Key communication filters

Messag e intende d Messag e receive d

Frame of Reference: Knowledge Experience Norms/Value s Assumptions

LANGUAGES verbal, non- verbal STYLES of thinking and communicating STEREOTYPES RELATIONSHIPs

Sender/Recie ver Culture 1

Sender/Recie ver Culture 2

Frame of Reference: Knowledge Experience Norms/Value s Assumptions

Messag e receive d

Message

Messag e intende d

Use of language: verbal non-verbal Styles of thinking and communicating

Context (low and high context)

Directness (straight forward, or imply, suggest matter)

Face (keeping up relationship)

Stereotypes Management of relationships

Anxiety Assuming Similarity instead of Difference Ethnocentrism Stereotypes and Prejudice

ABC MSC a wholly owned Japanese subsidiary in Malaysia of ABC Corporation Lenartowicz and Johnson (2007) consider that PCNs posses better knowledge of the company and a broader expertise Kobrin (1998) indicates that the main role of an expatriate manager is to establish the culture and values of the multinational

70% of division heads are Japanese expatriates Harmony, trust and confidence essential attributes for business relations in Asia Broways and Price (2010) talk about commitment for life and loyalty as part of Japanese culture Little or moderate influence on decisionmaking and autonomy on work

How employees redress their grievance The company faces problem with high turnover rate There is no union to represent the voice of local employees The relations between local employees and Japanese expatriates

A French industrial multinational company. Adopted growth-by-acquisition strategy.

Top management positions are French.

The organization culture was strongly

influenced by the French national culture.

High power distance

One-way communication style Indifference to the opinions of employees Unwilling to question bosses.
High context culture

Implicit and indirect communication Overall situation is of greater importance Restricted information

Official language used: French Highest executive managers: required to master French Ethnocentric approach -> A barrier to global development

PROS: - High level of mutual support within network - Easy consensus in decision and implementation CONS - Ambiguous mechanism - Difficult participation of new arrivals

Increase in size Anglo-Saxon influence -> Induce changes in the way of communication and management: More formalized and explicit procedures Direct and consultative communication style

Communication in int. environment can be complicated and misleading Cultural and sub cultural differences Language is more than just speaking Communication filters & barriers Unawareness and missing skills can lead to misunderstanding, dissatisfaction, indignation and consequently failure

Recommendations for a successful interaction between different cultures

Proper research about other and own cultural and communication al characteristics Regular trainings for employees of all staff levels

Development of a acceptable corporate culture (language, behavior, norms & values)

Browayes, M-J. & Price, R. (2011). Understanding Cross-Cultural Management, Essex: Pearson Education Limited. Jandt, F.E. (2010). An Introduction to Intercultural Communication Identities in a Global Community, London: Sage. Hofstede, G., Hofstede, G.J and Minkov, M. (2010) Cultures and Organizations: software of the mind, intercultural cooperation and its importance (3rd edition) London: McGraw-Hill Lenartowicz, T. and Johnson, J. P. (2007) Staffing managerial positions in emerging markets: a cultural perspective, International Journal of Emerging markets, 2 (3), pp.207-214 Nigam, R. et al. (2009) Subsidiaries of developed country multinationals in an emerging country: a cultural perspective, Global Journal of flexible systems management, 10 (4), pp.33-44 Thomas, D. C. (2008) Cross-cultural management: essential concepts (2nd ed.) Los Angelis: Sage Publications.

1. Is it possible to find a balance between being aware of cultural differences and not being stereotypical at the same time? 2. Which non-verbal communication gestures from your culture could lead to difficulties in intercultural encounters? 3. To what extent can different management styles influence the communication in a company?