跨文化交际论文

2024年3月15日发(作者：竹笋怎么做好吃)

Analysis and Recommendation of

Cross-cultural Communication and

Management

—— bad on Sino-US joint venture

A13 Business English Class 1

闻芊倩

131104119

TABLE OF CONTENTS

TABLE OF CONTENTS ................................................................................................ I

1. Introduction ................................................................................................................ 2

1.1 Purpo and scope ............................................................................................ 2

2. American staff ............................................................................................................ 2

2.1 Cultural types ................................................................................................... 2

2.1.1 Individualism vs collectivism ............................................................... 2

2.1.2 Power distance ...................................................................................... 2

2.1.3 Context cultures .................................................................................... 3

2.2 Non-verbal communication ............................................................................. 3

2.2.1 Eye contact ............................................................................................ 3

2.2.2 Personal space ....................................................................................... 3

2.2.3 Gestures ................................................................................................. 3

2.2.4 Recommendations ................................................................................. 3

2.3 Customs, etiquette, and protocol ...................................................................... 4

2.3.1Face-to-face greetings ............................................................................ 4

2.3.2Social drinking protocol ......................................................................... 4

2.3.3Culture quirks ......................................................................................... 4

2.3.4Recommendations .................................................................................. 4

3. Conclusion ................................................................................................................. 4

Reference ....................................................................................................................... 5

I

1. Introduction

With the economic integrationand aggravation of the Chine market globalization

process, an increasing number of Sino-US joint venture have emerged. How to do

cross-cultural management? How to manageand developthe enterprieffectively?

They are keys to the success of companies.

This report will provide Chine with countermeasures and advicesaimed at staff from

American, by which they will be able to solve cross-cultural problems step by step,

and ultimately make companies more inclusive and competitive.

1.1 Purpo and scope

The purpo of this report is to offer the chine executives of Sino-US joint venture

feasible advices to better deal with the cross-cultural problems, including management

and communication. Analysis and countermeasures will mainly cover culture of the

United States. And at the end of this report I will come up with universal methods to

better process cross-cultural management and communication.

2. American staff

2.1 Cultural types

2.1.1 Individualism vs collectivism

America is a society cherishes rugged individualism. Americans value personal

success over group success and emphasize individual freedom and individual

achievement. They respect their values while not allow others to violate their rights.

In business activities, the Americans try their best to show themlves and put forward

their own standpoints actively and they care for others‟ judgment. In addition, while

decision making in an individualist culture may not be more rapid, the implementation

of a change in policy, such as a new manufacturing process or a new ethics code, will

be perceptibly slower than in a collectivist culture.

2.1.2 Power distance

America is in cultures with a low power distance profile. In America, the relationship

between employee and employer is fairer and they live in a more harmonious

atmosphere. Employees are good at learning and making progress as well as going

beyond themlves which is beneficial for the realization of individual value. Workers

accept more responsibility and low power-distance cultures tend to be more

individualistic in nature.

2

2.1.3 Context cultures

America is a good example of a low context low context cultures, communi

cation is explicit, clear and unambiguous. Individuals come directly to the point and s

ay precily what they mean. They focus what is being said, rather than on who is

saying it. Business can be conducted successfully by letter, telephone, fax or email. It

is not necessary to meet face-to –face to get things done.

2.2 Non-verbal communication

2.2.1 Eye contact

In American culture, it is almost impossible for people to communicate without eye

contact. We must look into their eyes when talking to them. Americans take direct eye

contact as a sign of honesty and sincerity which shows interest and asrtiveness.

Otherwi, they may mistake that they are not interested in the topic or intimidated

and have a bad guilty in mind as well as being too shy. It can also be applied in two

persons have different social background.

2.2.2 Personal space

In America cultures, individual regard space as personal territory and detest the

invasion of their turf. 0-18 inches is intimate space rerved for family and clo

friends. 18 inches to 4 feet is personal space ud in most interpersonal

interactions.4-12 feet is social-consultative space ud in more formal interactions.

2.2.3 Gestures

In America, the ok sign, with thumb and index finger forming an “O” and the

remaining 3 fingers slightly raid means everything is going well to an American.

For Americans the handshake is a vital test of their opponent –the firmer the better.

Raid voices and animated gestures do not necessarily indicate anger. They may

reflect enthusiasm and excitement. Pointing at someone to clarify meaning is normal

but emphatic or repeated pointing usually indicates agitation or aggression. Americans

will sometimes emphasize a strongly held commitment, belief or position by banging

on the table or suddenly standing up.

2.2.4 Recommendations

 Make direct eye contact with them which shows interest and attentiveness.

 0-18 inches is intimate space rerved for family and clo friends. 18 inches

to 4 feet is personal space ud in most interpersonal interactions.4-12 feet is

social-consultative space ud in more formal interactions.

 Treat Americans with directness becau they are a very animated people and

not aver to letting others know how they feel.

 Pro-actively studies indirect signals of meaning reflecting in non-verbal

communications.

3

2.3 Customs, etiquette, and protocol

2.3.1Face-to-face greetings

Americans will feel comfortable with this invasion of “private space” and consider it

an aggressive gesture of moving in very clo during an introduction and almost be

right in the face of the person they are meeting. It is not. It is important to realize that

crowding is simply a cultural norm.

2.3.2Social drinking protocol

In America, social drinking is a part of relationship building. Alcohol helps to break

down the strict social barrier between class. In some business activities, business

meals have moved towards a complete shunning of alcohol.

2.3.3Culture quirks

Many Americans believe the number 13 to be unlucky. Often building will go from

the 12

th

to the 14

th

floor, skipping the number 13 entirely. Business communication

and negotiation are often informal and even when formal, they will be less so than in

most other cultures. Americans are notoriously blunt and prefer to speak their minds.

They have no concept of “face”. When they disagree, they say no. Americans are very

health conscious. Never smoke without asking permission. It is not only rude, but

probably illegal to smoke in most public buildings

2.3.4Recommendations

 Avoid moving in very clo during an introduction and almost be right in the

face of the person they are meeting.

 Do not be offended by emingly overly personal questions.

 Skipping the number 13 in some business activities.

3. Conclusion

Conflicts between managers and employees or between employees are common in an

enterpri, especially multinational enterpri. The most main reason is the

breakdown of communication since they come from different cultures. People coming

from different cultures will have different values, beliefs, behaviors, characters and

others things. The factors make them have different thinking modes and ways of

understanding to the same thing. Conquently, we have to face the challenges of

cross-cultural management and deal with the problems of intercultural communication.

Here are the recommendations to manage employees from different countries

effectively.

Recommendations

1. Communication management

 Attends to the choice of working language(s)

4

 Choos modes of communication that suit the particular communicative

purpo

 Establishes and agrees communication protocols

 Takes steps to deal with communication problems

 Allows adequate time for achieving satisfactory mutual understanding

2. Building of shared knowledge

 Disclos and elicits background information that is needed for mutual

understanding and meaningful negotiation

 Expos own intentions by explaining not only „what‟ s/he wants, but also

„why‟ s/he wants it

3. Active listening and Attuning

 Listens attentively

 Regularly checks and clarifies the meaning of important words and phras,

to ensure that all participants attach the same meaning to them, even when

they are well known

 Notices potential misunderstandings and eks clarification/negotiates

meaning until common understanding is reached

 Adept at obrving indirect signals of meaning, such as intonation, eye

contact and body language, and at picking up meaning from them

4. Language Adjustment and Stylistic flexibility

 Adapts u of language to the proficiency level of the recipient(s) so as to

maximize comprehensibility

 Pays attention to, and adapts where necessary, aspects such as speed,

frequency and length of pausing, complexity of ntence structure,

complexity of vocabulary

 Us different language styles flexibly to suit different purpos, contexts and

audiences

5. Language learning

 Motivated to learn and u other languages, and willing to invest time and

effort in this

 Confident in ability to pick up and u foreign languages

 Tries out words and expressions in unfamiliar languages

In conclusion, there are three principlesshould be grasped. First, we should recognize

cultural differences when managing conflict. Second, we should reframe the problems

or issues from the employees‟ cultural perspective. Third, we can reconcile the

differences by focusing on the issues and repairing or enhancing the relationship.

Reference

[1] World Business Etiquette

Published on: 12/11/2013 Last referred on: 5/22/2015

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[2]与美国跨文化沟通的障碍

Author: linjuan12151 Published on: 6/6/2013 Last referred on: 5/24/2015

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vOqEtroi5HsqdQI73-rYxqHStF4YD-XdRHoitDIRDbRkXZ1tGIGR-D4ZrI7F5s5wsw

ExG

[3]【美国文化】

Author: xiaoS Published on: 6/29/2013 Last referred on: 5/25/2015

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