MGM U5 DB

600 Words

Social media provides many advantages and opportunities for multi-national businesses to connect with their customers. In responding to the following, reflect on the use of social media to develop the coffee franchises in each country. Write at least 3 paragraphs (600 words) on the following:

· Describe the main driving factors that determine the choice of platforms and content that your franchises should focus on when using social media to communicate with customers in Mexico, Saudi Arabia, and China.

· Explain some of the etiquette factors that should be taken into consideration in each country when using social media to conduct business, which is essential for business professionals.

· Discuss how global technology has changed the way businesses, in this case the franchises, communicate because of the accessibility of Web sites, social media, e-mail, and other forms of technology.

Assignment Objectives

· Simulate effective cross-cultural approaches, styles, and tones of written and verbal business communications, including those used in social media

When in Rome, Do as the Romans Do

When Julius Caesar and Augustus ruled, visitors to Rome were advised to do "as the Roman's do" to help them succeed in their international business negotiations with the elite Roman kings (Francis, 1991).

In an attempt to avoid missteps, this adage is still heard today and is often used with intercultural communications when managers are dealing with global business deals and other issues. It is then incorrectly assumed that if a business negotiator from one culture adopts the norms and values of the host's culture, the transaction will be successful. In fact, a foreigner most likely will not be accepted as quickly as a native in any type of interaction.

It is important to remember that most cultures do not treat individuals who act like natives as natives of any particular culture. In most cases, these individuals are considered outsiders to that respective culture. Furthermore, intergroup situations are very different from interpersonal situations. Acting as a native will not achieve the same result as the culture's true natives (Hewstone & Jaspars, 1984).

Communicating in a Global World

Intercultural communication problems include verbal and nonverbal behavior and language. Several problems can occur, but two of these problems relate to cultural norm variations in behavior modifications and acceptance. Cultures differ in what behaviors are acceptable or unacceptable (Gudykunst, 1983). American companies are very formal in business negotiations and communication. Western European countries are not as formal (Van Zandt, 1970).

Another problem of intercultural communication is the misinterpretation of the intended message. Misinterpretations in the content of the message can occur in business negotiations with multiple cultures in addition to how that content is interpreted (Adler & Graham, 1989).

Adapting to another culture's attitudes, values, and norms in intercultural communication is important but does not guarantee cultural acceptance. When visiting, respect for another's culture is the key to learning to communicate across cultures.

Social Identity Theory

Social identity theory highlights the processes at work when individuals within a group interact with other groups. For example, Japanese individuals and Canadian individuals will act differently from their respective cultures but interface between the two groups. Cultural differences such as dress and language between these two groups will affect any intercultural negotiations taking place. These negotiations require both the interpersonal and intergroup perspectives in the negotiation process. The interpersonal approach in any negotiation is a reflection of the group's individual characteristics (Rubin & Brown, 1975).

The Emerging Multinationals

What countries seem to be emerging as global powerhouses where investors and companies are considering going global? Look to the diversity of growing economies in Brazil, China, Mexico, and India in the future, according to Boston Consulting Group (as cited in Engardio, 2006). These countries include companies with a growing international presence in terms of geography, sales, product development, operations, and manufacturing.

Successful Strategies for Doing Business Abroad

Cross-cultural communication is essential in all business negotiating in a global marketplace. In addition to developing sound, intercultural communication skills, other strategies that assist in business success include the following:

· Research the business, its culture, and customers: Knowing the business strategies of the other culture is important. Remember also to study promotional materials, collateral, advertising, and public relations for the business.

· Ask questions about the business: In an effort to research the business, asking specific questions about the company before any formal negotiation assists both cultures understand each other to make the process smoother and eliminate misunderstandings.

· Use intercultural awareness skills: Intercultural awareness includes understanding the customs, traditions, language, nonverbal and verbal communication, and people outside of one's own culture. Intercultural communication skills can be modified to fit values and attitudes.

References

Adler, N. J., & Graham, J. L. (1989). Cross-cultural interaction: The international comparison fallacy? Journal of International Business Studies, 20(3), 515–536. Retrieved from http://copenhagen.jibs.net/Archive/1989/20_3_89_515.pdf

Engardio, P. (2006, May 30). Emerging today, global tomorrow. Retrieved from the BusinessWeek Online Web site: http://www.businessweek.com/globalbiz/content/may2006/gb20060530_856726.htm

Francis, J. (1991). When in Rome? The effects of cultural adaptation on intercultural business negotiations (excerpt). Retrieved from Questia Web site: http://www.questia.com/PM.qst?a="o"&se="gglsc"&d="5000139031"

Gudykunst, W. B. (1983). Intercultural communications theory: Current perspectives. International and Intercultural Communication Annual. Beverly Hills, CA: Sage Publications.

Hewstone, M., & Jaspars, J. (1984). Social dimensions of attributions. In H. Tajfel (Ed.), The social dimension (Vol. 2, p. 394). England: Cambridge University Press.

Rubin, J. Z., & Brown, B. R. (1975). The social psychology of bargaining and negotiations. New York, NY: Academic Press.

Van Zandt, H. F. (1970). How to negotiate in Japan. Harvard Business Review, 45–56.

Understanding and appreciating the cultural, linguistic, and historical traditions of a host nation plays an essential part in the ability of a foreign national to successfully conduct business in that country. Whether a person will have just a short exposure to a foreign environment or is placed in a long-term foreign posting, without a good understanding of these variables, the interpersonal aspects of business may be more difficult than need be, which can result in significant negative consequences to the firm.  

Aspects of this understanding and appreciation that must be considered include the following:

· The host nation’s history and political relations with its neighbors and with the home country that is trying to do business within the host country

· Differences in behavior and thinking based on the host country’s dominant cultural variables

· The influence of religion on how business is conducted in the host country, and how religion plays a role in the cultural variables

· Differences in nonverbal communications

· How greetings, gift giving, meanings of colors, styles of dress, and business meeting etiquette can vary between home and host country; and how these differences can affect business success

Gaining an understanding of these variables, and how they might differ from one’s home country, is the first step of a larger process. First, a firm must develop a cultural profile that helps its employees understand and contrast these differences and similarities and allows employees to build knowledge as they gain experience.

The next step is for the company to develop a plan to train the people that may be impacted by the differing histories, values, and practices. While employees are often made aware of the importance of these differences, firms make too small of an effort to help these employees gain a sufficient amount of required knowledge before placing them in difficult situations. Additionally, even when a training plan is offered, often overlooked is how the cultural and historical differences will affect the spouse and family of the employee. A body of research exists on why expatriate assignments fail, and one of the most frequently cited reasons is the failure of family members to adjust to the new culture.

One important and widely used set of cultural variable measurements was produced by Geert Hofstede. Beginning in the 1960s, Hofstede’s large team of international researchers measured and then ranked 56 countries on five criteria, which include the following: power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation. The definition of these variables and the rankings of the 56 countries can be found on the Web site of ITIM: www.geert-hofstede.com.

Another set of informative variables were produced by Alfons Trompenaar. He considered variables such as the following:

· Obligation (universalism vs. particularism)

· Legitimization of power and status (achievement vs. ascription)

· Involvement in relationships (specific vs. diffuse)

· Emotional orientation (neutral vs. affective)  

Variations in these relationships between a home country national and a host country national can result in misunderstanding, frustration, and conflict. 

Equally important to cultural variables is simply having a knowledge of and appreciation for the host country’s history. Many emerging nations have a history of foreign domination by neighbors or colonial powers. Both recent and more distant history may have left legacies of either appreciation or enmity toward the country of foreign firm, which can affect the expectations and behavior of all parties. Specific business practices may also stem from that history and appear in both subtle and pronounced ways.

Finally, day-to-day business practices may be affected by simple gestures or actions that take on unanticipated meaning. The giving of gifts, for example, can convey a different meaning in a host country than it might in a home country—an appropriate gift in one country can easily be taken as inappropriate in another. In addition to gift giving, similar topics that a business person should be familiar with include business introductions, exchanging business cards, meanings of specific colors, the role of socialization and small talk, and shaking hands. 

Lastly, the role of religion must be taken into consideration. Looking at the list of emerging countries, one finds nations where Buddhism, Hinduism, Confucianism, Islam, and Christianity are commonly practiced. Differences in cultural variables, business practices, and historical context are all intertwined with the religious practices found in host countries. Learning the fundamentals of these religions and understanding how religious precepts might impact the conduct of business are critical to success.

Reference

The Hofstede Centre. (n.d.). Retrieved from www.geert-hofstede.com

Question 1: Can an individual be a member of more than one culture?

Answer 1: In its simplest definition, culture can be defined as a way of life ascribed to a group of individuals. These cultures also include subgroups and offshoots of one's own personal, family, or societal culture. These cultures exist around individuals and are as varied as the individuals' lifestyles.

For example, a family's culture can be a subgroup or culture in itself. Consider the professional culture in the workplace and the culture in a circle of friends. For most working adults, one's personal culture is a very strong influence in the workplace. There are many influences from larger family and societal cultures that affect how employees communicate with each other in the workplace.

Communication is the nucleus of these different groups. In the professional world, organizational communication helps shape work cultures and groups. An example of how larger cultures influence the work culture includes learning to share information, ideas, and ask questions. These attitudes and behaviors are learned from within our personal and family cultures.

As noted by communication consultant Steve Crescenzo (2007), beyond the "personal attributes, you pile on the national attributes of whatever country" (p. 35) from which employees hail. According to Crescendo, British employees may be cynical; French employees are more dependent on their government; and Asian employees highlight groupthink over individual thinking. How these diverse employees react inside the workplace is as different as their cultures. This important point proves again the importance of intercultural awareness and communication savvy when communicating inside the workplace with multinational employees.

Question 2: Does an individual's communication style change based on his or her respective subculture?

Answer 2: Several studies point to the notion that individuals who are members of several subcultures and subgroups will shift style and language to meet the patterns and behaviors of the respective cultures.

The cultural environment shapes individuals, and they adjust their communication styles to fit the culture for maximum understanding. In most cases, cultural members tend to gravitate toward similarities, not differences, among individuals. This still does not mean that the cultural visitor or outsider is as proficient as the native member of the culture.

Also called cross-talk when communicating across cultures, communicating is more difficult based on language differences, intercultural competence, and differing behaviors and expectations. As outside members work to adjust and fit into the new culture, it is important to be aware of communication problems that may occur.

For example, an assumption about another's culture is one of the most problematic parts of intercultural communication. Consider the dialogue below between a Japanese and Canadian manager working on a group project:

Canadian manager: Mr. Kato, I think we're ready to complete this phase of the project and move on to Phase II.

Japanese manager: Ms. Pierre, I will check in with Mr. Sato and the group when I return to Tokyo next week.

Canadian manager: That is fine, but I would like it understood that it is time to move on with the next phase of the project now.

This interesting scenario shows how cultures differ and misunderstandings may occur. Should Ms. Pierre continue with the project, or will she wait for Mr. Kato to speak with his group and boss about Phase I?

No doubt when Mr. Kato returns to his collective group next week, he will apprise the group and his boss, Mr. Sato, about Phase I. His communication style will change as he adapts back to his own culture, but did he adapt and modify his behavior with his Canadian colleague, Ms. Pierre?

Asian cultures work more collectively when completing a project, so it may be important for the Canadian members of the group to hold the project's next phase until the entire group is in agreement.

Furthermore, did Ms. Pierre change her behavior to understand her Asian colleague, or is she still assuming and working from her Canadian culture of a more individualistic style that requires the need to keep the project moving?

Communication styles change as individuals move among their different subcultures. Despite these style changes, assumptions about the other culture can be a barrier to total intercultural understanding.

Question 3: On the issue of groups, how does cultural communication help in the success of a project?

Answer 3: Depending on a culture's individual or group focus, many projects in the workplace require group work when completing assignments. Some cultures are group oriented in their cultural styles and way of life than other cultures with more individualistic styles.

For example, large-scale projects in the workplace often involve and include strategic initiatives with team members that can be as culturally diverse as the number of team members included in the organization. This makes intercultural communication within the organization even more important.

Many group projects succeed, and others fail. Cultures of conflict in team projects are avoidable. The failure points are often the result of poor communication. Joseph Grenny (as cited in McAdams, 2007) studied the inner workings of group projects in corporations for 25 years and recently noted some communication failures in group projects, all related to communication. The following are few of his findings:

· Planning: Without everyone being onboard with deadlines and other limits, projects cannot move forward.

· Sponsors who are not present or unable to lead the project: Leadership is a critical component and part of the overall communication in the project.

· Skirting: This occurs when people work around the deadlines and priorities of the projects.

· Project chicken: When there are problems, team members should speak up, but in most cases, participants do not address problematic issues.

· Team failures: Without support from all members of the team, dysfunction prevails, and team failures result almost 80% of the time.

All points here are part of the communication process, and as Grenny (as cited in McAdams, 2007) notes, getting participants to speak up is a part of crucial conversations that must be addressed. The success of any project depends upon developing a communicative culture where participants can talk about successes and failures along the way.

Question 4: What are the in-group and out-group, and how do groups affect intercultural communication?

Answer 4: Several studies have been conducted that point to the in-groups and out-groups of corporations. The concepts of in-groups and out-groups affect intercultural communication, most notably excluding or including cultural diversity of potential members who can help the organization be successful. Core groups have a significant impact on the organizational culture because core group behaviors are often mirrored by other members within the organization.

Most companies do have a core group of members who help move the company in the direction that leadership and management desires. These groups can range from a few members in smaller companies to huge group networks that interlock in large corporations.

Kleiner (2003) explained that the core group is taboo to discuss among the organization, but most employees are aware of who is part of the group. It is a culture in itself or a subculture of the organizational culture.

On the positive side of the in-group, in organizations where the core group is viewed more as a resource, it can work to help organizations be very productive. The core group, or in-group, of any organization also helps in decision-making processes. From an intercultural communication perspective, the core group's verbal and nonverbal styles carry much weight and are very influential with other employees around the organization. On the negative side, core groups can sometimes exploit a company using it for the group members' personal gain, abusing and corrupting the organization's system.

Psychologist Charles Hampden-Turner (as cited in Kleiner, 2003) describes amplification, which is the process by which a core group member's verbal communication and body language are magnified by his or her followers. This phenomenon is comparable to how children are in accord with their mothers' expressions, moods, and communication styles. Similarly, members of the organization's culture learn to be in accord with members of the core group, which can have a positive impact on the profitability and productivity of the organization.

Question 5: Can communication ultimately change a corporation's culture?

Answer 5: Culture and language are connected, so language reflects the culture, with new words being added continuously. Slang words and idioms are produced by culture inside and outside of a corporation.

Observers note that that a corporation has its own culture, and communication does contribute to changing it. Organizational communication is central to any corporation's culture. Whether formal or informal, communication reaches across all boundaries within the company. Diversity is a critical component to how, when, and why communication occurs. The audience, the message context and content, and the message intent also flow into targeted groups.

Often, the dominant culture within an organization is not necessarily the corporate culture. Communications consultant Steve Crescenzo (2007) has learned this through his travels around the world exploring this intercultural phenomenon. He says, "It's the country's culture…the culture of the country where the organization does business is always going to trump whatever corporate culture you're trying to establish" (p. 35).

For example, employees from Poland may not ask as many questions as their colleagues from England or the United States. Communication in an organization in Poland may be more one-sided with little opportunity for two-way communication. Germans may not give feedback because it is culturally inappropriate to call attention to oneself.

Employees form their ideas and attitudes based on their family and country cultures first, then on how they were raised, and then they display those within the organization. Family and nationality play important roles in intercultural communication within the workplace.

Question 6: Will a business communicator be more successful if he or she adapts to another's culture?

Answer 6: Learning to adapt to another's culture helps in business negotiations but in no way creates an insider attitude aligned with native members of the culture. Although few studies exist on this issue, it is important to note that natives of a particular culture will still view a cultural outsider as an outsider.

The assumption often exists that what works for natives will also work for outsiders to the respective culture. Even behaving as a native will not ensure that natives are accepting of the outsider. Therefore, by developing sound intercultural negotiation strategies for understanding another culture, the ultimate project or negotiation will be more successful.   The key to cultural adaptability is always centered on respect and acceptance for another's cultures, attitudes, values, and norms. In most cases, a person from another culture will respect a cultural outsider who attempts to learn and abide by another culture's values and norms and modifies business negotiations and communication patterns appropriately.

Question 7: How does technology's globalization affect intercultural communication skills?

Answer 7: No doubt technology will continue to play a major role in expanding business opportunities in the 21st century. The Information Age will also have a major impact on economic changes, too. A respective country's languages and customs require that business negotiators and communicators learn to interact and borrow from each other.

According to Leigh (2004), this technological world has morphed the globe into "a worldwide web of interdependence in which markets inexorably bind people and peoples together economically, to facilitate environmental, political, military, social, and cultural interdependence."

Globalization affects intercultural communication in real-time situations and virtual situations. Some of the largest corporations today have Anglo-Saxon and European roots evolving from history's colonization and economic successes centuries ago. These more Westernized global brands illustrate and promote cultural lifestyles and values related to individualistic, consumer-focused wealth, and secular societies worldwide. Although English continues to evolve as a universal business language, the cultural nuances of country-specific differences cannot be minimized.

A growing number of economic entities (both countries and corporations) are developing into multinational companies, creating opportunities and challenges in intercultural communication.

Question 8: What about the idea of informatization and its evolution in intercultural communication?

Answer 8: As the world globalizes, the term informatization is becoming more commonplace. Technology has also helped tag this concept. Informatization is a social phenomenon with cultural implications. Globalization opens up opportunities for creating a world marketplace.

Informatization is where communication and information technologies intersect and shape cultural discourse. These technologies include the transfer of information over the Internet, television, and telecommunications. The concept of informatization help individuals and societies engage in international discourse, creating a platform with political, economic, and cultural resources. Consider countries that have traditionally been cut off from international information, such as North Korea. The Internet connects individuals across nations creating a "democracy of information" (Friedman, 1999, p. 53).

How do these two issues of globalization and informatization affect intercultural communication? The first point is the need for cross-cultural communication in both an individual's professional and personal life. Kluver (n.d.) notes that the two concepts of a globalized world and a technologized world create a new knowledge class. Information technologies are the emphasis in companies in this new knowledge industry. As the world globalizes, cultural diversity and an individual's intercultural abilities to communicate are central to future business negotiations and other successes.

Question 9: What are some final thoughts on getting to know another person's culture?

Answer 9: There are several things to consider when negotiating and communicating with another culture in today's global world:

· Be aware of differing business methods. In other countries, business negotiations may be very different. For example, in Japan, entertainment may be part of the overall negotiation. It is important to understand the laws of the respective country to prevent any misunderstandings. Also, in some countries, paying fees or commissions to participants taking part in a deal is an accepted practice and part of the overall negotiation.

· Be aware of context and content of messages. In low-context cultures, a more direct communication is the general way of communicating and conducting business, but this is not necessarily so in all countries.

· Some cultures are not as direct in their approaches in conducting business. For example, most countries outside of North America spend time socializing before discussing business. The process takes time and should not be rushed. This socialization period includes company tours, a product presentation, dinner, and other entertainment. In global virtual communication, this may be an advantage for communicating across cultures, lessening the communication barrier. Most nonnative English speakers can write the English language better than they can speak it.

· Help individuals avoid embarrassment. For example, in Japan, giving others a graceful way out of difficult situations is known as saving face.

Effective intercultural communication includes the following:

· Precise messaging

· Choosing words carefully for clarity and appropriate action plans

· Intercultural awareness—understanding the other culture and modifying one's behavior to understand and adapt to communication patterns

Question 10: What are success strategies for today's intercultural business negotiation?

Answer 10: The 21st century presents many challenges for managers and other business professional relative to intercultural communication.

The following are a few considerations in the intercultural communication process:

· Language: Language is a reflection of one's culture and influences environment and business negotiations. It also reflects a person's values. It is important to remember that language presents different meanings for different cultures.

· Intercultural communication in face-to-face meetings: Remember to speak clearly. Furthermore, nonverbal signals may be different from culture to culture. Gesturing and other body movements can be offensive and be misunderstood by the other cultural participant.

· Choosing a business or company language: If English is the universal business language, be aware of its implications and nuances that may be misunderstood by a nonnative English speaker. Idioms, jokes, and acronyms in most cases do not transfer from language to language.

· Consider using an interpreter: In multinational companies, for daily activities, choosing a good interpreter may help alleviate communication challenges.

· Impact of technology and e-communications: Similar to face-to-face communication, electronic technology has its idiosyncrasies. When using e-mail or teleconferencing, it is important to be knowledgeable and aware of the other culture's differences for more effective communication.

References

Crescenzo, S. (2007, January/February). Can we really change a culture? Journal of Employee Communications Management, 35.

Friedman, T. L. (1999). The Lexus and the olive tree: Understanding globalization. New York, NY: Farrar, Straus, & Giroux.

Kleiner, A. (2003, July). Are you in the crowd? Harvard Business Review, 81(7), 86–92.

Kluver, R. (n.d.). Globalization, informatization and intercultural communication. Retrieved from American Communication Journal Web site: http://acjournal.org/holdings/vol3/Iss3/spec1/kluver.htm

Leigh, J. (2004). Reflections of Babylon: Intercultural communication and globalization in the new world order. Retrieved from Globalization Web site: http://globalization.icaap.org/content/v4.1/leigh.html

McAdams, S. (2007, January/February). Speak up! Journal of Employee Communication Management, p. 7.