bc_lect cross culture

8/14/2019 BC_LECT Cross Culture

1/43

Communicating AcrossCommunicating Across

Cultural LinesCultural Lines

Communication is one of the most basicmeans of getting your idea across, but when

it comes down to communicating with

someone outside your comfort zone things

can become a little unnerving.


2/43

The reasonable person adaptsThe reasonable person adapts

himself to the world, while thehimself to the world, while the

unreasonable one persists in tryingunreasonable one persists in tryingto adapt the world to himself.to adapt the world to himself.

George Bernard ShawGeorge Bernard Shaw


3/43

Then and NowThen and Now

The move towards a cross culturalThe move towards a cross cultural

worldworld


4/43

ThenThen

Fairly homogenousFairly homogenous

societiessocieties

Domestic marketsDomestic markets

dominatedominate Poor transportPoor transport

Early days of technologyEarly days of technology


5/43

NowNow

Multicultural societiesMulticultural societies

International trade &International trade &

commercecommerce

Global travelGlobal travel

Internet, satellite technologyInternet, satellite technology

and mobile phonesand mobile phones


6/43

ThenThen

Domestic marketplacesDomestic marketplaces

Culturally homogenousCulturally homogenouscolleagues, clients andcolleagues, clients and

customerscustomers Little internationalLittle international

interactioninteraction

Foreign language useForeign language use

limitedlimited


7/43

NowNow

International marketsInternational markets

Clients, customers andClients, customers andcolleagues from acrosscolleagues from acrossthe globethe globe

Daily cross culturalDaily cross culturalinteractioninteraction

Foreign languagesForeign languagescriticalcritical


8/43

The resultThe result

A need forA need for

Global approach to businessGlobal approach to business

Intercultural awareness inIntercultural awareness in

public and private sectorspublic and private sectors

Language proficiencyLanguage proficiency

Cross culturalCross cultural

communication skillscommunication skills


9/43

Rethinking concepts forRethinkingconcepts for

Intercultural communication in theIntercultural communication in the

global knowledge economyglobal knowledge economy


10/43

CultureCulture

An integratedAn integratedpattern of human behaviorpattern of human behaviorthatthatincludes thoughts, communications, languages,includes thoughts, communications, languages,

practices, beliefs,values, customs, courtesies,practices, beliefs,values, customs, courtesies,rituals, manners of interacting and roles,rituals, manners of interacting and roles,relationships and expected behaviors of arelationships and expected behaviors of aracial, ethnic, religious or social group; andracial, ethnic, religious or social group; andthe ability to transmit the above tothe ability to transmit the above tosucceedingsucceeding

generations.generations.


11/43

The Three Cs:The Three Cs:

Cross-Cultural CompetenceCross-Cultural Competence

The ability to think, feel, and act in ways that acknowledgesThe ability to think, feel, and act in ways that acknowledges

diversity, respects and build upon ethnic, sociocultural, anddiversity, respects and build upon ethnic, sociocultural, and

linguistic variableslinguistic variables

(Lynch and Hanson, 1998)(Lynch and Hanson, 1998)


12/43

Cross-Cultural CompetenceCross-Cultural Competence

Awareness: assumptions, values, biasesAwareness: assumptions, values, biases

Understanding: worldview of culturally andUnderstanding: worldview of culturally and

linguistically diverse (CLD) clientslinguistically diverse (CLD) clients

Knowledge: cultural differences, assessment andKnowledge: cultural differences, assessment andintervention strategiesintervention strategies

Skills: providing assessment and interventionSkills: providing assessment and intervention

servicesservices


13/43

The linguistic challenges ofThe linguistic challenges of

intercultural communicationintercultural communication

To combat:To combat:

AmbiguityAmbiguity InterferenceInterference

Lack of equivalenceLack of equivalence


14/43


15/43


16/43

CROSS-CULTURAL MANAGEMENTCROSS-CULTURAL MANAGEMENT

MINIMIZES:MINIMIZES:

Misunderstandings of etiquette, values, and behaviours.Misunderstandings of etiquette, values, and behaviours.

Costly discrimination suits that arise from poor communication andCostly discrimination suits that arise from poor communication and

worker alienation.worker alienation.

Unnecessary terminations that result from communication breakdownUnnecessary terminations that result from communication breakdownand misinterpretation of employee behaviour.and misinterpretation of employee behaviour.

Managers' reluctance to hire and work with culturally diverse workers.Managers' reluctance to hire and work with culturally diverse workers.

"Racism and discrimination that can result from misinterpretations"Racism and discrimination that can result from misinterpretationsof the behaviours of others."of the behaviours of others."99


17/43

Reconciling cultural differences in the shortestReconciling cultural differences in the shortest

time is crucial to the success of a businesstime is crucial to the success of a businessmergermerger

- TCL President Li Dongsheng- TCL President Li Dongsheng


18/43


19/43

In the period leading up to the Daimler-Chrysler merger, bothIn the period leading up to the Daimler-Chrysler merger, bothfirms were performing quite well (Chrysler was the mostfirms were performing quite well (Chrysler was the most

profitable American automaker), and there was widespreadprofitable American automaker), and there was widespread

expectation that the merger would be successfulexpectation that the merger would be successful

Stockholders in both companies overwhelmingly approved theStockholders in both companies overwhelmingly approved the

merger and the stock prices and analyst predictions reflectedmerger and the stock prices and analyst predictions reflected

this optimism.this optimism.

Performance after the merger,however, was entirely different,Performance after the merger,however, was entirely different,particularly at the Chrysler division.particularly at the Chrysler division.


20/43

Operations and management were not successfullyOperations and management were not successfully

integrated as equals because of the very different waysintegrated as equals because of the very different waysin which the Germans and Americans operated:in which the Germans and Americans operated:

while Daimler-Benzs culture stressed a more formal andwhile Daimler-Benzs culture stressed a more formal and

structured management stylestructured management style

Chrysler favored a more relaxed, freewheeling style (toChrysler favored a more relaxed, freewheeling style (to

which it owed a large part of its pre-merger financialwhich it owed a large part of its pre-merger financial

success).success).


21/43

In addition, the two units traditionally held entirelyIn addition, the two units traditionally held entirely

different views on important things like pay scales anddifferent views on important things like pay scales and

travel expenses.travel expenses.

As a result of these differences and the German unitsAs a result of these differences and the German units

increasing dominance, performance and employeeincreasing dominance, performance and employee

satisfaction at Chrysler took a steep downturnsatisfaction at Chrysler took a steep downturn


22/43


23/43

CROSS CULTURALCROSS CULTURAL

CONFLICTSCONFLICTS

When cultures clash, no matter what the cause,When cultures clash, no matter what the cause,things should inevitably evolve into a 'them' andthings should inevitably evolve into a 'them' and

'us' environment for success.'us' environment for success.


24/43

Merger of Hewlett-PackardMerger of Hewlett-Packard(HP) and Compaq Computer(HP) and Compaq Computer
http://www.hpshopping.com/cgi-bin/shopping/site_entrance.cgi?template_type=computer_store&landing=notebooks&category=compaq_presario&aoid=11075


25/43

Cultural integrationCultural integration

Cultural integration of two organizationsCultural integration of two organizations

following an acquisition depends on thefollowing an acquisition depends on the

compatibility of the contents of theircompatibility of the contents of their

respective cultures as well as therespective cultures as well as the

demographic flows of persons into and outdemographic flows of persons into and out

of the new entityof the new entity..

Merger of HP and COMPAQ took place inMerger of HP and COMPAQ took place in2002.2002.


26/43

Culture at CompaqCulture at Compaq

Compaq tended to be more market-Compaq tended to be more market-

oriented and aggressiveoriented and aggressive..

Here people appeared to be quite good atHere people appeared to be quite good at

having constructive, open to conflict andhaving constructive, open to conflict and

decisions making environment.decisions making environment.


27/43

Culture at HPCulture at HP

HP had a traditional way emphasing on teamwork,HP had a traditional way emphasing on teamwork,

consensus, and the long-term viewconsensus, and the long-term view..

HP has a strong value around respect for theHP has a strong value around respect for the

individual and trust for the individualindividual and trust for the individual.. They never want conflict. They will really wouldn'tThey never want conflict. They will really wouldn't

make a decision until virtually everyone in the roommake a decision until virtually everyone in the room

was in agreement.was in agreement.


28/43

Similarities in their cultures.Similarities in their cultures.

There are certainly some culturalThere are certainly some cultural

similarities between the two companies onsimilarities between the two companies on

the IT server front,". "They both approach itthe IT server front,". "They both approach it

from the hardware background."from the hardware background."


29/43

Merger HP and CompaqMerger HP and Compaq

After 18 months of bitter fight, the biggest merger inAfter 18 months of bitter fight, the biggest merger in

the technology industry was completed. At the timethe technology industry was completed. At the time

of merger, it was worth $19 billion approximately.of merger, it was worth $19 billion approximately.

The New HPThe New HP has retained a few of the Compaqhas retained a few of the Compaqproducts and brands, especially in the business PCproducts and brands, especially in the business PC

range.range.

Customers continue to hear Presario brand of PCsCustomers continue to hear Presario brand of PCs

and iPaq handhelds.and iPaq handhelds.
http://thenew.hp.com/http://thenew.hp.com/http://thenew.hp.com/


30/43

What do they gain?What do they gain?

The big gain for the combined entity isThe big gain for the combined entity is

LARGER CUSTOMER BASE.LARGER CUSTOMER BASE.

Coupled with the elimination ofCoupled with the elimination of

overlapping computer product lines, thisoverlapping computer product lines, this

lead to LOWER COSTS for the samelead to LOWER COSTS for the same

revenues.revenues.


31/43

Hence prices came down and become moreHence prices came down and become more

competitive which helped them in garneringcompetitive which helped them in garneringa greater share of the market.a greater share of the market.

Single factory, improved logistics,Single factory, improved logistics,

strengthened distribution system and betterstrengthened distribution system and betternegotiation with suppliers are some of thenegotiation with suppliers are some of the

areas which would help in cutting cost.areas which would help in cutting cost.


32/43

Things they doThings they do

Carletons firm helped HP conduct 144 focusCarletons firm helped HP conduct 144 focusgroups and 150 interviews in 22 countries.groups and 150 interviews in 22 countries.

The data from the interviews was used to shape anThe data from the interviews was used to shape an

integration plan that included the earlyintegration plan that included the earlyappointment of the top three levels ofappointment of the top three levels ofmanagement, a Fast Start training programmanagement, a Fast Start training programthat brought HP and Compaq employeesthat brought HP and Compaq employeestogether in the first weeks after the merger, andtogether in the first weeks after the merger, and

a multitude of meetings in which employeesa multitude of meetings in which employeesexplored mutual cultural issues.explored mutual cultural issues.


33/43

Language barriers andLanguage barriers and

icebergsicebergs

Much of the company's early work has beenMuch of the company's early work has been

focused on two areas:focused on two areas: minimizingminimizing

disruption to customers and working todisruption to customers and working to

avoid internal culture clashes.avoid internal culture clashes.

By taking cautious steps successfulBy taking cautious steps successful

merger was possible even in culturallymerger was possible even in culturally

diverse companiesdiverse companies

Good InterculturalGood Intercultural


34/43

Good InterculturalGood Intercultural

Communicators Are.Communicators Are.

Aware values &Aware values &

behaviors notbehaviors not

always rightalways right

Flexible & open toFlexible & open to

change.change.


35/43

And..And..

Sensitive to verbalSensitive to verbal& nonverbal& nonverbal

behavior.behavior.

Aware of values,Aware of values,beliefs, practices ofbeliefs, practices of

other cultures.other cultures.

Sensitive toSensitive todifferencesdifferences withinwithincultures.cultures.


36/43

Swiss

Germans

Scandinavians

North Americans

Arabs

French

Italians

Latin Americans

British

Japanese

High Context: MeaningImplicit Languages

Low Context: Meaning

Explicit in Lan guage

Surrounding

Information

Necessary forUnderstanding

EX 3.1 High Context and

Low Context Countries


37/43

High-Context CulturesHigh-Context Cultures

Infer information from messageInfer information from message

contextcontext, rather than from, rather than from

contentcontent..

Prefer indirectness, politeness &Prefer indirectness, politeness &

ambiguity.ambiguity.

Convey little informationConvey little information

explicitly.explicitly. Rely heavily on nonverbal signs.Rely heavily on nonverbal signs.

AsianAsian Latin AmericanLatin American

Middle EasternMiddle Eastern


38/43

Low-Context CulturesLow-Context Cultures

Rely more onRely more on contentcontentrather than onrather than on

contextcontext..

Explicitly spell out information.Explicitly spell out information.

Value directness.Value directness. See indirectness as manipulative.See indirectness as manipulative.

Value written word more than oralValue written word more than oral

statements.statements.

EuropeanEuropean

ScandinavianScandinavian North AmericanNorth American


39/43

Some Cultural ScenariosSome Cultural Scenarios

Japan China

India Mexico

JAPANJAPAN


40/43

JAPANJAPANTo help her American Company establish a

presence in Japan, Mrs. Torres wants to hire alocal interpreter who can advise her on business

customs. Ms. Tomari has superb qualifications

on paper, but when Mrs. Torres tries to probeabout her experience, Ms. Tomari just says, I

will do my best. I will try very hard. She never

gives details about any of the previous positions

she has held. Mrs. Torres begins to wonder if

Ms. Tomari's rsum is inflated.

CHINACHINA


41/43

CHINACHINAStan Williams wants to negotiate a joint venture

between his American firm and a Beijing-based

company. He asks Tung-Sen Lee if the Chinese

people have enough discretionary income to afford

his product. Mr. Lee is silent for a time, and thensays, Your product is good. People in the West

must like it. Stan smiles, pleased that Mr. Lee

recognizes the quality of his product, and he leavesa contract for Mr. Lee to sign. Weeks later, Stan

still hasnt heard anything.


42/43


43/43

MEXICOMEXICO

Alan Caldwell is a U.S. sales representative in MexicoCity. He makes appointments with Senr Lopez and is

careful to be on time, but his host is frequently late. To

save time, Alan tries to get right to business, his host wants

to talk about sightseeing and about Alans family. Evenworse, the meetings are interrupted constantly with phone

calls, long conversations with other people, and even

customers children who come into the office. Alans first

report to his home office is very negative. He hasnt yet

made a sale. Perhaps Mexico just isnt the right place to

do business.

bc_lect cross culture

Documents