Global Competancy

Cross-Cultural Communication and Global Competence For

Business

Roll No Name

26 Naresh Lodhaya

28 Sagar Mokal

30 Vivek Nair

32 Nripendra Nrip

34 Anita Pansare

36 Devashree Patil

MFM GROUP 6

Cross-Cultural Communication in BusinessOrganizations & Cultures CommunicationNonverbal Cross Cultural CommunicationHofstede's cultural dimensions theory.Global Competence of organizations.

Agenda

What is Culture

• Provides patterns of acceptable behavior & beliefs.

• May be based on….–Nationality–Race and Religion–Historical Roots–All of the Above

Cross Culture Communications

Cross Cultural communication is a field of study that looks at how people from various cultural backgrounds communicate in similar and different ways among themselves in order achieve a common Business Goal.

Good Intercultural Communicators• Aware values &

behaviors not always “right.”

• Flexible & open to change.

• Sensitive to verbal & nonverbal behavior.

• Aware of values, beliefs, practices of other cultures.

• Sensitive to differences within cultures

HIGH CONTEXT

VS.

LOW CONTEXTCULTURESLow Context

VS

High Context

High-Context Cultures• INFER INFORMATION

FROM MESSAGE CONTEXT, RATHER THAN FROM CONTENT.

• PREFER INDIRECTNESS, POLITENESS & AMBIGUITY.

• CONVEY LITTLE INFORMATION EXPLICITLY.

• RELY HEAVILY ON NONVERBAL SIGNS.

• Asian• Latin

American• Middle

Eastern

Low-Context Cultures• Rely more on content rather than on

context.• Explicitly spell out information.• Value directness.• See indirectness as

manipulative.• Value written word

more than oral statements.

• European• Scandina

vian• North

American

Organizational culture & Communication

Culture is the way of life of group of people

The stereotyped pattern of learning

Handing down from one generation to the next through meaning of language & imitation.

Communication is representation of our mental images thought patterns and conventions of verbalization

Verbal communication in organization

Non –verbal communication in organization

WESTERN COUNTRIES

Non –verbal communication in organization

Asian Countries

Nonword messages, such as gestures, facial expressions,

interpersonal distance, touch, eye contact, smell, and silence.

Intercultural Business Communication, 4th ed., Chaney & Martin

What is meant by nonverbal communication?

Cultural Differences in Attitudes Toward Time

• U.S. persons are very time conscious and value punctuality. Being late for meetings is viewed as rude and insensitive behavior; tardiness also conveys that the person is not well organized.

• Germans and Swiss people are even more time

conscious; people of Singapore and Hong Kong also value punctuality.

• In Algeria, on the other hand, punctuality is not widely regarded. People in Arab cultures have a casual attitude toward time.

Personal space

• Definition of personal space– The distance two people keep between

themselves in order to feel comfortable – If the amount of space is too great, the

person approaching will seem cold, shy or unfriendly

– If the amount of space is too small, the person approaching will seem aggressive, rude or intrusive.

Intercultural Business Communication, 4th ed., Chaney & Martin

Space Zones• The intimate zone (less than 18 inches) is

reserved for very close friends.• The personal zone (18 inches to 4 feet) is for

giving instructions to others or working closely with another person.

• The social zone (4 to 12 feet) is used in business situations in which people interact in a more formal, impersonal way.

• The public distance is over 12 feet.

Gaze/Eye Contact

Intercultural Business Communication, 4th ed., Chaney & Martin

In USA, eye contact indicates :

Degree of attention or interest, influences attitude change or persuasion, regulates interaction, communicates emotion, defines power and status, and has a central role in managing impressions of others.

Smell (Olfactics)

• Although people of the U.S. respond negatively to body odors, Arabs are comfortable with natural body odors.

• Other cultures in which smell plays an important role include the Japanese and Samoans.

Intercultural Business Communication, 4th ed., Chaney & Martin

Touch (Haptics) • Touch, when used properly, may create

feelings of warmth and trust; when used improperly, touch may cause annoyance and betray trust.

• Hierarchy is a consideration when using touch in the U.S.: people who are older or higher rank may touch those who are younger or of lower rank; equals may touch each other.

Facial Expressions

• The face and eyes convey the most expressive types of body language, including happiness, surprise, fear, anger, interest, and determination.

• Facial expressions must be controlled when inappropriate to the setting (yawning during a presentation).

Intercultural Business Communication, 4th ed., Chaney & Martin

Gestures• Emblems or symbols ("V" for victory)• Illustrators (police officer's hand held up to

stop traffic)• Regulators (glancing at watch when in a hurry)• Affect displays (a person's face turns red with

embarrassment)

Axtell, Gestures

Add in previous slide

Posture and Stance

• Posture can convey self-confidence, status, and interest.

• Confident people have a relaxed posture, yet stand erect and walk with assurance.

• Walking with stooped shoulders and a slow, hesitating gait projects negative messages of lack of confidence.

Intercultural Business Communication, 4th ed., Chaney & Martin

Color (Chromatics)• Colors have cultural variations in connotations.

– Black is the color of mourning in the U.S., but white is worn to funerals by the Japanese.

– In the U.S. white is typically worn by brides, while in India red or yellow is worn.

– Purple is sometimes associated with royalty, but it is the color of death in Mexico and Brazil.

– Red (especially red roses) is associated with romance in some cultures including the U.S.

Intercultural Business Communication, 4th ed., Chaney & Martin

Silence• Although U.S. persons are uncomfortable with silence,

people from the Middle East are quite comfortable with silence.

• The Japanese also like periods of silence and do not like to be hurried. Such Japanese proverbs as, “Those who know do not speak - those who speak do not know,” emphasize the value of silence over words in that culture.

• In Italy, Greece, and Arabian countries, on the other hand, there is very little silence.

Intercultural Business Communication, 4th ed., Chaney & Martin

Paralanguage– vocal characterizers (laugh, cry, yell, moan, whine, belch,

yawn). These send different messages in different cultures (Japan — giggling indicates embarrassment; India – belch indicates satisfaction)

– vocal qualifiers (volume, pitch, rhythm, tempo, and tone). Loudness indicates strength in Arabic cultures and softness indicates weakness; indicates confidence and authority to the Germans,; indicates impoliteness to the Thais; indicates loss of control to the Japanese. (Generally, one learns not to “shout” in Asia for nearly any reason!). Gender based as well: women tend to speak higher and more softly than men.

– vocal segregates (un-huh, shh, uh, ooh, mmmh, humm, eh, mah, lah). Segregates indicate formality, acceptance, assent, uncertainty.

Intercultural Business Communication, 4th ed., Chaney & Martin

Global Competency:"Learn "with" the world...

not just "about" the world."

Global CompetenceThe existence of competing organizations that serve international customers. Access to global customers has increased through enhanced communications, improved shipping channels, reduction of barriers, and centralized finance authorities.

Competing in a Global World

Companies must adapt to change

politically, socially, economically, and

technologically.

The Importance of Global Competence

Genes

Economies Religions

Food

Possessions

Environment

The global is part of our everyday local lives.

A changing world demands changing skills.A global economy means new ways of working.

Moving From Global Awarenessto Global Competence

Understand the World throughDisciplinary and Interdisciplinary Study

What’s one new thing you will do to teach towards global competence?

Investigate the World

Investigate the WorldOrganization investigate the world beyond their immediate environment.

Recognize Perspectives

Recognize PerspectivesOrganization recognize their own and others’ perspectives.

Pepsodent’s big marketing mistake promoting white teeth

• Pepsodent tried to sell its toothpaste in regions of south-east Asia through a promotion which stressed that the toothpaste helped enhance white teeth

• The social prestige in this area of darkly stained teeth, such an ad was understandably less than effective.

• The slogan "wonder where the yellow went" was also viewed by many as a racial slur.

Communicate Ideas

Communicate IdeasOrganization communicate their ideas effectively with diverse audiences.

Arabs read from right to left

Take Action

Take ActionOrganization translate their ideas into appropriate actions to improve conditions.

McDonald's (MCD) Rolls-Out First-Ever All-Veggie Concept in India

Hofstede’s Cultural Dimensions

“Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster.”   

42

Prof. Geert Hofstede

Culture and the workplace (Hofstede)

Finds national culture dimensions meaningful to business

Basis:– Work related values not universal– National values may persist over MNC efforts to create

corporate culture– Home country values often used to determine HQ policies– MNC may create morale problems with uniform moral

normsPurpose: understanding of business situations across-

culturesMUST understand own culture AND other culture(s)

Hofstede’s Cultural Dimensions

• Power Distance

• Individualism/Collectivism

• Masculinity / Feminity

Hofstede’s Cultural Dimensions

• Uncertainty Avoidance

• Long term orientation

Comparative Research

Applications

• International communication• International negotiation• International management• International marketing

“Global competence is the capacity and disposition to

understand and act on issues of global significance.”

The Globalization of Wal-Mart

1991: Mexico•50-50 Joint Venture

•Gained operational expertise

1994: Brazil•60-40 Joint Venture

•Enabled Wal-Mart to have a better experience in the Latin America Market

1995: Argentina•Opened a Subsidiary

•Gained operational expertise

The Globalization of WAL-MART: Synopsis

The way Wal-Mart chose to enter the Latin American and Asian markets was very different than its entry into Canada.

To penetrate the Canadian market, Wal-Mart chose the acquisition mode of entry, namely because the U.S. and Canadian markets are, among other things, homogeneous in nature.

1. Political Risk2. Legal Risk3. Financial / Economic Risk4. Societal / Cultural Risk

Global Strategy and Risk

Ideologies; Ethnic Values Religious Morals; Nationalism

Societal/Cultural Risk

Stereotypes & Ethnocentrism

Understanding the World in Which we Live….

Stereotypes Defined

• Stereotypes are assumed characteristics based on a large group of individuals whose beliefs, habits, and actions are similar.

• Education can help us overcome stereotypes.

Stereotypes Ex. #1

• All rap artists are uneducated, or all rappers are “thugs”.

• True or false?

Stereotype Ex. #2

• All Muslims are terrorists.• True or false?

How do they impact me?

• Stereotypes are negative and often lead to discrimination or oppression.

Ethnocentrism Defined

• Belief in the superiority of one’s own ethnic group.

• To look at the world primarily from the perspective of your own culture.

Ethnocentrism Ex. #1

• America is better than any other country in the world.

• This is different from Patriotism, which is taking pride in your country.

Ethnocentrism Ex. #2

• Europeans viewing Africa as a primitive or backwards nation.

Ethnocentrism’s Impact on the World

• Leads to attitudes of superiority!• Clouds our understanding of

different peoples and cultures.• Can lead to violence and

discrimination.

Standard of Living

Societal/Cultural Risk

Fostering Global CompetenceIntroductions.

• 1st Rule: You must take a risk and introduce yourself to someone completely new.• 2nd Rule: Be an attentive listener,because you will need to introduceyour new acquaintance to the group.

Who are you? Where are you

from? What is your professional

role?

What motivated you to choose this session? Tell something

interesting about you.

The Impact of a GC Mind-Set

Global Competencies at the top of the list1. Ability to communicate effectively across

linguistic and cultural boundaries2. Ability to see and understand the world from a

perspective other then one's own3. Ability to understand and appreciate

the diversity of societies and cultures.