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MC 213/ COMM 221 / Af 213:CULTURAL INFLUENCES ON CONTEXT: THE BUSINESS SETTING

SULAY JALLOH

CULTURAL INFLUENCES ON CONTEXT:

THE BUSINESS SETTING

I. CONTEXT AND COMMUNICATION:

A. All human interaction is influenced to some degree bythe social and physical setting in which it occurs.

B. Communication is governed by rules that areculturally and contextually bound.

C. We must be prepared to function according to thecontextual prescriptions of other cultures, otherwisewe may experience culture shock.

D. There are three basic assumptions aboutcommunication:

1. Communication is rulegoverned.

2. Contexts specify the appropriate rules.

3. Rules are culturally diverse.

E. To be effective in intercultural communication, it isessential to know something about the various rulesthat govern interaction in different cultures.

II. CULTURE AND BUSINESS CONTEXT.

A. The prosperity of nearly all countries is dependentupon business and trade with other nations throughoutthe world.

B. Cultural diversity in a global economy is essential if businesses are to compete successfully in worldmarkets.

III. CULTURAL DIVERSITY IN THE CONDUCT OF INTERNATIONAL BUSINESS.

A. Cultural roles toward management and managers.

1. Managerial roles in the United States include such traits as achievement, hard work, pragmatism, rationality, acceptance of competition, and individuality.

2.In Germany traits such as pride in work and a tendency towards an authoritarian leadership style are the rule.

3.Japanese managers stress the importance of the communication process, interdepartment relations, and a paternatlistic approach.

4.In China managers emphasize kinship relations, interpersonal connections, respect for elders, and hierarchy.

5.The Mexican management style includes centralized decision making among top managers, the importance of status relationships, and the stressing of respect.

B. Specific International Business Practices.

1. Protocol.

a. Appointment seeking: method should coincide with the formality of the culture.

b.Greeting behavior: greeting protocols of the host culture should be observed.

c.Gift giving: differences in the exchanging and/or giving of gifts must be taken into account when doing business with another culture.

i. Often viewed as bribery in the United States.

ii. Gift giving is an accepted practice in Japanese and Middle Eastern cultures.

2. Business negotiation.

a.Varying negotiation strategies: negotiation issubject to cultural diversity.

i.Western Europeans: negotiation is similarto that of the United States.

ii.Middle Easterners: enjoy the process ofstriking a bargain.

iii.Latin Americans: negotiate on aninterpersonal level.

iv.Asians: Negotiations involve saving face,trust, and a slower pace than that of theU.S.

b.An important consideration in the negotiation process is determining what forms of truth or evidence are acceptable.

c.Another variable that confounds crosscultural business negotiations is the issue of trust.

i. Cultures such as Germany, Japan, and the United States are hightrust oriented cultures in their business dealings.

ii. Low trust oriented societies like China, Taiwan, Hong Kong, France, and Italy have had a reluctance to trust nonkin.

3. The impact of women on the business setting is another area that needs to be investigated.

a.In many Latin American countries women do not occupy important managerial positions.

b.Swedish women are generally as prepared for a business career as their male counterparts.

c.Due to the maledominated business environment in Eastern Europe it is not common for women to be part of important negotiations.

d.There are very few women in important positions in most Arab countries.

e.In Taiwan, Thailand, Singapore, and Japan there very few women in important decisionmaking positions.

IV. THE DOMESTIC BUSINESS CONTEXT.

A. The United States is becoming a nation of increased cultural diversity through birth and immigration.

B. The most recent immigrants have come mainly fromAsia, Africa, the Caribbean, Mexico and LatinAmerica.

C. Marketing and advertising has beenadapted to this “new population."

D. Cultural diversity among the workforce has causedmany companies to examine cultural values.

1.Conflicting religious orientations can impact the working environment.

2.Varying perceptions of human rights has created problems in many companies.

3.Problems exist with oral and written communication.

4.The rapid increase of women in the work force brings a new concern about the proper treatment of women in the work place.