中国矿业大学2011～2012学年第1学期
2009级英语专业《跨文化商务交际》考试
班级 商务09-6 姓名 马金丽 学号 12095113 分数_________
1. (1) .the importance of learning about unfamiliar cultures.
Culture is diversity around the world and culture teaches values, then values underlie attitudes and sharp behaviors. Therefore, having a good knowledge of foreign unfamiliar cultures is necessary for intercultural business communication. As multinational company needs to know different cultural values and the reasons why people think as they do and value what they do, then the way companies and people act will be comprehensible and even predicated, and companies will avoid business loss and failure. In this ca analyze, Joe Van West, President of Appliances Unlimited in Mexico, he didn't have a deep understanding of Mexico local cultures but directly to manage the company. If he did not learn the Mexico cultures ahead of time, he would not well understand the different market demands and the local company's actual operation rules.
(2).The differences of Time n, Measured or kept.
From the production issues we can e that the Mexico Company has different time n with American multinational company. For Mexico, which belongs to the polychromic culture, time is an open-ended resource that is not to be constrained and events always take as long as they need to take. While for American company, which is the monochromic culture and time is liner n. People are expected to arrive at work or accomplish tasks on time and work for a certain number of hours at certain activities. Therefore, when the Mexico Company had five times delivered the parts late enough to affect production schedules for the washing machines the American company concern over it.
(3).Uncertainty avoided or tolerated.
People who are uncomfortable with uncertainty tend to stay with their employers and follow established procedures at work. For uncertainty avoided culture, they concern more about the possible situations and want more guidelines to deal with uncertainty. Lik
e Van West reacts to production issue with great levels of anxiety and want to check the factory floor by him. As for work unrest, it caud also by the uncertainty avoided. When employees worry about unemployment due to the update of new equipments then they attempt to make work strike. On the other hand, Hernandez, the vice president and other company leaders toward the issues with tolerate attitudes. They thought issues were not a big deal and just take it easy. When production and workers unrest occurred, they didn't pay much attention to problems and identified the subordinates as anxious for no good reason –simply extra concerns.
(4). Group membership: Temporary or Permanent
The group membership in this company is temporary, that is employees did not dedicate as the long-time employees. If they lost interest on the work or their individual interests are not fulfilled, they would easily move to another job, which directly affect employees 'professional dedication and obligation to their company.
(5). Power distance.
Mexico is high power distance culture. In the hierarchical cultures where the approach to authority is by mediated, low-level employees rarely have any communication with high-level employees. Communication tends to be mostly downward, occasionally lateral. Messages are often directive and informative. Sending a message from the many at the bottom upward to one of the few at the top is difficult becau there are many restrictions, so employees could not express their rights and suggestions to high-level leaders. What's more, employees could not participate in the decision-making process. In this ca, when employees propod issues to leaders, they ignored their aspirations and did not allow workers to participate in the decision-making process.
2. As mentioned in previous chapter, Getting to know foreign culture is very important, especially for intercultural business communication. As a foreign subsidiary president, the most important thing for him is to learn about the Mexico local culture. Only if so, he would fully to grasp and insight into the rules of Mexico business cultures and handle the business issues skillfully. But how does he to learn about the foreign culture and respon to the unfamiliar foreign culture? He can do it by means of different approach, s
uch as: asking questions for the native Mexican about cultures or learn from the media, like local newspaper, television programs and books introducing cultures. Also, he can think and knowing by experience himlf or by concept. When faced with unfamiliar foreign cultures and some culture shock. Van West should learn to make a adjustment to react to Mexico culture and gradually integrate himlf to the local cultures rather than insists on his own culture and values to manage the Mexico subsidiary.
3. Mexico culture emphasis on power distance and hierarchical culture. The cultures expect and favor inequality and subordinates must obey their superior. The power distance between boss and subordinate is large, so if the boss has make orders or issued work instructions to subordinates, they must make every effort to fulfill them rather than argue with boss even against the commands. In the ca that as president of Mexico Company, Van West should learn about the Mexico local cultures and follow them. Therefore, when he found Vice president Lacks of enough responsibilities and obligations to treat his work, as boss, he should directly point it and urge him to change work attitude rather tolerate him.
4. (1). the relationship between individual and group.
In high-context culture, individuals think of the lf primary as an element in a network with others, which in low-context culture, individuals think of lf as a single unit of society. Collectivism values the group above the individual, and as individuals have a responsibility to the group that superdes individual needs or rights. Harmony among the interdependent group is the key, and it takes priority above other values. The reluctance to be singled out, even for prai can prent obstacles to boss who is dealing with the labor issue. As Van West, he should motivate employees by establishing long-term employment relationship, employees feel them are valuable and have a n of belonging to the company and employees would be willing to dedicate themlves to company. What's more, as boss should listen to the voice of workers and guarantee their rights.
