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Cross-Cultural ManagementCross-Cultural Management1

Chapter 4 Cross-Cultural

Communication and Negotiation

Chapter 4(1)- Cross-Cultural Communication2

Chapter 4(2)- Conflict & Negotiation27

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Cross-Cultural ManagementCross-Cultural ManagementCross-Cultural Management2

Chapter 4(1)- Cross-Cultural

Communication

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Functions of Communication

Communication is the exchange of meaning.Communication is the exchange of meaning.

In organizations, it has several functions:In organizations, it has several functions:

ffecting !ehaviorffecti

ng !ehavior through !oth formal an"

informal channels

"motional e#pression"motional

e#pression- fulfillment of social

nee"s

InformationInformation- facilitating "ecision ma#ing

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$ource$ource "ncoding"ncoding ChannelChannel %ecoding%ecoding &eceiver&eceiver'essage'essage 'essage'essage 'essage'essage 'essage'essage

FeedacFeedac

*he Communication +rocess

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Cross-Cultural ManagementCross-Cultural ManagementCross-Cultural Management$

hat do ou see in the poster.

% small class eercise

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Cross-Cultural ManagementCross-Cultural Management'

+rocess /hich people organize and+rocess /hich people organize and

interpret their sensor impressions in order tointerpret their sensor impressions in order to

give meaning to their environmentgive meaning to their environment

+erception 0 ttitudes 0+erception 0 ttitudes 0

'otivation 2 !ehavior'otivation 2 !ehavior

+"&C"+*I3N

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AttitudesAttitudes

"valuative statements

favorale or unfavorale

aout o5ects, people, or events6

reflect ho/ one feels aout something

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+erceiver "ffects on +erception

Culture

ersonalit*

+alues & %ttitu"es

Moti,es

nterests

ast eperiences

.pectations

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Perceptual Shortcuts

$electivit$electivit

7alo7alo

"ffect"ffect$tereotping$tereotping

ssumedssumed

$imilarit$imilarit

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Shortcuts to Judging

Others$electivit$electivit- choosing !its of "ata "epen"ing onthe interests !ac#groun" eperience an" attitu"es

of o!ser,er

ssumed $imilaritssumed $imilarit- perceptions of others moreinfluence" !* hat the o!ser,er is li#e or thin#s

$tereotping$tereotping- !asing perception on group

mem!ership or association7alo "ffect7alo "ffect- "raing a general impression on the

!asis of a single characteristic such as intelligence

socia!ilit* or appearance

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+erception, ttitudes,and +ersonalit

Culturall* !ase" stereot*pes

iss punctual

5ermans tas#oriente"%mericans energetic

eople ho hol" these stereot*pes

eperience surprises hen the* meet

people from these countries ho "o not fit

the stereot*pes

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+erception, ttitudes, and+ersonalit (Cont8)

Culturall ased stereotpes (cont8) ro6ect aspects of on culture onto people an"

situations in a "ifferent culture

%ssumes that the ne culture mirrors their on

.ample orean manager ,isiting e"enassumes all omen seate" !ehin" "es#s aresecretaries

uch !eha,ior oul" !e inappropriate an"possi!l* "*sfunctional in e"en here man*omen hol" management positions

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7elpful $tereotping

stereotpe can ecome helpful /hen it is Consciousl held: people are a/are it descries a

group norm and not individual characteristic

%escriptive rather evaluative: ho/ people are, not

/hether the9re good or ad ccurate: ased on data or sufficient e#perience

First est guess: aout a group, efore acuiringspecific information on individuals

%namic 2 Fle#ile: modifiale according to furtheroservation and e#perience /ith concrete situations

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*pes of Communication

;eral:

8ral

9ace-to-face

:istant (phone ,i"eo)

;ritten

rint

.lectronic

Non-+er!al

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3verall Communication +rocess

;eral Communication $tles Contet

Information that surrounds acommunication and helps to conve the

message 7igh-conte#t societies

'essages often are coded and implicit

&el on indirect style

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7igh- vs8

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3verall Communication+rocess (cont8)

;eral Communication $tles (cont8) Contetual st*le

Focuses on the speaer and relationship ofthe parties

ersonal st*le

Focuses on the speaer and the reduction ofarriers et/een the parties

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(cont8)

%ffecti,e st*le

Characterized language /hich reuiresthe listener to carefull note /hat is eing

said and to oserve ho/ the sender ispresenting the message

nstrumental st*le

>oal-oriented and focuses on the sender

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;eral $tles ?sed in 1@ $electCountries

Australia Direct Exacting Personal Instrumental

Canada Direct Exacting Personal InstrumentalDenmark Direct Exacting Personal Instrumental

Egypt Indirect Elaborate Contextual Affective

England Direct Exacting Personal Instrumental

Japan Indirect Succinct Contextual Affective

Korea Indirect Succinct Contextual AffectiveSaudi Arabia Indirect Elaborate Contextual Affective

Seden Direct Exacting Personal Instrumental

!nited States Direct Exacting Personal Instrumental

Country

Indirectvs.

Direct

Affectivevs.

Instrumental

Elaboratevs.

Succinct

Contextualvs.

Personal

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Non-veral Communication

!od movement!od movement(>?o"* @anguageA) a""s to an"often complicates ,er!al communication

AinesicsAinesics - 5estures facial configurations an"other mo,ements of the !o"*

IntonationsIntonations- Change the meaning of themessage

Facial e#pressionFacial e#pression- Characteristics that oul"ne,er !e communicate" if *ou rea" a transcript ofhat is sai"

+hsical distance+hsical distance- roper spacing is largel*"epen"ent cultural norms

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Cross-Cultural Communication

Nonveral communication: a ma5or role across cultures

%istance et/een people

North %mericans stan" $ 1B2 to feet apart

@atin %merican cultures people stan" much

closer &eactions

@atin %merican mo,es close to the North%merican

North %merican !ac#s aa* @atin %merican might percei,e the North%merican as col" an" "istant

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+ersonal $pace Categories for*hose In the ?nited $tates

8 to 10Public distance

Social distance to 8

Personal distance 18! to

Intimate distance 18!

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*ime orientation

@atin %mericans ,ie time more casuall*

than North %mericans

iss strongl* emphasie promptness in#eeping appointments

.g*ptians usuall* "o not loo# to the future

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Cross-Cultural ManagementCross-Cultural Management2$


*ime orientation (cont8)

outheast %sians ,ie the long term as

centuries

iou n"ians of the Dnite" tates "o not

ha,e or"s for EtimeE or EaitE in their

nati,e language

otential misun"erstan"ings are large

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Cross-Cultural ManagementCross-Cultural ManagementCross-Cultural Management2'

.ercise

"entif*ing .motions

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"motions 2 National Culture

Cultural factors influenceCultural factors influencehat is or is notconsi"ere" emotionall* appropriate

eems to !e high agreement of meaning !*emotions /ithin cultures/ithin cultures

;hatAs accepta!le in one culturema* seem e#tremel unusuale#tremel unusualor "*sfunctionalin another

httpBBFholl*oo"6esusFcomBlostGinGtranslationFhtm

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Cultural >uide to Communication

@oo# for the meaning !ehin" the or"s@oo# for the meaning !ehin" the or"s

%ssume%ssume differencesdifferencesuntil similarit* is pro,e"until similarit* is pro,e"

no hat *ou "onAt #nono hat *ou "onAt #no

.mphasie.mphasie descriptiondescription rather thanrather than

interpretation or e,aluation (of others)interpretation or e,aluation (of others)

racticeractice empath 2 patienceempath 2 patience

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Cross-Cultural ManagementCross-Cultural ManagementCross-Cultural Management2/

Chapter 4(B)-Conflict 2

Negotiation

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*rust 2 Culture

IndividualisticIndividualistic ersonal histor* &ersonal histor* &

eperience !ase"eperience !ase"

:e,elops through:e,elops through

mutual interestmutual interest(rational)(rational)

Huic#er to trust out-Huic#er to trust out-group mem!ersgroup mem!ers

Consistenc*Consistenc*emphasie"emphasie"

CollectivistCollectivist n-group mem!ershipn-group mem!ership

!ase"!ase"

:e,elops more:e,elops morethrough emotionalthrough emotional

!on"s!on"s

lo trusting out-lo trusting out-

group mem!ersgroup mem!ers Contet is importantContet is important

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Conflict

Conflict is here one part* percei,es that anotherConflict is here one part* percei,es that another

part* acting purposefull* in a a* that upsets thepart* acting purposefull* in a a* that upsets the

first part* or !loc#s its pursue of goals an"first part* or !loc#s its pursue of goals an"

interestsinterests

Why can't the Jews and the Arabs just sit down togetherWhy can't the Jews and the Arabs just sit down togetherand settle this like good Christians?and settle this like good Christians?

--%ttri!ute" to %rthur ?alfour 1/%ttri!ute" to %rthur ?alfour 1/ththcentur* ?ritishcentur* ?ritish

statesman rime Minister an" 9oreignstatesman rime Minister an" 9oreign

ecretar*I spea#ing on the Mi""le-east Crisisecretar*I spea#ing on the Mi""le-east Crisis

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%ifferences in ttitudes

talian managers !*passing a manager toreach a su!or"inate emplo*ee is

insu!or"ination

e"ish an" %ustrian organiations

"ecentralie" "ecision ma#ing

hilippine an" n"ian organiations

centralie" "ecision ma#ing

Conclusion" or#ani$ations t%at cross national borders

and dra& mana#ers from many different countries %ave

%i#% conflict 'otential.

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International spects of Conflict

Cultures that emphasie in"i,i"ualism an"competition

+ositivel value conflict

"nglishspeaing countries, the Netherlands,Ital, !elgium

Cultures that emphasie colla!oration cooperationconformit*

Negativel value conflict 'an sian and reece, *ure

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International spects of Conflict

Cultural "ifferences impl* "ifferent functional

conflict le,els

ome cultures fa,our suppression of conflict ith

little "iscussion of peopleJs feelings

9elt conflict li#el* part of some conflict episo"es

!ut hi""en from pu!lic ,ie

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Cross-Cultural ManagementCross-Cultural Management3$

Conflict (Cont8)

Managers from an in"i,i"ualistic countr*operating in a less in"i,i"ualistic countr*

%ccepta!le to epress feelings "uring a conflict

episo"eF uppression of feelings coul" !affle

them

ncreasing conflict can confuse local peopleF

%lmost imme"iate "*sfunctional results

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Cultural %ifferences in Negotiations

Negotiating st*les ,ar* among national culturesI for

effecti,e cross-cultural negotiation *ou nee" to

un"erstan" other part*As communication patterns

time orientations social !eha,ior an" i"ios*ncratic

national issuesF

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Cross-Cultural ManagementCross-Cultural ManagementCross-Cultural Management

$uccessful Negotiators9 Characteristics

?$ apanese *ai/anese !razilian

+reparation 2planning sill

%edication to5o

+ersistence 2determination


*hining underpressure

+erceive 2e#ploit po/er

in respect 2confidence

*hining underpressure

udgment 2intelligence

in respect 2confidence



;eralle#pressive

Integrit +roductno/ledge

;eralle#pressive

+roductno/ledge

%emonstratelistening sills

Interesting +roductno/ledge


!roadperspective



Integrit ;eralle#pressive

Competitive

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Cross-Cultural ManagementCross-Cultural Management3/

Cultural %ifferences in Negotiations

Cultural conte#t significantl influences:

7istor 2 identit in relation to conflict

*ime frame (short=long6 deadlines)

"mphasis on rationalit=emotion=ideals

*he amount and tpe of preparationpreparation for

argaining

+articipants: fe/ essential or Dthe more the

merrier96 oung professional or respectale elder

*he relative emphasis on tas# ,ersustas# ,ersus

interpersonalinterpersonalrelationshipsrelationships andand formal ,sF informalformal ,sF informal

mechanisms (e8g8, la/ers)mechanisms (e8g8, la/ers)

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%ifferences in Negotiations

;here;here the negotiation shoul" !e con"ucte"

(!usinessBleisure) an" emphasis on entertainment

Communication patterns (,er!alBnon,er!al)I "irect

,sF non-"irect re6ection

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;eral *actics

(per E hour session)

?eha,ior D ?railian Lapanese

+romise G H

Normative B 1 4

Commitment 1G 1

$elf-%isclosure GJ GK G4

Command J 14

LNo9sM K G84 8H

+rofit level H8G H8B J18

Initial concessions H81 K84 J8

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Nonveral *actics

?eha,ior D ?railian Lapanese

ilent perio"s (per30 minF)

3F$ 0 $F$

Con,ersationalo,erlaps (per 10minF)

10F3 2F' 12F'

9acial gaing(minutes per 10

minF)

3F3 $F2 1F3

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