Beruflich Dokumente
Kultur Dokumente
and Negotiation
Cross-Cultural Management
Functions of Communication
Communication is the exchange of meaning.
In organizations, it has several functions:
Affecting Behavior through both formal and
informal channels
Emotional expression - fulfillment of social
needs
Information - facilitating decision making
Cross-Cultural Management
Source
Message
Encoding
Message
Channel
Message
Feedback
Cross-Cultural Management
Decoding
Message
Receiver
PERCEPTION
Process by which people organize and
interpret their sensory impressions in order to
give meaning to their environment
Perception => Attitudes =>
Motivation & Behavior
Cross-Cultural Management
Attitudes
Evaluative statements
favorable or unfavorable
about objects, people, or events;
reflect how one feels about something
Cross-Cultural Management
Culture
Personality
Values & Attitudes
Motives
Interests
Past experiences
Expectations
Cross-Cultural Management
Perceptual Shortcuts
Selectivity
Assumed
Similarity
Halo
Effect
Stereotyping
Cross-Cultural Management
Shortcuts to Judging
Others
Selectivity - choosing bits of data depending on
the interests, background, experience, and attitudes
of observer
Assumed Similarity - perceptions of others more
influenced by what the observer is like or thinks
Stereotyping - basing perception on group
membership or association
Halo Effect - drawing a general impression on the
basis of a single characteristic, such as intelligence,
sociability, or appearance
8
Cross-Cultural Management
Perception, Attitudes,
and Personality
Culturally based stereotypes
Swiss: punctual
Germans: taskoriented
Americans: energetic
People who hold these stereotypes
experience surprises when they meet
people from these countries who do not fit
the stereotypes
9
Cross-Cultural Management
10
Cross-Cultural Management
Helpful Stereotyping
A stereotype can become helpful when it is
Consciously held: people are aware it describes a
group norm and not individual characteristic
Descriptive rather evaluative: how people are, not
whether theyre good or bad
Accurate: based on data or sufficient experience
First best guess: about a group, before acquiring
specific information on individuals
Dynamic & Flexible: modifiable according to further
observation and experience with concrete situations
11
Cross-Cultural Management
Types of Communication
Verbal:
Oral
Face-to-face
Distant (phone, video)
Written
Print
Electronic
Non-Verbal
12
Cross-Cultural Management
13
Cross-Cultural Management
Elaborate
Exacting
Succinct
14
Cross-Cultural Management
Low
Context
15
Chinese
Korean
Vietnamese
Arab
Greek
Spanish
Italian
English
French
North American
Scandinavian
German
Swiss
Cross-Cultural Management
Overall Communication
Process (cont.)
Verbal Communication Styles (cont.)
Contextual style
Focuses on the speaker and relationship of
the parties
Personal style
Focuses on the speaker and the reduction of
barriers between the parties
16
Cross-Cultural Management
17
Cross-Cultural Management
Indirect
vs.
Direct
Elaborate
vs.
Succinct
Australia
Canada
Denmark
Egypt
England
Japan
Korea
Saudi Arabia
Sweden
United States
Direct
Direct
Direct
Indirect
Direct
Indirect
Indirect
Indirect
Direct
Direct
Exacting
Exacting
Exacting
Elaborate
Exacting
Succinct
Succinct
Elaborate
Exacting
Exacting
18
Contextual Affective
vs.
vs.
Personal
Instrumental
Personal
Personal
Personal
Contextual
Personal
Contextual
Contextual
Contextual
Personal
Personal
Cross-Cultural Management
Instrumental
Instrumental
Instrumental
Affective
Instrumental
Affective
Affective
Affective
Instrumental
Instrumental
Non-verbal Communication
Body movement (Body Language) adds to, and
often complicates, verbal communication
Kinesics - Gestures, facial configurations, and
other movements of the body
Intonations - Change the meaning of the
message
Facial expression - Characteristics that would
never be communicated if you read a transcript of
what is said
Physical distance - Proper spacing is largely
dependent cultural norms
19
Cross-Cultural Management
Cross-Cultural Communication
Nonverbal communication: a major role across cultures
Distance between people
Cross-Cultural Management
18
Personal distance
Social distance
4 to 8
8 to 10
Public distance
21
18 to 4
Cross-Cultural Management
Cross-Cultural Communication
Time orientation
Latin Americans view time more casually
than North Americans
Swiss strongly emphasize promptness in
keeping appointments
Egyptians usually do not look to the future
22
Cross-Cultural Management
Cross-Cultural Communication
Time orientation (cont.)
Southeast Asians view the long term as
centuries
Sioux Indians of the United States do not
have words for "time" or "wait" in their
native language
Potential misunderstandings are large
23
Cross-Cultural Management
24
Cross-Cultural Management
Cross-Cultural Management
26
Individualistic
Personal history &
experience based
Develops through
mutual interest
(rational)
Quicker to trust outgroup members
Consistency
emphasized
Collectivist
In-group membership
based
Develops more
through emotional
bonds
Slow trusting outgroup members
Context is important
Cross-Cultural Management
Conflict
Conflict is where one party perceives that another
party acting purposefully in a way that upsets the
first party or blocks its pursue of goals and
interests
Why can't the Jews and the Arabs just sit down together
and settle this like good Christians?
27
Cross-Cultural Management
Differences in Attitudes
Italian managers: bypassing a manager to
reach a subordinate employee is
insubordination
Swedish and Austrian organizations:
decentralized decision making
Philippine and Indian organizations:
centralized decision making
Conclusion: organizations that cross national borders
and draw managers from many different countries have
high conflict potential.
28
Cross-Cultural Management
Cross-Cultural Management
30
Cross-Cultural Management
Conflict (Cont.)
Managers from an individualistic country
operating in a less individualistic country
Acceptable to express feelings during a conflict
episode. Suppression of feelings could baffle
them
Increasing conflict can confuse local people.
Almost immediate dysfunctional results
31
Cross-Cultural Management
Negotiation
32
Cross-Cultural Management
33
Cross-Cultural Management
Japanese
Taiwanese
Brazilian
Preparation &
planning skill
Dedication to
job
Persistence &
determination
Preparation &
planning skill
Thinking under
pressure
Perceive &
exploit power
Thinking under
pressure
Judgment &
intelligence
Preparation &
planning skill
Judgment &
intelligence
Verbally
expressive
Integrity
Product
knowledge
Verbally
expressive
Product
knowledge
Demonstrate
listening skills
Interesting
Product
knowledge
Perceive &
exploit power
Broad
perspective
Judgment &
intelligence
Perceive &
exploit power
Integrity
Verbally
expressive
Cross-Cultural Management
Competitive
Cross-Cultural Management
Differences in Negotiations
Where the negotiation should be conducted
(business/leisure) and emphasis on entertainment
Communication patterns (verbal/nonverbal); direct
vs. non-direct rejection
The tactics used:
Extent of bargaining
Initial offersextreme or moderate
Nonverbal behavior
36
Cross-Cultural Management
Verbal Tactics
(per hour session)
Behavior
US
Brazilian
Japanese
Promise
Normative
Commitment
13
15
Self-Disclosure
36
39
34
Command
14
Nos
83.4
5.7
Profit level
57.3
75.2
61.5
Initial concessions
7.1
9.4
6.5
37
Cross-Cultural Management
Nonverbal Tactics
Behavior
US
Brazilian
Japanese
3.5
5.5
Conversational
overlaps (per 10
min.)
10.3
28.6
12.6
Facial gazing
(minutes per 10
min.)
3.3
5.2
1.3
Touching (per 30
min.)
4.7
38
Cross-Cultural Management