Intercultural Communication in The Business Contex 正式版.docx
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Intercultural Communication in The Business Contex 正式版.docx
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InterculturalCommunicationinTheBusinessContex正式版
InterculturalCommunicationinTheBusinessContext
313商英一班孙晓莹NO.11
Abstract
Withtheaccelerationofeconomicglobalization,businesscontactsfromdifferentcountrieshavebecomeincreasinglyfrequent.Intheinternationalbusinessenvironmentsuchfrequentexchanges,communicationandexchangeisnolongerasimplebusinessbutculturalexchangesandculturalcollision,isacross-culturalcommunication.Thispaperdiscussestheimportanceofinterculturalcommunicativecompetenceininternationalbusinessenvironment,itcitedseveralimportantaspectsofcross-culturalbusinessactivities,theleveloflanguagecommunication,aswellastodealwithculturaldifferencesinbusinessactivitiesinseveralstrategies.
KeyWord
InternationalBusinessEnvironmentInterculturalCommunicationCulturalDifferences
1.Introduction
Withtheemergenceandincreasingmultinationalsixtiesoflastcentury,theprocessofeconomicglobalizationisaccelerating,businesscontactsbetweendifferentcountriesfrequently,collisionofdifferentcultureshavebeenfullyreflectedinbusinessactivities,sointhebusinessworldmanybusinessbehaviorisnotjustabusiness,butalsoexchangeanddialogueontheculturallevel,cross-culturalcommunicationbehaviorinthebusinessenvironment,whichappearedinInterculturalBusinesscommunication.Therefore,understandingtheculturaldifferences,forconductsuccessfulbusinessevents,businesscooperationbetweendifferentcountries,businessnegotiationsisimportant.
2.Literature
Sincebusinessprotocolinvolvesformsofceremony,etiquette,andacorrectcodeofconduct,itisimportanttounderstandtheserulesinanybusinesstransaction.However,likemostrulesofbehaviordiscussedinthisbook,business"rules"areculturebound.Youcanseeadifferenceinintercultural"regulations"insomethingassimpleasapopularbumperstickerintheUnitedStates,whichreads"RulesAreforFools"WhilethisstickermayexpressthehighvalueAmericansplaceonindividualism,independence,anddifference,youwillrememberfromChapter4thatthisviewisnotonesharedbyallcultures,Infact,inmostpartsofworld,culturallycorrectprotocolisbothexpectedrespected.[1]
Cross-culturalcommunicationinvolvescommunicationandculturalconcepts.Inacertainsense,"Communicationistheculture"intheprocessofcommunication,cultureisformed.Thecultureistheconceptofanall-encompassing,"Generallyspeaking,culturethatispeoplethink,said,(verbalandnonverbal),whichisthesumofthesenseofculturalcommunicationthatis'peoplefromdifferentculturalbackgrounds(InformationCommunicationandinformationissuedbytherecipient)between'differentethniccreateitsownuniqueculture,shapedbytheirownculture."Intheinternationalbusinessenvironment,businessactivitiesindifferentcountries,differentculturesinevitablypenetrateintothefactorsthatculturaldifferenceswillinevitablyaffectbusinessbehavior,"themostsuccessfulcompaniesnotonlywellversedintheworldeconomyandglobalcompetitiveness,butalsowithinternationalbusinesseffectivecommunicativeability."Thus,asuccessfulenterpriseshouldnotonlyhaveexcellenteconomic,technicalandmanagementlevel,butalsotounderstandtheculturaldifferencesbetweencountriesandbetweendifferentculturesinordertoavoidmisunderstandingsduetoculturaldifferencescausedbytheconflictinbusinessactivities,therebysuccessfulinterculturalbusinesscommunication,toachievethedesiredbusinessgoals.
Thenatureofinternationalbusinesstakesplaceininternationaleconomicexchanges.Economicexchangesaimedattheexchangeofmaterialandservices,andexchangematerialsandservicesthroughinterpersonalachieve,sothenatureofinternationalbusinessactivitiestocross-culturalcommunicationforthepurposeofcommercialactivitiesbetweenpeople,namelyInterculturalBusinessCommunication.InterculturalBusinessCommunicationisacross-culturalcommunication,cross-culturalcommunicationbehaviorisreflectedintheinternationalbusinessenvironment.
3.Analysis
Themainfactorsleadingtocross-culturalcommunicationbarriersareculturaldifferences.Inmanyrespectsthevaluesofdifferentcultures,waysofthinking,behaviorandsotherearelargeorsmalldifferences,specifictothebusinessareas,mainlyreflectedintheoutlookforbusinessmanagementandculturalmanagementpersonnel,personalappearance,businessetiquette,businessappointment,thegiftofgifts,businessnegotiations,conversationaltaboosandpolicy,aswellastheattitudeofthebusinessactivitiesofwomenandotherdifferences.
3.1AttitudeforManagementandAdministrativeStaff
Duetotheparticularmeaninganddefinitionoftheirownculturalbackgrounds,theyhavedifferentvaluesandrulesofconduct.Differentculturalbackgroundsbusinessattitudetobusinessmanagementandadministrativestaffisnotthesame.Therefore,understandingthisdifferencetothebusinessactivitiesandbusinessmanagementtounderstandhiscountrytodealwithitsmanagementstaffisimportant.
Forexample,intheUnitedStatesandGermany,businessmanagementvaluesaredifferent.IntheUS,corporatefancyachievementsandsuccess,advocatinghardwork,pragmatism,optimism,Puritanism,weakofworkingrelationships,equalityofopportunityforworkingandacceptanceofcompetitionandindividualism.TheGermanmanagementconceptsarenotverystrong,whichstemsfromtheirhistoricallyvaluedtheprofessionalskillsandabilities.IntheirviewhighlyskilledGermanworkersdidnotneedmanagerstomotivatethem.
InChina,businessismoredifferentfromthevaluesofthetwoChinesecompaniesrekinship,relationships,respectforeldersandclassrelations.Suchvaluesareboundtohavesignificantmanagementcollectivismfeatures.
3.2PersonalAppearance
Asweknow,theUnitedStatesisaninformalculture.Thisinformalityisreflectedbypolicyof“casualFriday”,whichmanyU.S.organizationsusetopromotearelaxeddresscodeamongemployees.The“dot-com”organizationsinSiliconValleyarenotedfortheirveryinformaldresscode,andyoungentrepreneurscanoftenbeseenconductingbusinessinpoloshirtsandjeans.Onmanycollegeanduniversitycampuses,youcanfindprofessorswhodressliketheirstudents.Otherculturesaremoreformal,andthisattitudeofformalityextendstopeople’spersonalappearance,especiallyinbusinessinteractions.InJapan,forexample,ablacksuitisthestandarduniformofmostJapanesecorporateemployees.Dressthatdifferentiatesanindividualfromthemajorityisnotreadilyaccepted.EventhoughtheyoungergenerationofJapanesehasstartedtowearmorecoloranddifferentstyles,conservativeclothesarestillthenormamongupper-levelmanagersandexecutives.Germanbusinessmenandbusinesswomenalsodressconservatively;darksuitsandwhiteshirtsarestandardattire.
Mexicoisyetanothercountrywhereappropriatedressispartofthebusinesssetting.Infact,successinmuchofMexicoistiedtoappearance.Krasspeakstothisculturalconsiderationwhenshewrites:
Goodclothesandcarefulgroomingareexpectedofanyoneinamanagerialposition.Mostexecutivesdresswithsameold-worldformalitythatcharacterizestheirmanners.Theyknowitsimportantinmaintainingtherespectoftheirsubordinates.Theylikewiseexpecttheirstafftobewelldressedandwellgroomed,certainly,attheseniorlevel.
JustasJapan,inmostAsiancountriesbusinessexecutivesdressfashionablyandexpecttheircounterpartstoembodythissameauraofsuccess.AsSchmidtandhisassociatesnote,”ProfessionalattireisessentialforformalbusinessgatheringsinAsiancountries.”WesternbusinesswomenworkinginIslamicnations,orwithMuslimcounterparts,shoulddressconservativelyandmodestlywithahighneckline,sleevesextendingbelowtheelbow,andhemlinespasttheknees.Pantsandpantsuitsshouldnotbeworn.ItiseasytoimaginetheconsequencesifabusinesspersonfromtheUniteStates,dressedinslacksandabrightlycoloredpoloshirt,arrivedatameetingwithhisorherGermancounterparts,whowerewearingdarksuitsandties.Inthisinstance,thefirstimpressionwouldprobablybelessthanpositive.
3.3Businessetiquette
Whenenterprisesindifferentculturalbackgroundsdealwithbusiness,properlybusinessetiquetteisessential.Youcansaysomenecessarybusinessetiquetteistostartdifferentculturalbackgroundsenterprisestoestablishtraderelations,evenbetweenenterprisesdeterminewhethertoestablishgoodtraderelationsandlaythefoundationforfurtherbusiness.Hereitisdescribedseveralimportantbusinessetiquetteatthebeginningoftheestablishmentoftraderelations.
3.3.
(1)Reservation
Intheinternationalbusinessenvironment,theinitialarrangementswithothercountries,contractingandbusinessappointmentsincludephonecalls,theuseofintermediariesandotherdetails.Differentculturalbackgroundsbusinessattimeofbookingandtheinitialcontractarrangementsvary,suchashowlongbeforetheformalsigningmetwiththemostappropriatebusiness-relatedpersonnel,wemustconsiderothercorporatecultures.Forexample,inMexicoandmanyotherLatinAmericancountries,companiesgenerallyonemonthinadvanceemailorphonetomakeanappointment,andthenhavecontactonceaweekbeforesigning.AndbuildrelationshipswithothercompaniesinChinabefore,duringbusinessinvestmentisveryimportant.WhencompaniestradewithChina,withlocalgovernmentofficialstomakeanappointmententerprises,recognizingtheimportstaff,buyersandagentsandjointventur
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