Cultural Differences, Read the uploaded file, Answer 8 questions below.

vzonjnat
timer Asked: Mar 26th, 2016

Question Description

Read the Bonus Chapter Chapter C on Cross-Cultural Communication in the UPLOAD FILE, answer the following 8 questions below.

Scenario Description:

Overview: James Pratt has just been tasked with handling international clients. He needs to close a deal with Norio Tokunaka from PopWear that has already been thoroughly worked out with Michael’s predecessor, Roger Small. Michael is unaware of the need to establish a relationship with Norio before he discusses business. Norio becomes disenchanted and refuses to sign the deal. 

Profile:

James Pratt is the Director of Foreign Sales at Mustang Jeans, a U.S. company. After working at Mustang as a real estate attorney for six years, acquiring property for retail and manufacturing, Michael moved into sales at an executive level.

James is very much a no-nonsense straight-ahead kind of guy. He is friendly, but not big on small talk. He fits the stereotypical American businessman in many ways: informal, a little loud, all about money, very direct and forthright. Michael’s career has centered in national sales—this is his first foray into international business. Mustang Jeans is reorganizing to increase efficiency. All managers are now assuming larger territories.

Norio Tukunaka has worked at PopWear, a large Japanese retail clothing chain for his entire career. He has also been working with American companies for many years, importing a variety of products. Most of these American companies are alliances that were formed by Norio’s superiors, many years before. All of Norio’s accounts are pre-existing accounts as opposed to newly created accounts. This year, PopWear is expanding its contemporary clothing line, which includes adding new suppliers and new brands. 

In his current position as Vice President of Merchandising, Norio is responsible for expanding the contemporary clothing line, which includes adding new suppliers and brands for PopWear’s 36 stores throughout Japan.

Norio has been working on a deal with Michael’s associate Roger Small for a very long time. Michael has just taken over this region. Roger’s report indicates that the Norio account is a done deal, with only logistics and details remaining. Michael and Norio are having their first meeting. 

Scene Set-up: Norio arrives at Michael’s office after arriving from Japan.

Scene Location: Michael’s office at Mustang Jeans corporate headquarters in the U.S.

The Meeting - Summary: Michael spends less than a minute building rapport with Norio. He then begins to talk about signing the deal that had been previously worked out with Michael’s associate Roger. Norio wants to continue to talk about good Japanese food and seems insulted that Michael doesn’t like eel. Michael continues to press for the deal but Norio is very evasive. 

Michael then gets interrupted by his assistant notifying him of his next appointment. He apologizes to Norio about the short amount of time that he has to spend with him. 

3 Days Later – Norio comes back and Michael apologizes for the prior meeting. When asked to sign the deal again, Norio suggests that he’s been talking to other companies in the past few days in New York. He doesn’t commit to the deal and says he’d enjoy hosting Michael in Japan and hopes they can maintain their relationship. He leaves before signing the deal to catch a plane.

Afterthoughts – Summary: Michael notes his frustration with the interaction. He acknowledges that he should have waited for Norio to start talking about the deal first. He understands that Japanese businesspeople place a high priority on relationships but also points out that he didn’t have a long time to devote to small talk when it was unclear whether Norio was going to sign the deal or not.
 


1. How did the differences between Japan’s and the United States’ national cultural values affect communication between Norio and Michael? Use the reference material from “National Cultural Values” and “Hofstede’s Model: Definitions” to support your answers.

2. What information should Michael have possessed before meeting with Norio?

3. Why is Norio acting somewhat evasive with his responses? What is Norio hinting [when he mentions that Roger likes sushi]?

4. What could Michael have done better in the second meeting to continue the business relationship?

5. How can business communicators effectively learn more about different cultures? Should business communicators memorize isolated facts (e.g., a culture’s typical greeting or attitude toward punctuality) or try to create a more holistic picture? 

6. Besides broad cultural values and differences, what other main factors often vary between cultures and may have influenced the interaction between Michael and Norio? 

7. Despite their many differences, do Michael and Norio share some common goals? If so, what are these goals and how might Michael have used some persuasive communication techniques to emphasize these shared goals?

8. What can business communicators do to enhance their cross-cultural communication skills?

[100 points]


Unformatted Attachment Preview

bonus chapter C Cross-Cultural Communication THE GROWING IMPORTANCE OF CROSS-CULTURAL COMMUNICATION As Chapter 1 points out, increasing globalization is one of the major trends in business. The spread of the Internet, social media, and mobile devices has only fueled this trend. And it isn’t just for big businesses. According to Laurel Delaney, founder of GlobeTrade.com, “It’s the small business owners of the world who are busting borders, discovering unlimited potential for growth and profit, and changing the shape of the world economy.”1 Both large and small businesses want you to be able to communicate clearly with those from other cultures, for several reasons. A primary reason is that many businesses sell their products and services both domestically and internationally. Being able to workplace scenario Preparing for Cross-Cultural Communication To introduce yourself to this bonus chapter, forward. Then you ask Prasan if you can ex- unrealistic deadline?” Andreas explains that assume that you’re a recently hired trainer for pect the documents by the next day. Prasan wanted to save face by giving a pleas- a U.S. company that has a new branch office Hesitating, Prasan replies, “Yes, I can ing answer. Such an answer would keep you in Sweden. You’ve been sent to the office to send everything to you by the end of the day from appearing to be demanding and would facilitate the training of new employees. tomorrow.” His boss suddenly intervenes: keep him from appearing to be slow. “He val- After a fruitful brainstorming session with “No, that’s not going to happen. You know you ues face-saving more than accuracy,” the the leadership team, you ask the Swedish have a lot of work right now and won’t be able Swede says—implying that he himself does head manager, Andreas, to appoint a contact to meet that deadline.” Turning to you, the not. You wonder if such clashes of cultural person in the group to help you launch the Swedish manager continues, “You can expect preference could be handled more gracefully training project. Andreas turns to the HR man- the material you need in two weeks.” Prasan than the one you just witnessed. This bonus ager, Prasan, who is from India, and says that looks somewhat embarrassed but nods in chapter will introduce you to cross-cultural he will be your key contact from here on out. agreement. communication issues that may arise in busi- You describe the process you want to follow Back in Andreas’s office, you ask, “What and the documents you’ll need in order to go just happened? Why did Prasan agree to an ness situations and help prepare you to meet them successfully. Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 1 C-1 1/7/14 8:17 PM communicate cross-culturally will help you understand different customers’ needs and persuasively explain how your company can meet these needs. Another reason is that you will be a more effective employee within your company. According to the U.S. Bureau of Labor Statistics, the number of non-native civilians in the U.S. workforce has reached almost 25 million, and this number is on the rise.2 If you can work harmoniously with those from other cultures, you will help create a more comfortable and productive workplace. Furthermore, if cultural barriers are minimized, your company will be able to hire a wider variety of good people. Also, you will minimize problems stemming from misinterpretations. A final reason is that interaction with those from other cultures will enrich your business and personal life. In preparing to communicate with people from other cultures, you might well begin by heeding the advice in your book. Adapting your words, sentences, and overall message to your audience is always important, and never more so than in cross-cultural situations. Clarity, courtesy, and correctness are appreciated everywhere. But how to achieve these goals can vary by culture. In one culture, for example, it might be appropriate to imply the main point, while in another you should state the point directly. Thus, learning about the ways cultures differ is an important foundation for successful business communication. In addition, you must look at the special problems that our language presents to those who use it as a second language. It is around these two topic areas that this review of cross-cultural communication is organized. Of course, even within one culture there can be many subcultures. With only a moment’s reflection on regional, ethnic, and even gender differences within any culture, you will realize that this is true. Plus, the person with whom you are communicating may be completely unrepresentative of his or her culture of origin. National borders are more permeable and workplaces more diverse than they have ever been. Still, an understanding of your communication partner’s cultural roots will greatly enhance your interpretive and interaction skills. Three Major Factors That Affect Culture Following the advice of Canning, a UK-based communication consulting firm, we recommend starting your cross-cultural education with the big picture.6 Instead of trying to memorize such isolated facts as a culture’s typical greeting or attitude toward punctuality, try to gain a holistic understanding, starting with these basic questions: • What is the topography of the country you are studying? In our Internet-influenced age, it may be difficult to believe, but topography still has a profound influence on what types of people live in a certain place. For instance, many natural borders around a country make for a more insular culture than changing, indistinct borders, and life under a broiling sun creates different habits and values than life in a darker, colder environment. • What is the country’s history? Have there been certain DIMENSIONS OF CULTURAL DIFFERENCE Dutch sociologist Geert Hofstede, probably the most respected expert on cross-cultural differences, defines culture as “the collective programming of the mind which distinguishes the members of one category of people from another,” and national culture as “that component of our mental programming which we share with more of our compatriots as opposed to most other world citizens.”3 In other words, cultures are “shared ways in which groups of people understand and interpret the world.”4 Our dominant culture affects almost everything about us— from the way we think and communicate to the way we hold our bodies or establish our personal space. Certainly the spread of capitalism, advances in technology and science, and the explosive growth of electronic media have eroded national differences. The title of a popular book on international business claims that “the world is flat,”5 and many would agree that we have more in common globally than ever before. But cultural differences are still strong in many places and situations. C-2 events or systems of government that have affected the national memory? And what is the country’s history with your country? • What role does religion play in the culture? Think for a moment about how religious values have shaped the Middle East, different Asian countries, or the United States. Even when many of a country’s people have stopped observing traditional religious practices, the influence of religion can linger, surfacing in certain behaviors and attitudes. These broad cultural factors can have a major effect on businesspeople’s communication practices and preferences. If you know your audience is Islamic, for example, you will be prepared to interpret their behavior when they do not take notes at an important business meeting (they tend to favor oral communication and the use of memory rather than writing) or when they resist detailed planning of a project (since, in Islam, the success of human projects always depends on God’s will). Keep in mind, though, that businesspeople the world over share many goals and problems. All are interested in keeping their businesses financially viable, hiring and retaining good employees, developing marketable products, finding reliable suppliers, and so forth. Your efforts to understand your cross-cultural audience—like those to understand communication partners Bonus Chapter C ren03229_BonChpC_C1-C15.indd 2 1/7/14 8:17 PM Web Tools for Cross-Cultural Communication The Internet is a rich source of cross-cultural information for business communicators. Not only can you find information about places where you might be doing business, but you can also use some Web-based tools to help you with your communication. One of these, shown right, is a currency converter, allowing you to convert from one currency to another. In this example, you can see how the U.S. dollar compares to the Hong Kong dollar. Such converters are free, and they are set up to use regularly updated exchange rates. The Web also offers free translation tools. Google has a built-in translation feature that lets you easily translate webpages. In the screens shown below, a French Web site about writing cover letters has been trans- Source: Reproduced with permission of Yahoo. © 2013 Yahoo. YAHOO! and YAHOO! logo are registered trademarks of Yahoo. lated into English. Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 3 C-3 1/7/14 8:17 PM from your own culture—can lead to many mutually beneficial relationships. The next two sections will assist you in these efforts by discussing important dimensions of cultural difference, starting with physical differences and then moving to mental and social ones. Sensitivity to these dimensions will help you avoid ethnocentrism—the tendency to see only your own cultural programming as “normal”—and make you a better crosscultural communicator. Body Positions and Movements One might think that the positions and movements of the body would be much the same for all people. However, physical behaviors differ by culture, and the differences can affect communication. For example, in the United States most people sit when they wish to remain in one place for some time, but many of the world’s people squat when relaxing or even when doing business. Because we do not squat, we tend to view squatting as primitive. This view could adversely affect our communication with people from such countries as Indonesia and Zimbabwe, to whom squatting is a very normal body position. To take another example, people from the United States who visit certain Asian countries may view the fast, short steps taken by the inhabitants as peculiar and their own longer strides as normal. And when people from those countries encounter U.S. natives who do not bow when meeting and leaving each other, they are likely to interpret the omission as rude. Similarly, people from the United States see standing up as the appropriate thing to do on certain occasions (as when someone enters the room), whereas people from some other cultures do not. As you know, movements of certain body parts (especially the hands) are a vital form of human communication. Some of these movements have no definite meaning even within a culture. But some have clear meanings, and these meanings may differ by culture. In the United States an up-and-down movement of the head means “yes” and a side-to-side movement of the head means “no.” These movements may mean nothing at all or something quite different to people from cultures in which thrusting the head forward, raising the eyebrows, jerking the head to one side, or lifting the chin are used to convey similar meanings. Hand gestures can have many different meanings. The twofingered sign that means “victory” or “peace” in the United States is considered vulgar in Australia, and the “OK” sign is insulting in such diverse countries as Russia, Germany, and Brazil.7 Even the use of fingers to indicate numbers can vary by culture. In the United States, most people indicate “1” by holding up the forefinger, whereas in parts of Europe, “1” is the thumb, “2” is the forefinger, and so forth. To point to themselves, the Japanese point to their faces, while the Chinese point to their noses and Americans point to their chests.8 And holding up both hands with the palms facing outwards can mean either “ten,” “I surrender,” “I’m telling the truth,” or “up yours—twice!” depending on where you are.9 Even meanings of eye movements vary by culture. In North America, we are taught not to look over the heads of our audience but to maintain eye contact when giving formal speeches. In informal talking, we are encouraged to make eye contact but not to stare. In Indonesia, looking directly at people, especially those who are older or in higher positions, is considered disrespectful. On the other hand, our practices of eye contact are less rigorous than those of the British and Germans. Unless one understands these cultural differences, how one uses eye movement can be interpreted as being impolite on the one hand or being shy on the other. Remember that, despite cultural differences, businesspeople around the world share many of the same goals. C-4 Touching and particularly handshaking differences are important to understand in cross-cultural communication. Some cultures, like the Chinese, do not like much touching. They will give a handshake that Westerners might perceive as weak. Other cultures that like touching will give Bonus Chapter C ren03229_BonChpC_C1-C15.indd 4 1/7/14 8:17 PM communication matters Carefully Present and Receive a Business Card in Japan In Japan, it is considered bad manners to on the presenter, receive it in both hands, es- in a distinctive case. Those who do business go to a business meeting without a business pecially when the other party is senior in age in both countries often have their business card, or meishi. There are a number of ways or status or a potential customer. Be careful cards translated on the back, as the examples to present the card, but receiving it is an art, not to fiddle with the card or put it in your here show. too. If you want to make a good impression rear pocket—that is considered crude. Put it greetings ranging from full embraces and kisses to nose rubbing. Here are some additional examples: Culture Handshakes Americans Firm, three to five pumps Germans Brusque, firm, single pump, repeated upon arrival and departure French Light, quick, not offered to superiors, repeated upon arrival and departure, may include a double kiss British Soft, three to five pumps Hispanics Moderate grasp, repeated frequently Latin Americans Firm, long-lasting Middle Easterners Gentle, repeated frequently Asians Gentle; for some, shaking hands is unfamiliar and uncomfortable (an exception to this is the Korean, who generally has a firm handshake) Arabs Gentle, long-lasting, sometimes with kisses on both cheeks How people greet each other is a major indicator of their social norms. Instead of critically judging others because of their different greeting styles, seize the opportunity to gain insight into their cultures. In our culture, smiles are viewed positively in most situations. But in some other cultures (notably African cultures), a smile is regarded as a sign of weakness in certain situations (such as bargaining). Receiving a gift or touching with the left hand is a serious breach of etiquette among Muslims, who view the left hand as unclean, but many cultures attach no such meaning to the left hand. And so it is with other body movements— arching the eyebrows, positioning the fingers, raising the arms, and many more. All cultures use body movements in communicating, but in different ways. Views and Practices Concerning Factors of Human Relationships Probably causing even more miscommunication than differences in body positions and movements are the attitudes of different cultures toward various factors of human relationships. Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 5 C-5 1/7/14 8:17 PM communication matters High-Context versus Low-Context Cultures: Edward T. Hall An extremely influential model of cross-cultural differences comes from U.S. anthropologist Edward T. Hall. With Beyond Culture (1976), as well as two earlier books (The Silent Language [1959], about perceptions of space and time, and The Hidden Dimension [1966], focusing on the use of space), Hall essentially launched the field of cross-cultural communication. His most lasting contribution to this field has been his dividing of the cultures of the world into low- and high-context communicators. Low-context communicators, in Hall’s model, tend to express themselves in concrete, direct, and explicit ways. The gist of the message and everything one needs in order to interpret it are all there in the message. American, German, Scandinavian, Swiss, and Finnish people tend to fall into this category. They use and value a straightforward communication style. High-context communicators use a more multimodal style. Rather than putting everything they mean into words, they use eye movements, body language, tone of voice, and other nonver- For illustrative purposes, we will review six of these factors: time, space, frankness, social hierarchy, workplace values, and expression of emotions. time In the United States, people tend to be monochronic. They regard time as something that must be planned in order to be used as efficiently as possible. They strive to meet deadlines, to be punctual, to conduct business quickly, and to work on a schedule. In some other cultures (especially those of the Middle East and some parts of Asia), people are polychronic, viewing time in a more relaxed way. They see extensive planning as unwise and unnecessary. Being late to a meeting or a social function is of little consequence to them. In fact, some of them hold the view that important people should be late to show that they are busy. In business negotiations, the people in these cultures move at a deliberately slow pace, engaging in casual talk before getting to the main issue. It is easy to see how such different views of time can cause people from different cultures to have serious communication problems. space People from different cultures often vary in their attitudes toward space. North Americans tend to prefer about two feet of distance between themselves and those with whom they speak. But in some cultures (some Arabian and South American cultures), people stand closer to each other, and not following bal elements to give interpretational cues. Though they communicate implicitly, they expect you to be able to interpret their points by drawing on your knowledge of their cultural context. French, Japanese, Indian, Irish, British, and Arabic people tend to be high-context communicators—though of course their contexts can differ dramatically. Lately Hall’s model has come under fire for being unsupported by formal research. In an extensive review of the topic, Peter Cardon has shown that Hall’s generalizations arose from unsystematic observation and have often been contradicted. On the other hand, Cardon’s study also shows that Hall’s theory about low and high contexts is the most cited theory in crosscultural communication. The fact that so many researchers, teachers, and consultants have found it useful suggests that, despite its flaws, the model has a certain tried-and-true appeal. So put it into your cross-cultural communication tool box—and apply it with caution. Source: Peter W. Cardon, “A Critique of Hall’s Contexting Model: A Meta-Analysis of Literature on Intercultural Business and Technical Communication,” Journal of Business and Technical Communication 22.4 (2008): 399–428, print. C-6 Greetings vary among cultures, as do many other behaviors. Consult authoritative resources, including people with international experience, to learn the preferred ways of interacting in different cultures—and take a cue from your communication partner as well. Bonus Chapter C ren03229_BonChpC_C1-C15.indd 6 1/7/14 8:17 PM communication matters Six Dimensions of Culture: Geert Hofstede Between 1967 and 1973, Dutch sociologist • Masculinity vs. femininity. At the feminine society suppresses gratification of needs Geert Hofstede collected 116,000 question- end of the spectrum is a “modest, caring” and regulates it by means of strict social naires about business practices and attitudes attitude, while at the masculine end is norms. from IBM employees in over 50 countries. assertiveness and competitiveness. It is tempting to see whole cultures as The result was the hugely influential Culture’s • Uncertainty avoidance. This label refers to falling at one end or the other on these di- Consequences (1980), one of the most cited the extent to which “a culture programs mensions. But as with other models, one works on cross-cultural communication. its members to feel either uncomfortable must use this one only as a rough, preliminary The book identified four dimensions of cul- or comfortable in unstructured situations.” guide. As one business executive puts it, “In ture, to which a fifth was added in 1991. These Uncertainty-avoiding cultures try to prevent my own practice, I look upon Hofstede’s became mainstays in the field of international such situations with strict rules and core data as would an airplane passenger look- business. In 2010, Hofstede added another values. Uncertainty-accepting cultures tend ing down upon mountain ranges. . . . These dimension. Here’s a brief description of each to be more relaxed, more tolerant of differ- represent country cultures. Smaller ranges (with the last in the list being the newest): ences, and less rule-bound. represent subcultures within countries. But • Power distance. To what extent do the less powerful members of a culture or organization expect that power will be distributed unevenly? If this is a normal expectation, it means that the company or culture exhibits “high power distance” and values hierarchy and obedience. If not, the company or culture has “low power distance.” • Individualism vs. collectivism. An individualistic culture is one in which people are expected to look after themselves and their families, while a collectivist culture promotes strong identification with social groups. • Long-term vs. short-term orientation. This to understand individuals, you have to land dimension was found in a study conducted at the nearest airport and meet them at by Chinese researchers. People with a long- the ground level, taking into account their term orientation are oriented toward the unique qualities.” future. They value persistence and thrift. Those with a short-term orientation value the past and present—respecting traditions, fulfilling social obligations, and saving face in social situations. • Indulgence vs. restraint. An indulgent society allows relatively free gratification of basic human drives related to enjoying life and having fun. A restrained this practice is considered impolite. To take another example, North Americans view personal space as a right and tend to respect this right of others; thus, they stand in line and wait their turn. People from some other cultures view space as belonging to all. Thus, they jostle for space when boarding trains, standing at ticket counters, or shopping. In encounters between people whose cultures have such different attitudes toward space, actions are likely to be misinterpreted. frankness North Americans tend to be relatively frank in their relationships with others, quickly getting to the point and perhaps being blunt in the process. Germans and Israelis are even more frank than Americans. Asians tend to be far more reticent or implicit and sometimes go to great lengths to save Sources: Geert Hofstede and Jean-Claude Usunier, “Hoftstede’s Dimensions of Culture and Their Influence on International Business Negotiations,” 1989, International Business Negotiations, ed. Pervez N. Ghauri and JeanClaude Usunier, 2nd ed. (Amsterdam: Pergamon, 2003), 137–153, print; Geert Hofstede, Gert Jan Hofstede, Michael Minkov, Cultures and Organizations: Software of the Mind, 3rd ed. (New York: McGraw-Hill, 2010), print; John W. Bing, “Hofstede’s Consequences: The Impact of His Work on Consulting and Business Practices,” Academy of Management Executive 2004 (18.1): 80–87, print. face or not to offend. The U.S. has a low-context culture, a culture in which different traditions have come together and where individualism is highly valued. In this type of culture, the communicators explicitly share all relevant background information when communicating. Asian countries, on the other hand, tend to have a high-context culture, one with coherent, stable traditions and a strong group orientation.10 In such a context, the communicators limit background information and rely on shared assumptions to provide the unspoken content. (See the Communication Matters box on page C-6 for more about high- and low-context cultures.) Thus, Asians may appear evasive, roundabout, and indecisive to North Americans; and North Americans may appear harsh, impolite, and aggressive to Asians. Phone customs may be an exception, especially Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 7 C-7 1/7/14 8:17 PM communication matters Linear-actives, Multi-actives, and Reactives: Richard D. Lewis British linguist Richard D. Lewis, founder of a highly successful cross-cultural communication consulting firm, has developed a three-part model for categorizing the world’s many cultures. He believes they can be generally described as linear-active, multiactive, or reactive. Linear-actives are those who tend to follow a linear path toward a desired goal. They “plan, schedule, organize, pursue action chains, do one thing at a time.” Lewis cites the Germans and Swiss as exemplars of this group. Multi-actives are those who have several things going at the same time—and not all of them overtly business related. According to Lewis, they are “lively, loquacious people who do many things at once, planning their priorities not according to a time schedule but according to the relative thrill or importance that each appointment brings with it.” He puts Italians, Latin Americans, and Arabs in this group. Then there are the reactives—those who listen and ponder carefully and move with caution. In Lewis’s words, they “prioritize courtesy and respect, listening quietly and calmly to their interlocutors and reacting carefully to the other side’s proposals.” The Chinese, Japanese, and Finns would be in this group. Lewis’s Web site, www.cross-culture.com, provides a helpful visual showning where each culture falls in this model. But as with all categorizing schemes, use this one only as a general guide, paying careful attention to the actual situation you’re in. Source: Richard D. Lewis, When Cultures Collide: Leading Across Cultures, 3rd ed. (Boston: Nicholas Brealey International, 2006), print. among the Chinese, who tend to end telephone calls abruptly after their purpose has been accomplished. North Americans, on the other hand, tend to move on to friendly talk and clearly prepare the listener for the end of the call. social hierarchy In many cultures, strict social classes exist, and class status determines how intimately people are addressed and treated in communication. For this reason, a person from such a culture might quiz a person from another culture to determine that person’s class status. Questions concerning occupation, income, title, and origin might be asked. People from cultures that stress human equality are apt to C-8 take offense at such questioning about class status. This difference in attitude toward class status is also illustrated by differences in the familiarity of address. Some Americans are quick to use first names. This practice is offensive to people from some other cultures, notably the English and the Germans, who expect such intimate address only from long-standing acquaintances. Similarly, how people view superior–subordinate relations can vary by culture. Hofstede calls this dimension power distance (see the Communication Matters box on page C-7). The dominant arrangement in Latin America, for example, is a strong boss with weak subordinates doing as the boss directs. In other words, these cultures tend to exhibit “high power distance.” In contrast, Israel, New Zealand, and Denmark have “low power distance,” which means that authority is widely shared and decisions are often made by consensus. The U.S. falls somewhere in between.11 These widely differing practices have led to major communication problems in joint business ventures involving people from these cultures. Communicators from different cultures can bring their views of human relations to online communication, too. In one study, social networking preferences were found to line up with cultural differences. The U.S. users who were studied formed connections that were much broader and looser than those of their Chinese and South Korean counterparts, who cultivated online relationships more carefully and maintained them longer.12 Another researcher found that Asians, fearful of overstepping their authority and reluctant to speak to strangers, can be hesitant to offer comments during online conversations.13 workplace values Also differing by culture are our values regarding work. Americans, for example, have been steeped in the Protestant work ethic. It is the belief that if one puts hard work ahead of pleasure, success will follow. The product of this thinking is an emphasis on planning, working efficiently, and maximizing production. Of course, not all of us subscribe to this ethic, but it is a strong force in our culture. The prevailing view in some other cultures is quite different. In Spain, for example, business is more relaxed because of the emphasis placed on interpersonal relationships and the view that planning can be futile.14 Views about the relationships of employers and employees also may differ by culture. North American workers expect to move freely from job to job, and they expect employers to hire and fire as their needs change. Expectations are quite different in some other cultures. In Japan, for example, employment tends to be for a lifetime. The company is viewed much like a family, with loyalty expected from employees and employer. Such differences have caused misunderstandings in American– Japanese joint ventures. expression of emotions From culture to culture, norms for personal expression differ. To illustrate, some Asian Bonus Chapter C ren03229_BonChpC_C1-C15.indd 8 1/7/14 8:17 PM cultures strongly frown upon public displays of affection—in fact, they consider them crude and offensive. Westerners, on the other hand, accept at least a moderate display of affection. To Westerners, laughter is a spontaneous display of pleasure, but in some cultures (Japanese, for one), laughter also can be a controlled behavior—to be used in certain social situations. Even such emotional displays as sorrow are influenced by culture. In some Middle Eastern cultures, sorrow is expressed with loud wailing. In similar situations, Westerners typically respond with more controlled emotions, which could be seen as cold and uncaring by Middle Easterners. Many more such differences exist. It is common in some cultures to combine business and social pleasure; in others, the two are kept separate. Businesspeople in some cultures expect to engage in aggressive bargaining in business transactions; others prefer straightforward dealings. Some talk loudly and with emotion; others communicate orally in a subdued manner. Some communicate with emphasis on economy of expression; others communicate with an abundance of verbiage. There are countless differences between cultures. You do not need to learn them all. But you do need to recognize their existence, respect them, and study them when necessary. Only then can you adapt your communication style accordingly. PROBLEMS OF LANGUAGE The people on earth use more than 3,000 languages. Because few of us can learn more than one or two other languages well, problems of miscommunication are bound to occur in international communication. Lack of Language Equivalency Unfortunately, wide differences among languages make precisely equivalent translations difficult. One reason for such differences is that languages are based on the concepts, experiences, and views of the particular cultures that developed them. Thus, even a word that seems the same in two languages may have different meanings. For example, we think of a florist as someone who sells flowers and related items in a store. In some cultures, however, flowers are sold by street vendors, mainly women and children. Obviously, our florist does not have a precise equivalent in the language of such cultures. Sometimes a word in one language has no corresponding word in another. For example, supermarket has no equivalent in some languages. The French have no word to distinguish between house and home, mind and brain, and man and gentleman. The Spanish have no word to distinguish between a chairman and a president, while Italians have no word for wishful thinking. And Russians have no words for efficiency, challenge, and having fun. However, Italians have nearly 500 words for types of pasta. And so it is with words for many other objects, actions, and concepts. Another explanation for the lack of language equivalency is that there are grammatical and syntactic differences among languages. Some languages (Urdu, for example) have no gerunds, and some have no adverbs and/or adjectives. Not all languages deal with verb mood, voice, and tense in the same way. The obvious result is that even the best translators often cannot find literal equivalents between languages. Adding to these equivalency problems is the problem of multiple word meanings. Like English, other languages have more than one meaning for many words. Think, for example, of our numerous meanings for the simple word run (to move fast, to compete for office, a score in baseball, a break in a stocking, a fading of colors, and many more). The Oxford English Dictionary uses over 15,000 words to define what. Unless one knows a language well, it is difficult to know which of the meanings is intended. Within a culture, certain manners of expression may be used in a way that their dictionary translations and grammatical structures do not explain. Those within the culture understand these expressions; those outside may not. For example, we might say, “Business couldn’t be better,” meaning business is very good. Someone from another culture might understand the sentence to mean “Business is bad” (impossible to improve). Or we might say, “We could never be too nice to our customers,” meaning that try as we may, we couldn’t be overly nice. To someone from another culture, the sentence might mean “We cannot be nice to our customers.”15 Similarly, words can be used in different ways in different cultures. For example, as one business communication scholar explains, “The Chinese yes, like the Japanese yes, can often be understood by Americans and British as their English yes. But the Chinese yes often means ‘I am listening.’ Or it may be understood in English as the opposite. For example, when an American says to a Chinese counterpart, ‘I see you don’t agree with this clause,’ the Chinese will usually reply, ‘Yes’ meaning a polite agreement with the negative question: ‘Yes, you are right. I do not agree with the clause.’ ”16 Overcoming such language problems is difficult. The best way would be to learn your partner’s language well, but when this is impractical, you can be aware that translation problems exist and ask questions to determine what the other person means or understands you to mean. For very important messages, you might consider using a procedure called back translating. This procedure involves using two translators, one with first-language skills in one of the languages involved and one with first-language skills in the other language. The first translator translates the message into his or her language, and the second translator then translates the message back into the original. If the translations are good, the second translation matches the original. Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 9 C-9 1/7/14 8:17 PM communication matters Blundering with Words Companies can make blunders in international business through their products, practices, and words. Here are some of those where words were the culprit. that Greek did in the ancient world of the West and Chinese did in the East.”17 We must keep in mind, though, that English is not the primary language of many of those who use it. Since many of these users have had to learn English as a second language, they are likely to use it less fluently than native speakers and to experience problems in understanding it. Some of their more troublesome problems are reviewed in the following pages. • When Coca-Cola first attempted to market its drink in China, the characters representing it sounded like Coca-Cola but translated to a wax-flattened mare. Now the characters that represent it translate to happiness in the mouth. • Olympia tried to introduce a copier in Chile under the name Roto, which is the Spanish word for broken. • American Motor Company’s Matador translated into killer in Puerto Rico, clearly not a good name in a place with high traffic fatality rates. • Toyota’s MR2 did well in most countries, but in France it was often pronounced merde, meaning human waste. • Ford encountered problems when it introduced a low-cost truck it named Fiera into Latin American countries. The name translates to ugly old woman. • Bacardi developed and launched a fruity drink, calling it Pavian. In German it means baboon. • When Nike attempted to place a graphic of flames on its shoes, it two-word verbs One of the most difficult problems for nonnative speakers of English is the use of two-word verbs. By two-word verbs we mean a wording consisting of (1) a verb and (2) a second element that, combined with the verb, produces a meaning that the verb alone does not have. For example, take the verb break and the word up. When combined, they have a meaning quite different from the meanings the words have alone. And look how the meaning changes when the same verb is combined with other words: break away, break out, break in, break down. Exhibit C-1 lists some of the more common words that combine with verbs. Of course, nonnatives studying English learn some of these word combinations, but many of them are not covered in language textbooks or listed in dictionaries. For this reason, you should use these word combinations sparingly when communicating with nonnative speakers of English. Following are some two-word verbs and suggested substitutes: Two-Word Verbs Suggested Substitutes give up surrender discovered that the illustration resembled the Arabic script meaning speed up, hurry up accelerate Allah, the word for God. The Council on American–Islamic Relations go on, keep on continue demanded an apology and withdrawal of the shoes from the market. put off defer, delay take off depart, remove come down descend go in, come in, get in enter go out, come out, get out exit, leave blow up explode think up imagine Difficulties with English figure out solve English is the primary language of international business. This is not to say that other languages are not used. When business executives from different countries have a common language, whatever it may be, they are likely to use it. For example, an executive from Iraq and an executive from Saudi Arabia would communicate with each other in Arabic, while an executive from Venezuela would use Spanish in dealing with an executive from Mexico. However, when executives have no common language, they are likely to use English. The members of the European Free Trade Association conduct all their business in English. In the words of one international authority, “English has emerged as the lingua franca of world commerce in much the same way take out, take away remove go back, get back, be back return Selected from David A. Ricks, Blunders in International Business, 4th ed. (Malden, MA: Blackwell Publishing, 2006), print. C-10 Additional problems result from the fact that some two-word verbs have noun and adjective forms. These also tend to confuse nonnatives using English. Examples of such nouns are breakthrough, cover-up, drive-in, and show-off. Examples of such adjectives are going-away (a going-away gift), cover-up (cover-up tactics), cleanup (cleanup work), and turning-off (turning-off place). Fortunately, some nouns and adjectives of this kind are commonly used and appear in standard dictionaries (words such as hookup, feedback, breakthrough, lookout, and takeover). In writing to nonnative readers, you Bonus Chapter C ren03229_BonChpC_C1-C15.indd 10 1/7/14 8:17 PM EXHIBIT C-1 Verb Plus Away give away keep away lay away pass away throw away Verb Plus Back cut back feed back keep back play back read back take back turn back win back Verb Plus Down calm down die down hand down keep down let down lie down mark down pin down play down put down run down shut down sit down wear down Some Two-Word Verbs That Confuse Nonnative Speakers Verb Plus In cash in cave in close in dig in give in run in take in throw in Verb Plus Off break off brush off buy off check off clear off cool off cut off finish off let off mark off pay off run off send off slow off shut off sound off start off take off write off Verb Plus Out blow out clean out crowd out cut out die out dry out even out figure out fill out find out give out hold out lose out pull out rule out tire out wear out work out Verb Plus Over check over do over hold over pass over put over roll over run over stop over take over talk over think over win over Verb Plus Up blow up build up call up catch up cover up dig up end up fill up get up hang up hold up keep up look up mix up pick up save up shake up shut up slow up wrap up Verb Plus Miscellaneous Words bring about catch on get across pass on put across put forth set forth In the United States we tend to use colloquial expressions often in our everyday communicating. They are colorful, and they can communicate clearly to those who understand them. But when you are communicating with nonnative English speakers, try to replace them with words that are clearly defined in the dictionaries that these people are likely to use in translating your message. Following are some examples: Not This But This This is just off the top of my head. Here’s a quick idea. He frequently shoots from the hip. He frequently acts before he thinks. We would be up the creek without a paddle. We would be in a helpless situation. They couldn’t make heads They couldn’t or tails of the report. understand the report. The sales campaign was a flop. The sales campaign was a failure. I’ll touch base with you on this problem in August. I’ll talk with you again about this problem in August. I’ll share our research with the committee so they won’t have to start from scratch [or reinvent the wheel]. I’ll share our research with the committee to save them some work. We will wind down manufacturing operations in November. We will end manufacturing operations in November. Your prediction was right on target. Your prediction was correct. Don’t let him get your goat. Don’t let him upset you. will need to use sparingly those that do not appear in standard dictionaries. slang and colloquialisms As Chapter 4 points out, slang and colloquialisms can cause problems when your reader or listener is unfamiliar with them. The odds of this being the case are dramatically increased in cross-cultural communication. For example, will non-U.S. communicators understand the expressions nerd, couch potato, control freak, 24/7, pumped, or basket case? How about words derived from U.S. sports, such as kickoff, over the top, out in left field, strike out, touch base, and get the ball rolling? Such expressions are sometimes defined on English as a Second Language (ESL) Web sites but rarely in dictionaries. They would be risky to use except with those very familiar with U.S. English. (See Exhibit C-2 for more colloquialisms to avoid.) ADVICE FOR COMMUNICATING ACROSS CULTURES As the preceding sections make clear, cross-cultural communication is fraught with potential barriers and misunderstandings. And even with the best effort on your part, not every act of cross-cultural communication will succeed. Like other kinds of communication, cross-cultural communication involves people—and people are unpredictable. In every culture, some persons are uncooperative, deceitful, prejudiced, or insensitive, while others are respectful, welcoming, sincere, and harmony-seeking. You can only make sure that you are as prepared as possible. Keeping in mind the following advice will help. Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 11 C-11 1/7/14 8:17 PM EXHIBIT C-2 Examples of Colloquialisms to Avoid with Nonnative Speakers head for home shoot from the hip in a rut seal the deal over the top priming the pump grasp at straws on the same page make heads or tails of it flat-footed back to the drawing board tearjerker on target start at square one countdown out to pasture a flop (or bust) shortcut sitting duck up the creek without a paddle educated guess in the groove a fish out of water all ears nuts (crazy) a chicken with its head cut off slower than molasses circle the wagons in the ballpark break the ice Do Your Research This chapter cites many helpful resources on different cultures and their communication practices, and Exhibit C-3 lists additional Web sites and books. The online Web library, Bizcom Tools & Tips, provides yet more resources. Before any international business encounter, be sure you have done your homework. Learn something about the topography, climate, and location of your potential partners’ countries of origin. Learn something about their language—and learn to speak it if you can. Study descriptions of their history, their ways of life, their values, their manners, and even their food and recreation. Besides doing library and online research, talk with people who have had experience with those in other cultures, and if they have writing samples, ask to see them. Take an intercultural business course or even a course designed for those preparing to do business in a specific country. Pursue opportunities to socialize or do teamwork with nonnatives in your own country. The more effort you make to reach out beyond your own world, the better your cross-cultural relations will be. Know Yourself and Your Company As several books by international communication experts point out, a frequent mistake made by those preparing to do business abroad is that they focus all their research on people in the culture they’re about to engage with and forget to research themselves. Yet knowing yourself is a good way to anticipate and prevent likely frustations. For example, if you know you tend to be a “low-context,” “low power distance,” “individualistic,” “masculine,” “long-term goals” kind of person, you will be less caught off guard by people at the opposite ends of these spectrums. You can remind yourself to watch and listen carefully for visual and vocal cues, to be patient, to show respect, and to act with due dignity yourself. It is also important to understand the business you represent. Is yours a rulebound, procedure-governed operation or one that is C-12 more loose and trusting? Do you solve problems by leaving them to management, by hiring an expert, or by pooling everyone’s ideas? Does your company avoid mixing business with pleasure? Do employees socialize only with their peers, or does everyone in the company feel free to relax together? Does your company tend to take a straight, efficient route to its goals or learn and adjust as it goes? Just as you will view your international business partner as representative of his or her company, so he or she will view you. Be sure you send accurate signals. Be Aware—and Wary—of Stereotypes One of the most sensitive issues in cross-cultural communication is the extent to which generalizing about a culture perpetuates stereotypes. We have come to regard stereotyping as negative, with good reason: Stereotyping can prejudice us and blind us to others’ true natures. But the reason stereotypes are powerful is that they are based to some degree on observable likenesses within groups of people. They appeal because they are tempting mental shortcuts. But as the international business consultants at Canning point out, that is also their downside. They “are fixed and conventionalized” and for that reason “suggest a failure to learn from experience.” Well-researched cultural stereotypes can be useful as basic models that you then adjust as you accumulate additional information. The generalizations can be a beginning point of reference, but you should quickly let them go when someone clearly doesn’t represent the general type.18 Another reason it is important to be aware of stereotypes is that your prospective international business partners are likely to see you through the lens of a cultural stereotype. The more familiar you are with the way people from your culture or country are seen by those in another, the better prepared you will be to show them the ways in which you differ from the stereotype. Adapt Your English to Your Audience The nonnative English speakers you meet will vary widely in their skill. Some may speak better English than you do, while others may have only the barest grasp of the language. As we have suggested, erring on the side of simplicity is your best bet for clear communication. Write or talk simply and clearly. Talk slowly and enunciate each word. Remember that because most nonnative speakers learned English in school, they are acquainted mainly with primary dictionary meanings and are not likely to understand slang words or shades of difference in the Bonus Chapter C ren03229_BonChpC_C1-C15.indd 12 1/7/14 8:17 PM EXHIBIT C-3 Additional Resources for Cross-Cultural Communication Web sites: www.state.gov. The U.S. government’s main diplomatic Web site. The “Countries and Regions” tab on the main menu bar gives you access to the site’s Backgound Notes. These provide extensive, frequently updated information on all countries with which the United States has relations. www.cia.gov/library/publications/the-world-factbook/. Resources from the U.S. Central Intelligence Agency. The site “provides information on the history, people, government, economy, geography, communications, transportation, military, and transnational issues for 267 world entities.” http://trade.gov/index.asp. Web site of the International Trade Administration, U.S. Department of Commerce, whose purpose is to promote international trade. Through the “Publications” tab on the main menu bar, you can access the agency’s latest publications, including its monthly newsletter, as well as previous articles and reports. www.export.gov/. Web site of the U.S. Commercial Service (under the International Trade Administration), offering assistance of all types on international trade. Of particular value are its Country Commercial Guides, regularly updated for each country (access these through “Find Opportunities” > “Market Research” > “Market Research Library”). www.sba.gov/aboutsba/sbaprograms/internationaltrade/ exportlibrary/index.html. Resources from the U.S. government for small businesses interested in doing international trade. www.oecd.org/home/0,3305,en_2649_201185_1_1_1_1_1,00.html. Web site for the Organisation for Economic Co-operation and Development (OECD)—originally the Organisation for European Economic Co-operation (OEEC)—an organization of 34 member countries that share their knowledge and resources on over 200 countries (click the “Countries” tab). www.uscib.org. Web site of the United States Council for International Business, a nongovernmental organization. Can access recent issues of the USCIB’s journal International Business and news articles for free (must belong to a member company, law firm, or organization to access additional material). www.fita.org/index.html. Site of the Federation of International Trade Organizations, another nongovernmental organization promoting international trade. Has links to over 8,000 international trade-related Web sites on such topics as maps and geography, international business terms, trade law, and many more. (A good place to start is “Really Useful Links” in the “Tools of Trade” section of the left-hand main menu bar.) Some links lead to free resources; some are for paying members only. http://globaledge.msu.edu/. Sponsored by Michigan State University in the United States. Can find extensive resources by country and state, including not only geography, history, and vital statistics but also news, trade, and industry information. http://timeticker.com. Can find out what time it is in any country or which countries are in which time zone. www.NationMaster.com. A popular educational Web site started by an Australian statistics enthusiast. Offers maps, flags, and country profiles, but its greatest strength is statistics on many countries, which the site will graph for you. www.calliope.be/. An online learning center for international communication at the University of Antwerp. Offers theory, exercises, and cases on intercultural communication in three languages: Dutch, English, and French. You can see what readers in these different cultures prefer to see in such documents as résumés, press releases, and persuasive messages. www.kwintessential.co.uk/etiquette/doing-business-in.html. Site of a UK consulting firm that offers free guides for doing business in 46 countries. Selected Books: Jag Bhalla, I’m Not Hanging Noodles on Your Ears and Other Intriguing Idioms from Around the World (Washington, DC: National Geographic, 2009). A compilation of colorful expressions in different languages. Mary Murray Bosrock, Asian Business Customs & Manners: A Country-by-Country Guide (Minnetonka, MN: Meadowbrook, 2007). Other books in this popular series focus on Europe, United States, Mexico/Canada, Russia, and the Middle East. Martin J. Gannon and Rajnandini Pillai, Understanding Global Cultures: Metaphorical Journeys Through 30 Nations, Clusters of Nations, Continents, and Diversity, 5th ed. (Los Angeles: Sage, 2013). An insightful, innovative approach that interprets cultures through their popular metaphors, such as “the Japanese garden” and “the Finnish sauna.” Jeanette S. Martin and Lillian H. Chaney, Global Business Etiquette: A Guide to International Communication and Customs (Westport, CT: Praeger, 2012). Comprehensive guide to world business communication and behavior. Terri Morrison and Wayne A. Conaway, Kiss, Bow, or Shake Hands: How to Do Business in Sixty Countries, 2nd ed. (Avon, MA: Adams Media, 2006). An alphabetically arranged country-by-country guide describing the overall culture, behavioral styles, negotiating techniques, protocol, and business practices of each country. Mustafa F. Ozbilgin and Ahu Tatli, Global Diversity Management: An Evidence-Based Approach (London: Palgrave Macmillan, 2008). Case studies and advice concerning many countries and issues. Kirk St. Amant and Sigrid Kelsey, Computer-Mediated Communication across Cultures: International Interactions in Online Environments, IGI Global, 2012, Web, 5 May 2013. Fons Trompenaars and Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business, 3rd ed. (New York: McGraw-Hill, 2012). Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 13 C-13 1/7/14 8:17 PM meanings we give words. They will understand you better if you avoid these pitfalls. You also will communicate better if you carefully word your questions. Be sure your questions are not double questions (for example, avoid a question like “Do you want to go to dinner now or wait until after the rush hour is over?”). Also, avoid the yes/no question that some cultures may have difficulty answering directly. Use more open-ended questions such as “When would you like to go to dinner?” And avoid negative questions such as “Aren’t you going to dinner?” If the respondent says “yes,” it could mean either “right, I am not going to dinner,” or “Yes, I’m going.” Finally, try to confirm that you understand and are being understood correctly. Even in Britain, whose culture is similar to ours in the United States, similar words can have different meanings. For example, we use a billion to mean 1,000,000,000, whereas the British use it to mean 1,000,000,000,000. If a British English speaker asks to table an item, an American English speaker will probably interpret that as a request to put it off, when the real request is to bring it to attention.19 Continually checking for shared meaning can help ensure the accuracy of the communication process. Be Open to Change International communication can be a broadening experience if you approach it with openness and tolerance. In addition to learning about new and better ways to do business, you can also grow personally and enlarge your world. Is adapting to the practices of one’s international partners always feasible? No. You may find that the culture of the company you represent will simply not mesh with those of some potential business partners. Is adapting to others’ practices always ethical? Here, too, the answer is no. For example, JeanClaude Usunier lists several practices to avoid in international negotiations, including bribing, buying information, buying influence, giving misleading information, exploiting the other party’s ignorance, undermining the competition by buying out their people, and negotiating without intending to keep any promises.20 Unfortunately, these practices are all fairly widespread, even though some have been made expressly illegal by such acts as the U.S. Foreign Corrupt Practices Act. And other ethical problems—racism, sexism, homophobia, disregard for the environment, exploitation of labor, and so forth—may arise. If put in a situation where you must choose between making a deal or behaving ethically and legally, seek advice from others in your company. You are likely to be advised to do the ethical thing—not only because most businesspeople are honorable but also because, in the Internet age, news about scandalous company dealings travels fast, often with disastrous results. If approached patiently, humbly, and sincerely, forming international business relations can be incredibly exciting. Be ready to make and acknowledge mistakes, and to forgive them in others. Mutual respect is key—perhaps the key—to successful cross-cultural communication. C-14 DISCUSSION QUESTIONS 1. Put yourself in the shoes of the trainer described in this chapter’s Workplace Scenario. What might have been a better way to handle the situation? Explain why. 2. What are the prevailing attitudes in our culture toward the following, and how can those attitudes affect our communication with nonnatives? Discuss. a. Negotiation methods b. Truth in advertising c. Company–worker loyalty d. Women’s appropriate roles in society e. The Protestant work ethic 3. Some of our message-writing techniques are said to be unacceptable to people from such cultures as those of Japan and England. Which techniques in particular do you think would be most inappropriate in these cultures? Why? 4. Think of English words (other than this chapter’s examples) that probably do not have precise equivalents in some other culture. How would you attempt to explain each of these words to a person from that culture? 5. Select a word with at least five meanings. List those meanings and consider how you would communicate each of them to a nonnative. 6. Is a conversational style appropriate in writing to nonnative readers? Discuss. 7. Select a country or region and analyze the likely impact of its topography, history, and religious background on its culture. 8. Study a country’s culture and then infer its people’s likely attitudes toward American values and behaviors. 9. If you were trying to persuade your boss to implement some kind of cross-cultural training in the company, what kind of evidence might help you make a convincing case? 10. On a recent trip to India, Mr. Yang, a prominent Chinese executive, dined with his client Himanshu Jain. Mr. Yang commented that the food was spicy, which Mr. Jain interpreted as an opportunity to discuss Indian cuisine. After lengthy explanations, Mr. Yang commented again that the food was spicy. What happened here? What barrier is likely getting in the way of clear communication? (Adapted from Danielle Medina Walker, Thomas Walker, and Joerg Schmitz, Doing Business Internationally: The Guide to Cross-Cultural Success [New York: McGraw-Hill, 2003] 237, print.) 11. Compare the two email messages on the next page. Both were written to inform the reader that the writer’s Bonus Chapter C ren03229_BonChpC_C1-C15.indd 14 1/7/14 8:17 PM company had been charged too much for an ad published in the reader’s magazine. The first (with both Japanese and English versions displayed) was written by a Japanese author to a Japanese reader. The second was written by a U.S. author to a U.S. reader. What differences in the two approaches do you see? What cultural differences might account for these writing differences? Japanese version in Japanese: 料金についての問い合わせ トラベルジャパン雑誌広告部 U.S. version: Subject: Adjustment needed for the Hocking Hills account Dear Mr. Dugan, As the attached purchase order shows, The Hocking Hills Resort & Spa submitted a request for a 2/3 page ad to run in the March issue of Travel Ohio. Our 2/3 page appeared on page 32 of that issue, but the receipt we just received indicates that we were charged for a full-page ad. Will you please credit our account for $800, the difference between the two ad rates? 吉田一郎様 Thank you, この度は貴誌トラベルジャパンの4月号32ページに弊社の広告 を掲載して頂き、ありがとうございました。 Source for Japanese message: Yukie Aoyagi, Language Education Center, Seitoku University, Japan. ■ 本日広告料37万円引き落としの連絡を受取りました。しかしこの 金額はフルページ用のもののようです。 弊社の広告は2/3ページ でしたので、貴社の広告料リストによれば29万円のはずです。 御参照のため注文書の写しを添付いたしました。ご確認のう え、 ご対応頂けますよう、 お願い申し上げます。 多摩リゾート 経理部 鈴木美智子 tel: email: Japanese version in English: Subject: Inquiry about the charge Dear Mr. Yoshida, Thank you for putting our advertisement on page 32 in the April issue of your magazine, Travel Japan. We received today a notice that \370,000. was charged to our account for the ad. However, this amount seems for a full-page ad. Since our ad covers 2/3 of the page, the amount should be \290,000. according to your list of the advertising rates. I have attached a copy of the purchase order for our 2/3 page ad for your reference. We would appreciate your checking into the matter and making a necessary adjustment as soon as possible. Sincerely, Michiko Suzuki Cross-Cultural Communication ren03229_BonChpC_C1-C15.indd 15 C-15 1/7/14 8:17 PM
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

This question has not been answered.

Create a free account to get help with this and any other question!

Similar Content

Related Tags

Brown University





1271 Tutors

California Institute of Technology




2131 Tutors

Carnegie Mellon University




982 Tutors

Columbia University





1256 Tutors

Dartmouth University





2113 Tutors

Emory University





2279 Tutors

Harvard University





599 Tutors

Massachusetts Institute of Technology



2319 Tutors

New York University





1645 Tutors

Notre Dam University





1911 Tutors

Oklahoma University





2122 Tutors

Pennsylvania State University





932 Tutors

Princeton University





1211 Tutors

Stanford University





983 Tutors

University of California





1282 Tutors

Oxford University





123 Tutors

Yale University





2325 Tutors