cross culture ethics

CROSS CULTURE ETHICS

Ethics

Morality

Moral Behavior

Rational justification

Ethics: The disciplined study of the rational justification of moral principle and moral

behavior

Components of ethics

• Criteria of judging right and wrong, good and evilMorality

• Human behavior towards any situation and it’s moral judgment

Moral behavior

• Justification of a matter from different point of view in a deliberate way

Rational Justificatio

n

Culture: The set of society and custom

Set of custom, belief, ideology that is followed by a group of people

Traditional point of view that is followed by a community

Elements of culture

• Criteria for judging right and wrongValue

• Rule of guideline that says how to behave in a particular situation

Norm• Gesture and different sign that

express a particular meaningSymbol• Verbal and written symbols that

can be used for communication with

Language• Body facts and practical skills that

people accumulate over timeKnowledg

e

Cultural diversity: The combination of culture

• Different Religion

• Different Rituals

• Different type of people

• Right and wrong

Different Understandi

ngDifferent society

Different Beliefs

Different customs

IMPORTANCE

MULTINATIONAL CORPORATIONSINTERNATIONAL MEDIA – BBC, MTV, CNNINTERNATIONAL SPORTS – OLYMPICSWORLD WIDE WEB – SOCIAL MEDIA

CULTURAL DIFFERENCES


SENSTIVITY TO TIMEGermans are well known for punctuality.Africans, South Americans and India treat

scheduled appointments as general guidelines.

Americans consider time as money so they make deals quickly.

Japanese invest time in negotiations for relationship building so make deals at a slow pace.


For example, in one case that received significant media attention in the mid-1990’s, a long-term electricity supply contract between an ENRON subsidiary, the Dabhol Power Company, and the Maharashtra state government in India, was subject to significant challenge and was ultimately cancelled. Indian public automatically assumed that the government had failed to protect the public interest because the negotiations were so quick. In the company’s defence, Rebecca Mark, chairman and CEO of Enron International, pointed out to the press: “We were extremely concerned with time, because time is money for us.


COMMUNICATION – DIRECT OR INDIRECT

Forms of speech, facial expressions, gestures and body language.Americans and Israelis values directness.Japanese and Africans rely on indirect communication.


For Example, In the Camp David negotiations that led to a peace treaty between Egypt and Israel, the Israeli preference for direct forms of communication and the Egyptian tendency to favour indirect forms sometimes exacerbated relations between the two sides. The Egyptians interpreted Israeli directness as aggressiveness and, therefore, an insult. The Israelis viewed Egyptian indirectness with impatience and suspected them of insincerity, of not saying what they meant.

RISK TAKING: HIGH OR LOW?Japanese are risk averse .Japanese are known to be requiring large amount of information and their intricate group decision-making process.Americans, French, British, Indians are risk takers.


PERSONAL STYLE: INFORMAL OR FORMAL?Formal Style addressing counterparts by their title. refrain from touching private or family life.

Informal Style Starts discussion on first name basis. Quickly develops personal, friendly relationship. May take of jacket and roll up sleeves.Germans are known to be more formal than

Americans.


BUILDING AGREEMENT: INDUCTIVE OR DEDUCTIVE?Inductive (Top Down) Starts from an agreement on general principles and proceed to specific items.Deductive (Bottom Up)Begins with an agreement on specifics, such as price, delivery date, and product quality, the sum total of which becomes the contract.


French prefer to begin with agreement on general principles (Inductive Process).

Americans tend to seek agreement first on specifics (Deductive Process).

French, Argentineans and Indians agree on basic principles that will guide and determine the negotiation process afterward (Inductive Process).


TEAM ORGANIZATION: ONE LEADER OR GROUP CONSENSUS?Americans tend to negotiate with a supreme

leader who has complete authority to decide all matters.

French, Japanese and the Chinese, stress team negotiation and consensus decision making.

SOME MORE CULTURAL ASPECTS

THANK YOU

cross culture ethics

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