跨文化商务沟通第一章-人大英文版

Chapter1,TheNatureofInterculturalCommunication,Copyright2014PearsonEducation,Inc.,1-3,Topics,Globalization/glocalization/grobalizationCultureEnculturation/AcculturationEthnocentrismNorms,rules,roles,andnetworksSubculturesandsubgroupsCommunicationbarriersMultinationalmanagementorientations,Copyright2014PearsonEducation,Inc.,1-4,ExampleofMiscommunication,TelexsenttoafactorymanagerofaU.S.subsidyinLima,Peru:“Pleasesendaheadcountofthepeopleinyourfactoryandinyouroffice,brokendownbysex.Informationurgent.”Thelocalmanager,aPeruvian,replied:“Heresyourheadcount:wehave30inthefactory,15intheoffice,5inthehospitalonsickleave,nonebrokendownbysex.Ifyoumustknow,ourproblemhereiswithalcohol.”(Axtell,1994),Copyright2014PearsonEducation,Inc.,5,CommunicationandCulture,Communicationandcultureareinseparable.Cultureisacodewelearnandshare.LearningandsharingrequirecommunicationCommunicationrequirescodingandsymbolsthatarelearnedandshared.(Smith,1966),Copyright2014PearsonEducation,Inc.,6,Definitions,Internationalcommunication-communicationbetweengovernmentsoramongnationsIntraculturalcommunication-communicationbetweenmembersofthesamecultureGlobalbusinesscommunication-communicationbetweenbusinessesfromdifferentcountries,Copyright2014PearsonEducation,Inc.,7,InterculturalbusinesscommunicationinterpersonalcommunicationwithinandbetweenbusinessesthatinvolvepeoplefrommorethanonecultureMeltingpot-socioculturalassimilationofpeopleofdifferingbackgroundsandnationalities;implieslosingethnicdifferencesandformingonelargesociety(macroculture)Diffusion-theprocessbywhichtwocultureslearnandadaptmaterialsandadoptpracticesofeachother,Copyright2014PearsonEducation,Inc.,8,Worldculture-theideathatastraditionalbarriersamongpeopleofdifferingculturesbreakdown,oneculturewillemergeGlobalization-theabilityofafirmtotakeaproductandmarketitintheentirecivilizedworld,U.S.Census2010,64%WhiteAmericans16%HispanicAmericans14%AfricanAmericans5%AsianAmericans.9%Amer.Indiansdressesorsuitsforwomen)WorkaholicsEmbarrassforeignbusinesspeopleOverlyconcernedwithtime,money,andappointments,Copyright2014PearsonEducation,Inc.,15,Makedecisionsonhard,objectivefactsConsidercontractsandthewrittenwordasveryimportantBeawareofthestatusdifferenceswithintheorganization;however,generallynodisplayofsuperiorityorinferiorityismadewhichmakesrank-consciousforeignersuneasyAreverymobileConveysuperiorityintheiractions,Copyright2014PearsonEducation,Inc.,16,StereotypesofSelectedCultures(JapaneseandU.S.Students),JapaneseAmericansEnglishgentlemanly,formal,proper,politepolite,intelligentIrishcold,patient,drinkers,jovial,religioushot-tempered,loudChinesediligent,seriousquiet,small,ingenious,laboringindustrious,smartMexicanscheerful,passionatelazy,poor,loud,spicy-foodeatersdirty,uneducatedRussianscold,dark,closed,cold,respectauthority,secret,selfishhard-workingIsraelisreligious,faithful,religious,quarrelsome,warlike,Jewishwealthy,greedy,Copyright2014PearsonEducation,Inc.,17,Terms,Enculturation-socializationprocessyougothroughtoadapttoyoursocietyFrontstageculture-culturalinformationthatyouarewillingtosharewithoutsidersBackstageculture-culturalinformationconcealedfromoutsidersAcculturation-processofadjustingandadaptingtoanewanddifferentcultureCulturalsynergy-twoculturesmergetoformastrongeroverridingcultureMulticultural-peoplewhocanmovebetweentwoormoreculturesverycomfortablyEthnocentrism-thebeliefthatyourownculturalbackgroundiscorrectMindsets-waysofbeingthatallowustosee,perceive,andreasonthroughourownfilter,Copyright2014PearsonEducation,Inc.,18,DimensionsofAcculturation,Integration-personsbecomeanintegralpartofthenewculturewhilemaintainingtheirculturalintegritySeparation-individualskeeptheircultureandstayindependentofthenewcultureAssimilation-personsareabsorbedintotheirnewcultureandwithdrawfromtheiroldcultureDeculturation-individualslosetheiroriginalcultureanddonotacceptthenewculture,Copyright2014PearsonEducation,Inc.,19,Norms,Rules,Roles,andNetworks,(Situationalfactorsthatinfluenceencodinganddecodingofverbalandnonverbalmessages)Norms-culturallyingrainedprinciplesofcorrectandincorrectbehaviorswhich,ifbroken,carryaformofovertorcovertpenaltyRules-formedtoclarifycloudyareasofnormsRoles-includebehavioralexpectationsofapositionwithinacultureandareaffectedbynormsandrulesNetworks-formedwithpersonaltiesandinvolveanexchangeofassistance,Copyright2014PearsonEducation,Inc.,20,SubculturesandSubgroups,Subcultures(ormicrocultures)-groupspossessingtraitsthatsetthemapartfromotherswithinthemacroculture.U.S.examples:seniorcitizens,Catholics,disabledpersons,AsianAmericansSubgroups-groupswithwhichthemacroculturedoesnotagreeandhasproblemscommunicating.U.S.examples:youthgangs,prostitutes,embezzlers,Copyright2014PearsonEducation,Inc.,21,CulturalIntelligence,Involveslinguisticintelligence,spatialintelligence,intrapersonalintelligence,andinterpersonalintelligenceInvolvestheabilitytointeractsuccessfullywithindividualsfromothercultures,Copyright2014PearsonEducation,Inc.,22,CommunicationBarriers,Physical-time,environmentCultural-social,ethnic,religion,socialPerceptual-viewingfromyourownmindsetMotivational-mentalinertiaoflistenerExperiential-dissimilarexperiencesorlifehappenings,Copyright2014PearsonEducation,Inc.,23,Linguistic-unusualvocabularyEmotional-personalfeelings,likesordislikesNonverbal-howsomethingissaidorhowthepersonbehavesorgesturesCompetition-listenershavingtheabilitytodootherthings,Copyright2014PearsonEducation,Inc.,24,CulturalIceberg,Abovethewaterlinewhatwecansee;behaviorsthatarevisibleBelowthewaterlinewhatwecannotsee;behaviorsthatarenotvisibleorthatdonotmakesensetous,Copyright2014PearsonEducation,Inc.,25,DomesticandGlobalMindsets,DomesticMindsetFunctionalexpertisePrioritizationStructureIndividualresponsibilityNosurprisesTrainedagainstsurprises,GlobalMindsetBigger,broaderpictureBalanceofcontradictionsProcessTeamworkanddiversityViewchangeasopportunityOpennesstosurprises,Copyright2014PearsonEducation,Inc.,26,MultinationalManagementOrientations,EthnocentricManagement-Allworkerstreatedthesame;noallowanceforculturaldifferencesintheworkforcePolycentricManagement-ConsiderstheculturalneedsofcountrywherethefirmislocatedRegiocentricManagement-ConsiderstheregionratherthanthecountryinwhichthefirmislocatedGeocentricManagement-Asynergyofideasfromdifferentcountriesofoperation,Copyright2014PearsonEducation,Inc.,27,TenCommandmentsforGoingInternational(P16),Bewellprepared.Askq