ONLINE Comm in the Bus Envir Section 01 Final Test
all4jasmine
ch03.pptxBusiness Communication:
Process and Product, 8e
Mary Ellen Guffey and Dana Loewy
Instructor PowerPoint Library, 8e
3
Intercultural Communication
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Ch. 3, Slide 1
Understand the powerful effects of globalization and the major trends fueling it.
Learning Objective 1
Ch. 3, Slide 2
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Ch. 3, Slide 3
Markets Go Global
Mergers, acquisitions, and buyouts stir growth beyond national boundaries.
American companies in global markets must adapt to other cultures.
Increasingly even many home-grown businesses are controlled by global enterprises.
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Ch. 3, Slide 4
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Major Trends Fuel Globalization
Stagnating or declining domestic markets
Favorable trade agreements and removal of trade barriers
Robust middle classes in emerging economies
Advancements in transportation and logistics
Information and communication technology breakthroughs
Ch. 3, Slide 5
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Domestic Workforce Is Becoming Increasingly Diverse
Immigration makes intercultural communication increasingly necessary.
Business commu- nicators must learn to adapt to an intercultural workforce and multinational companies.
Define culture, name its primary characteristics, and explain five key dimensions of culture including context, individualism, time orientation, power distance, and communication style.
Learning Objective 2
Ch. 3, Slide 6
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Characteristics of Culture
Ch. 3, Slide 7
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Culture is learned.
Cultures are inherently logical.
Culture is the basis of self-identity and community.
Culture combines the visible and invisible.
Culture is dynamic.
Dimensions of Culture
Ch. 3, Slide 8
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High and low context
Individualism and collectivism
Time
orientation
Power distance
Communication style
High and Low Context
Ch. 3, Slide 9
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Low-context cultures
High-context cultures
Tend to be logical, linear and action oriented.
Favor explicit messages that they consider to be objective, professional, and efficient.
Tend to be relational, collectivist, intuitive, and contemplative.
Leave much unsaid and transmit communication cues by posture, voice inflection, gestures, and facial expression.
Individualism and Collectivism
Ch. 3, Slide 10
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Tend to prefer initiative, self-assertion, and personal achievement.
Believe in individual action and personal responsibility.
Desire a large degree of freedom in their
personal lives.
Tend to prefer group values, duties, and decisions.
Emphasize membership in organizations, groups, and teams.
Encourage acceptance of group values, duties, and decisions.
Low-context cultures
High-context cultures
Time Orientation
Ch. 3, Slide 11
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Time is precious to North Americans.
Time correlates with productivity, efficiency, and money.
Time is seen as unlimited and never-ending in some cultures.
South Americans have a more relaxed concept of time.
Power Distance
Ch. 3, Slide 12
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Hofstede’s Power Distance Index compares societies based on how far the less powerful members of organizations and institutions accept an unequal distribution of power.
Power Distance
Ch. 3, Slide 13
Subordinates expect formal hierarchies and embrace relatively authoritarian, paternalistic power relationships.
Subordinates consider themselves as equals of their supervisors.
Relationships between individuals of varying power tend to be more democratic, egalitarian, and informal.
High power distance countries
Low power distance countries
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Communication Style
Ch. 3, Slide 14
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Emphasize words, directness, and openness; people tend to be informal, impatient, and literal.
Rely on nonverbal cues and the total picture to communicate; meanings are embedded at many sociocultural levels.
Low-context cultures
High-context cultures
Characteristics of High- and Low-Context Cultures
Ch. 3, Slide 15
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Japanese
Arab
Latin American
Spanish
English
Italian
French
N. American
Scandinavian
German
Swiss
High Context
Low Context
High-Context Cultures
Relational
Collectivist
Intuitive
Contemplative
Low-Context Cultures
Logical
Linear
Individualistic
Action-oriented
Proverbs Reflect Culture
Ch.32, Slide 16
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He who holds the gold makes the rules.
Waste not, want not.
U.S. Proverbs
The early bird gets the worm.
If at first you don’t succeed, try, try again.
Proverbs Reflect Culture
Ch. 3, Slide 17
A man who waits for a roast duck to fly into his mouth must wait a very, very long time.
A man who says it cannot be done should not interrupt a man doing it.
Chinese Proverbs
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Proverbs Reflect Culture
Ch. 3, Slide 18
Other Proverbs
No one is either rich or poor who has not helped himself to be so. (German)
Words do not make flour. (Italian)
Wealth that comes in at the door unjustly goes out at the windows. (Egyptian)
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Discuss strategies for enhancing intercultural effectiveness, reflect on nonverbal intercultural communi-cation, assess how social media affect intercultural communication, and apply techniques for successful oral and written interactions across cultures.
Learning Objective 3
Ch. 3, Slide 19
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Ch. 3, Slide 20
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Strategies for Improving Your Intercultural Effectiveness
Building cultural self-awareness
Curbing ethnocentrism
Understanding generalizations and stereotyping
Being open-minded
Saving face
Ch. 3, Slide 21
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How We Form Judgments
Stereotype
Oversimplified behavioral pattern applied uncritically to groups
Negative!
Ch. 3, Slide 22
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How We Form Judgments
Prejudice
Rigid attitude based on erroneous beliefs or preconceptions
Negative!
Ch. 3, Slide 23
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How We Form Judgments
Prototype
Mental representation based on characteristics that are flexible and open to new definitions
Positive!
Ch. 3, Slide 24
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How We Form Judgments
Question 1:
Why is it important to make generalizations in describing cultural prototypes?
Ch. 3, Slide 25
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How We Form Judgments
Question 2:
Are all generalizations invalid?
Ch. 3, Slide 26
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Successful Nonverbal Intercultural Communication
Deciphering nonverbal messages is even more difficult when cultures differ.
Although nonverbal behavior is problematic between cultures, it conveys meaning.
Gestures can create very different reactions in different cultures; be careful in using and interpreting them.
Ch. 3, Slide 27
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Techniques for Achieving Intercultural Competence
Descriptiveness: Giving descriptive feedback instead of judgmental feedback
Nonjudgmentalism: Being tolerant, which helps prevent defensive reactions.
Supportiveness: Encouraging others with head nods, eye contact, and facial expressions.
Ch. 3, Slide 28
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How Technology and Social Media Affect Intercultural Communication
Social media may potentially bridge cultural differences as well as reinforce them.
Global businesses adopt technology to a varying degree, revealing each culture’s values and norms.
The online environment may deepen feelings of isolation.
In real life as online, we gravitate toward people who seem like us.
Ch. 3, Slide 29
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Social Networking: Erasing or Deepening Cultural Differences
Regional and cultural differences persist.
Media designers adapt to cultural preferences.
However, aside from language, regional differences on Facebook and Twitter seem minor.
Ch. 3, Slide 30
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Improving Conversations in Intercultural Environments
Learn foreign phrases.
Use simple English.
Speak slowly and enunciate clearly.
Observe eye messages.
Encourage accurate feedback.
Ch. 3, Slide 31
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Enhancing Intercultural Oral Communications
Accept blame.
Listen without interrupting.
Smile when appropriate.
Follow up in writing.
Ch. 3, Slide 32
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Improving Intercultural
Written Communication
Adjust your writing style and tone.
Avoid humor to prevent
misunderstandings.
Use short sentences and short paragraphs.
Observe title and rank.
Ch. 3, Slide 33
Improving Intercultural
Written Communication
Avoid ambiguous expressions.
Strive for clarity.
Use correct grammar.
Cite numbers carefully.
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Grasp the complexities of ethics across cultures, including business practices abroad, bribery, prevailing customs, and methods for coping.
Learning Objective 4
Ch. 3, Slide 34
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Ch. 3, Slide 35
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Doing Business Abroad
Business people may encounter bribery, child-labor abuse, environment mistreatment, and unscrupulous business practices.
U.S. laws require increasing scrutiny of business ethics abroad.
Most companies doing business abroad have ethical codes of conduct.
Ch. 3, Slide 36
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Anti-Bribery Laws
Foreign Corrupt Practices Act of 1977 – prohibits payments to foreign officials for the purpose of obtaining or retaining business; applies only to U.S. companies.
Sarbanes-Oxley Act – a tool in the anticorruption battle; forbids off-the-book bribes.
Global treaty promoted by the Organization for Economic Cooperation and Development (OECD) in 1999 – bans bribery of foreign government officials.
Ch. 3, Slide 37
Ethical Decision Making
Across Borders
Broaden your view.
Avoid reflex judgments.
Find alternatives.
Refuse business if options violate your basic values.
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Ch. 3, Slide 38
Ethical Decision Making
Across Borders
Embrace transparency.
Don’t rationalize shady decisions.
Resist legalistic strategies.
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Ch. 3, Slide 39
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Applying the Five-Question Test to Intercultural Dilemmas
Is the action legal?
1
Would you do it if you were on the opposite side?
2
Can you rule out a better alternative?
3
Would a trusted advisor agree?
4
Would family, friends, employer, or co-workers approve?
5
Even in another culture, these questions can guide your decisions:
Explain the advantages and challenges of workforce diversity, and address approaches for improving communication among diverse workplace audiences.
Learning Objective 5
Ch. 3, Slide 40
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Ch. 3, Slide 41
Benefits of Workplace Diversity
Diverse Staff Members
Diverse Teams
Better able to read trends and respond to diverse customers at home and abroad
More likely to see opportunities that a homogeneous group would miss
Better equipped to create products that markets require
Come up with more creative and effective problem-solving techniques
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Ch. 3, Slide 42
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Benefits of Workplace Diversity
Diverse Consumers
Want to deal with companies that respect their values and reflect themselves
Demand specialized goods and services tailored to their needs
Companies that figure out the diversity challenge have a competitive advantage.
Ch. 3, Slide 43
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Benefits of Workplace Diversity to Businesses
Companies that cultivate diversity suffer fewer discrimination lawsuits, fewer union clashes, and less government scrutiny.
Diversity is a critical bottom-line business strategy to improve employee relationships and to increase productivity.
The government and corporations increasingly contract only with suppliers who can show “cultural readiness.”
Ch. 3, Slide 44
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Diversity and Discord
Diversity can cause divisiveness, discontent, and clashes.
Many identity groups may have legitimate gripes (gender issues, sexism, harassment, communication style).
Ch. 3, Slide 45
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Improving Communication Among Diverse Workplace Audiences
Seek training.
Understand the value of differences.
Don’t expect conformity.
Make fewer assumptions.
Build on similarities.
Ch. 3, Slide 46
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