stage vs Back Stage Cultures

Front Stage: more obvious, pop culture Backstage: less obvious, deep culture

Questions to ask in preparing for another culture

Hierarchical or Horizontal? Youth vs Seniority Protocol and Form: Informality vs Formality Learning and Thinking Patterns Change: Positive or Negative? Results versus Relationships Doing vs Being Comfort with Uncertainty Time Perceptions Rules: Rigid or Flexible? Individual vs Collective Views on Obligation and Indebtedness Group Membership: Temporary or Permanent? Personal Life of the Individual: Public or Private? Approaching Authority: Directly or Indirectly? Doing Tasks Simultaneously or Sequentially Perception of Women's Role in Society Importance of Luck, Superstition, and Fate

Major Symptoms of Cultural Shock

Homesickness Boredom Withdrawal (avoiding contact with host nationals) Need for excessive amounts of sleep Compulsive eating/drinking Irritability Exaggerated cleanliness Marital stress Family tension and conflict Chauvinistic excesses Stereotyping of host nationals Hostility toward host nationals Loss of ability to work effectively Unexplainable fits of weeping Physical ailments (psychosomatic illnesses)

Hierarchical vs Horizontal

Horizontal: New Zealand, Australia, US Hierarchical: Japan, China, Korea, Taiwan, Japan

Chromatics

Importance of color China: green means spouse is unfaithful Us: black is sadness/grief Japan: white means mourning

Olfactics

Importance of smell/ odors Unpleasant: U.S., North America Welcomed: Arab love body odor with no perfume

How would you being a French business meeting?

In France it's generally advised to refrain from discussing your family or other personal matters during negotiations.

How would you being a Portuguese business meeting?

In Portugal do not jump right into negotiation, even if it is the 10th meeting. Give space for small talk, including soccer, the weather and personal items (information about the family).

What angle should take in a Spanish business meeting?

In Spanish business culture feelings are often relied upon. Objective facts and statistical evidence are very seldom used to support an argument.

Informality vs Formality

Informality: US, New Zealand, Australia (formality is stuffy) Formality: Asia/ Thai (breaking appearances in shameful, hate to lose face)

What are the Scottish attitudes towards time?

It is important to be punctual at work and in social situations.

Ranking of Context Cultures (High to Low)

Japanese Chinese Korean Middle Eastern Latin American African Spanish (and other Mediterranean cultures) *MIDDLE* British French U.S. and Canda Scandinavian German Swiss Jalicia Can Kick Mae Like A Soccer * Ball Friends Usually Chill Sharing Gossip Stories

Personal Space

Latin American: stand closest Arab: quite close to a listener France: close but not as close as above North Americans: four feet or more apart Germans: More than North Americans Japanese: Good amount of space

Time Perceptions

Linear: Results oriented culture Expansive/fluid: Patience, relationships oriented cultures (Russia)

Approaching Authority

Low Power Distance: U.S., New Zealand (open-door policy) High Power Distance: Latin America, Mexico, India

John Child's Study (of a multinational company)

Macrolevel: structure, technology (more similar) Microlevel: worker behaviors (less similar)

Superstition

Not that influential: No 13th floor though (US) Influential: Lunar calendar affects decision making, fate is unpredictable (Asia)

Idioms

Phrases we commonly use that do not literally state what they mean Avoid these to avoid confusion! These are taught last when learning a foreign language. (examples on pp. 13)

Change

Positive (new is better): U.S./Cities Negative: Agrarian lifestyle

Personal Life

Public: Argentina, China, Asia Private: US, Canada, England, Scotland, New Zealand, Australia, continental Europe

What is the appropriate distance for a conversation in Scotland?

Rather than touching or getting too close, it is more appropriate to remain at least one arms' length distance from your Scottish counterpart.

Protoype

Recognizes that: People are always different within culture Regional differences exist Others may adjust to your culture Uses positive language to describe differences in culture

High Context Cultures

Rely on the context of the message to relay a majority of the important information More subtle to approach in communication Take an indirect approach Do not trust language to deliver information

Low Context Cultures

Rely on the words spoken in a message to deliver and understand communicated information Expect important content to be delivered directly via language Very direct, get to the point quickly Trust what language says

Results vs Relationship

Results: US, North America (statistics) Relationship: Asia/ France/ Other Parts of World (nurture connections)

Youth vs Seniority

Seniority (Asia): The older the worker, the more likely they are higher on the organizational chart Youth: Young people have more power, choices, freedom, vitality

Select Overseas Personnel That:

Sensitive, cooperative, able to compromise Open to others' opinions Reaction to new situations; appreciation of cultural differences Understanding of own values and aware of values in other cultures Reaction to criticism Understanding of U.S. government system Ability to develop contacts in new culture Patience and resiliency

Doing Tasks Simultaneously or Sequentially

Sequentially: Rude to multitask if someone is talking to you (US, North Americans) Simultaneously: Central America, South America

What is the hierarchy of Spanish professional interactions?

Spanish business culture is extremely hierarchical. Focus chiefly on those who are your "equals" while doing professional interactions in Spain.

Confusing Figures of Speech for Foreigners

Sports and War terms and metaphors Idioms Two-Word Verbs (breakdown vs break down)

Stages of Cultural Shock

Stage 1: Excitement and fascination with the new culture; the "honeymoon" stage. Stage 2: Crisis or disenchantment period; excitement has turned to disappointment. Stage 3: Adjustment phase; you begin to accept the new culture, try new foods, see the humor in situations. Stage 4: Acceptance or adaptation phase; feel at home in the new culture and become involved in activities of the culture. Stage 5: Reentry shock; follows the stages identified earlier: initial euphoria, crisis or disenchantment, adjustment, and adaptation.

What is the hierarchy of Portuguese professional interactions?

Status is important. Bosses tend to be dictators and their staff buck-passers. There is great deference given to superiors, academic titles, and foreigners.

2 types of generalizations

Stereotypes and Prototypes

Group Membership

Temporary: U.S. (moving after joining a club, sport) Permanent: China (relationships are permanent and hard to break)

How do the English feel about their nationality?

The English do NOT consider themselves European. They find the North American habit of trailing off in mid-sentence irritating.

What angle should you take in a French business meeting?

The French prefer to support their arguments with pure logic. They will quickly point out anything that seems illogical.

How do the Irish feel about their nationality?

The Irish are resolute about their independence from England. Never put Irish culture in the same category as English culture.

What are the Irish attitudes towards time?

The Irish have a more relaxed attitude toward time. Strive to be punctual, but (conversely) don't mention being made to wait for 30 minutes.

Replace the Golden Rule (Do unto others as you would have them do unto you) with ________

The Platinum Rule (Do unto others as they would have done unto them).

What is the appropriate distance for a conversation in Ireland?

The distance between speakers is usually less than between other northern Europeans.

Polycentric Staffing

The managers are hired from their host countries. Communication problems may arise

Geocentric Staffing

The person hired a a manager in the the headquarters' or subsidiary's location be the best person for the job, regardless of national, cultural, and/or linguistic background. Idealistic, least ethnocentric, communication becomes problematic

Etnocentric Staffing

The primary language used for a multinational business will be the same no matter its many office's locations. Viewed as insensitive to other cultures

Stereotype

Too narrow a point of view Potentially offensive Negative connotations

Haptics

Touching behaviors No touching: US, Canada, Japan, England, Sweden, Finland (space invasion) Yes touching: Italy, Greece, Spain, Portugal, Latin America (hand-holding, hugging shows friendship and trust)

Learning and Thinking Patterns

US/North America: Think outside of box, use second-hand sources, question status quo, cause-effect L.A.,Southern Europe, Asia: Teacher is authority, only source, no questioning, webs of connections (Russia loves patterns)

Handshake

US: Firm France: Soft Germany: Firm, slight bow of head Japan: arm extended, fairly low bow Middle East: free hand placed on forearm

Oculsics/Oculemics (Eye contact)

US: Honesty otherwise speaker is shady Japan: Invasion of privacy, very rude Middle East/Arab: intense eye contact with men is interest, no contact with women is respect

Obligation and Indebtedness

Uncomfortable with indebtedness: Individualistic cultures, uncomfortable asking for help (North America) Comfortable with indebtedness: Integral part of relationships, Group-oriented cultures (Asia, Middle East)

Women's Role In Society

Varies because many women are in business (Pakistan, Singapore, Indonesia, England, India, Malaysia hold spots of authority) (Japan women do it to find a man) Equal: Great Britain, North America, New Zealand, Australia LOW: Middle East, North Africa (Muslim) rarely play a role but in charge of household

Paralanguage

Vocal qualifiers (pitch, volume, velocity) and vocalizations (nonword vocalizers and fillers) End on high pitch: France: natural US: uncertainty

False Cognates

Words in some languages sound similar to words in other languages but mean very different things ex: Gift English: a present German: a poison

Andre Laurent's Study

Worrying about cultural differences: important for dealing with "outsiders" and not for "insiders" Non-native managers of multinationals maintained/enhanced their cultural diffrences

Theories for managing workers

X-theory and Y-theory

Chronemics

a culture's attitudes and perceptions of time Monochronic: linear time frame (US, Northern Europe, Asia, Germany, Switzerland) Polychronis: simultaneous, time is fluid (South and Central America, Mediterannean, Middle East)

Asia Shock is ________

a special kind of cultural shock U.S. people experience

Employees sent to work in foreign countries fail not because they lack technical or professional competence

because of their inability to understand and adapt to another culture's way of life

Glocalization

don't force exact culture in multinational, align with local culture ex. Veggie instead of beef burgers in Indian McDonalds

Frustrations for culture shock include:

lack of food, unacceptable standards of cleanliness, different bathroom facilities, and fear for personal safety

Communication

language + context (situational factor)

Culture is _______

the coherent, learned, shared view of a group of people about life's concerns that ranks what is important, furnishes attitudes about what things are appropriate, and dictates behavior.

Culture shock occurs when

the familiar psychological clues that help an individual to function in society are suddenly withdrawn and replaced by new ones that are strange or incomprehensible Ex: yes may mean no, where fixed price is negotiable, where to be kept waiting in an outer office is no cause for insult, where laughter may signify anger

Culture shock is ____________

the trauma you experience when you move into a culture different from your home culture