7-1 Review CH 5 1. Define the four basic predispositions MNCs have toward their international operations. 2. In what way are parochialism and simplification barriers to effective cross-cultural management? In each case, give an example. 3. Many MNCs would like to do business overseas in the same way that they do business domestically. Do research findings show that any approaches that work well in the U.S. also work well in other cultures?
Transcript
Slide 1
7-1 Review CH 5 1.Define the four basic predispositions MNCs
have toward their international operations. 2.In what way are
parochialism and simplification barriers to effective cross-
cultural management? In each case, give an example. 3.Many MNCs
would like to do business overseas in the same way that they do
business domestically. Do research findings show that any
approaches that work well in the U.S. also work well in other
cultures?
Slide 2
7-2 CH 6- CONTINUE Chapter 6 Cont.
Slide 3
7-3 Organizational Cultures in MNCs Shaped by numerous factors
including cultural preferences of leaders and employees Some MNCs
have subsidiaries that (aside from logo and reporting procedures)
wouldnt be easily recognizable as belonging to same MNC
Slide 4
7-4 Organizational Culture in MNCs Four steps in integration of
organizational cultures resulting from international expansion via
mergers/acquisitions: 1.Two groups establish purpose, goals, and
focus of merger 2.Develop mechanisms to identify most important
structures and manager roles 3.Determine who has authority over
resources 4.Identify expectations of all involved participates and
facilitate communication between departments and individuals
Slide 5
7-5 Four Cultural Types
Slide 6
7-6 Four Cultural Types 1.Family Culture: Strong emphasis on
hierarchy and orientation to persons Power oriented, headed by
leader regarded as caring parent Management takes care of
employees, ensures theyre treated well, and have continued
employment Catalyze and multiply energies of personnel or end up
supporting leader who is ineffective and drains energy and
loyalties
Slide 7
7-7 Four Cultural Types 2. Eiffel Tower: Strong emphasis on
hierarchy and orientation to task Jobs well defined; coordination
from top Culture narrow at top; broad at base Relationships
specific and status remains with job Few off-the-job relationships
between manager and employee Formal hierarchy is impersonal and
efficient
Slide 8
7-8 Four Cultural Types 3. Guided Missile: Strong emphasis on
equality in workplace and in task Culture oriented to work Work
undertaken by teams or project groups All team members equal Treat
each other with respect Egalitarian and task-driven organizational
culture
Slide 9
7-9 Four Cultural Types 4.Incubator Culture: Strong emphasis on
equality and personal orientation Organization as incubator for
self- expression and self-fulfillment Little formal structure
Participants confirm, criticize, develop, find resources for, or
help complete development of innovative product or service
Slide 10
7-10 National Patterns of Corporate Culture
Slide 11
7-11 Managing Multiculturalism and Diversity Both domestically
and internationally, organizations lead workforces with a variety
of cultures consisting of largely diverse populations: Women and
Men Young and Old Black, White, Latin, Asian, Arab, Indian Many
others.
Slide 12
7-12 Phases of Multicultural Development
Slide 13
7-13 Locations of Cross-Cultural Interaction
Slide 14
7-14 Types of Multiculturalism Domestic Multiculturalism
Multicultural and diverse workforce operating in MNC home country
Group Multiculturalism Homogenous groups Token groups Bicultural
groups Multicultural groups
Slide 15
7-15 Potential Problems Associated with Diversity Perceptual
problems When cultural diverse groups come together, often bring
preconceived, erroneous stereotypes with them Inaccurate biases
Inaccurate communication Attitudinal problems May cause lack of
cohesion resulting in units inability to take concerted action or
be productive
Slide 16
7-16 Advantages of Diversity Enhance creativity Lead to better
decisions More effective/productive results Prevent groupthink Can
facilitate highly effective teams under right conditions
Slide 17
7-17 Managing Multicultural Teams Select team members for
task-related abilities, not solely based on ethnicity Team members
must recognize and prepare to deal with their differences Team
leader must help identify/define overall goal Mutual respect among
members is critical Managers must give team positive feedback on
process and output
Slide 18
7-18 Review CH -6 1.In which of the four types of
organizational cultures family, Eiffel Tower, guided missile,
incubator would most people in U.S. feel comfortable? 2.Most MNCs
need not enter foreign markets to face challenges of dealing with
multiculturalism. Do you agree or disagree? 3.What are some
problems to be overcome when using multiculturally diverse teams?
4.What are some basic guidelines for helping make diverse teams
more effective?
Slide 19
Cross-Cultural Communication and Negotiation chapter seven
McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc.
All Rights Reserved.
Slide 20
7-20 Cross-Cultural Communication and Negotiation Six Chapter
Objectives: 1.DEFINE communication; examine examples of verbal
communication style; explain importance of message interpretation
2.ANALYZE common downward and upward communication flows of
international communication 3.EXAMINE language, perception, culture
of communication; nonverbal barriers to effective international
communication 4.PRESENT steps to overcome international
communication problems 5.DEVELOP approaches to international
negotiations that respond to differences in culture 6.REVIEW
negotiating and bargaining behaviors that can improve negotiations
and outcomes
Slide 21
7-21 Overall Communication Process Communication: The process
of transferring meanings from sender to receiver. On surface
appears straightforward However, a great many problems can result
in failure to transfer meanings correctly
Slide 22
7-22 Verbal Communication Styles Context is information that
surrounds a communication and helps convey the message Context
plays a key role in explaining many communication differences
Messages often highly coded and implicit in high-context society
(e.g., Japan, many Arab countries) Messages often explicit and
speaker says precisely what s/he means in low context society
(e.g., U.S. and Canada)
Slide 23
7-23 Explicit and Implicit Communication
Slide 24
7-24 Major Characteristics of Verbal Styles
Slide 25
7-25 Major Characteristics of Verbal Styles
Slide 26
7-26 Verbal Communication Styles Indirect and Direct Styles
High-context cultures: messages implicit and indirect; voice
intonation, timing, facial expressions play important roles in
conveying information Low-context cultures: people often meet only
to accomplish objectives; tend to be direct and focused in
communications
Slide 27
7-27 Verbal Communication Styles Elaborate and Succinct Styles
Three degrees of communication quantityelaborating, exacting,
succinct Elaborating style most popular in high- context cultures
with moderate degree of uncertainty avoidance Exacting style
focuses on precision and use of right amount of words to convey
message; more common in low-context, low-uncertainty-avoidance
cultures Succinct style more common in high-context cultures with
considerable uncertainty avoidance where people say few words and
allow understatements, pauses, and silence to convey meaning.
Slide 28
7-28 Verbal Communication Styles Contextual and Personal Styles
Contextual style focuses on speaker and relationship of parties;
often associated with high power distance, collective, high-context
cultures Personal style focuses on speaker and reduction of
barriers between parties; more popular in low-power-distance,
individualistic, low-context cultures
Slide 29
7-29 Verbal Communication Styles Affective and Instrumental
Styles Affective style common in collective, high-context cultures;
characterized by language requiring listener to note what is
said/observe how message is presented; meaning often nonverbal;
requires receiver to use intuitive skills to decipher message
Instrumental style: goal oriented, focuses on sender who clearly
lets other know what s/he wants other to know; more commonly found
in individualistic, low-context cultures
Slide 30
7-30 Verbal Styles Used in 10 Select Countries
Slide 31
7-31 Communication Flows Downward Communication Transmission of
information from manager to subordinate Primary purpose of
manager-initiated communication is to convey orders/information
Managers use this channel for instructions and performance feedback
Channel facilitates flow of information to those who need it for
operational purposes
Slide 32
7-32 Upward Communication From subordinate to superior
Purposes: provide feedback, ask questions, obtain assistance In
recent years a call for more upward communication in U.S. In Japan,
Hong Kong, Singapore upward communication has long been fact of
life Outside Asian countries, upward communication not as
popular
Slide 33
7-33 Communication Epigrams
Slide 34
7-34 Suggestions for Communication 1.Use most common words with
most common meanings 2.Select words with few alternative meanings
3.Strictly follow rules of grammar 4.Speak with clear breaks
between words 5.Avoid using esoteric or culturally biased words
6.Avoid use of slang 7.Dont use words or expressions requiring
listener to form mental images 8.Mimic cultural flavor of
non-native speakers language 9.Paraphrase and repeat basic ideas
continually 10.At end, test how well other understand by asking
him/her to paraphrase
Slide 35
7-35 Communication Barriers Language barriers Cultural barriers
Be careful not to use generalized statements about benefits,
compensation, pay cycles, holidays, policies in worldwide
communication Most of world uses metric system so include converted
weights and measures in all communications Even in English-speaking
countries, words may have different meanings.
Slide 36
7-36 Dangers of using slang
Slide 37
7-37 Communication Barriers (continued) Cultural barriers
(continued) Letterhead and paper sizes differ worldwide Dollars
arent unique to U.S. Also Australian, Bermudian, Canadian, Hong
Kong, Taiwanese, and New Zealand dollars. Clarify which
dollar.
Slide 38
7-38 Perceptual Barriers Perception: a persons view of reality
Advertising Messages: countless advertising blunders when words are
misinterpreted by others How others see us: May be different than
we think
Slide 39
7-39 Common Forms of Nonverbal Communication
Slide 40
7-40 Nonverbal Communication Nonverbal communication Transfer
of meaning through means such as body language and use of physical
space Chromatics Use of color to communicate messages Kinesics
Study of communication through body movement and facial expression
Eye contact Posture Gestures
Slide 41
7-41
Slide 42
7-42 Nonverbal Communication Proxemics Study of way people use
physical space to convey messages Intimate distance used for very
confidential communications Personal distance used for talking with
family/close friends Social distance used to handle most business
transactions Public distance used when calling across room or
giving talk to group
Slide 43
7-43 Personal Space in U.S.
Slide 44
7-44 Territory Primary territory: this refers to an area that
is associated with someone who has exclusive use of it. For
example, a house that others cannot enter without the owners
permission. Secondary territory: unlike the previous type, there is
no right to occupancy, but people may still feel some degree of
ownership of a particular space. For example, someone may sit in
the same seat on train every day and feel aggrieved if someone else
sits there.
Slide 45
7-45 Territory Public territory: this refers to an area that is
available to all, but only for a set period, such as a parking
space or a seat in a library. Although people have only a limited
claim over that space, they often exceed that claim. For example,
it was found that people take longer to leave a parking space when
someone is waiting to take that space. Interaction territory: this
is space created by others when they are interacting. For example,
when a group is talking to each other on a footpath, others will
walk around the group rather than disturb it.
Slide 46
7-46 Haptics Haptics is the study of touching as nonverbal
communication. Touches that can be defined as communication
include: handshakes, holding hands, kissing (cheek, lips, hand),
back slapping, high fives, a pat on the shoulder, and brushing an
arm. Touching of oneself during communication may include licking,
picking, holding, and scratching. These behaviors are referred to
as "adaptor" and may send messages that reveal the intentions or
feelings of a communicator. The meaning conveyed from touch is
highly dependent upon the context of the situation, the
relationship between communicators, and the manner of touch.
Slide 47
7-47 Nonverbal Communication Chronemics: the way time is used
in a culture. two types: Monochronic time schedule: things done in
linear fashion Polychronic time schedule: people do several things
at same time and place higher value on personal involvement than on
getting things done on time
Slide 48
7-48 Monochronic Time A monochronic time system means that
things are done one at a time and time is segmented into precise,
small units. Under this system time is scheduled, arranged and
managed.
Slide 49
7-49 Monochronic Time The United States is considered a
monochronic society. This perception of time is learned and rooted
in the Industrial Revolution, where "factory life required the
labor force to be on hand and in place at an appointed hour"
(Guerrero, DeVito & Hecht, 1999, p. 238).
Slide 50
7-50 Monochronic Time For Americans, time is a precious
resource not to be wasted or taken lightly. "We buy time, save
time, spend time and make time. Our time can be broken down into
years, months, days, hours, minutes, seconds and even milliseconds.
We use time to structure both our daily lives and events that we
are planning for the future. We have schedules that we must follow:
appointments that we must go to at a certain time, classes that
start and end at certain times, work schedules that start and end
at certain times, and even our favorite TV shows, that start and
end at a certain time.
Slide 51
7-51 Monochronic Cultures Germany Canada Switzerland United
States Scandinavia
Slide 52
7-52 Polychronic Time A polychronic time system is a system
where several things can be done at once, and a more fluid approach
is taken to scheduling time. Unlike Americans and most northern and
western European cultures, Latin American and Arabic cultures use
the polychronic system of time.
Slide 53
7-53 Polychronic Time These cultures are much less focused on
the preciseness of accounting for each and every moment. Raymond
Cohen notes polychronic cultures are deeply steeped in tradition
rather than in tasks -- a clear difference from their monochronic
counterparts. Cohen notes that "Traditional societies have all the
time in the world.