Презентация на тему Английский язык: межкультурная коммуникация

Полянина
Красноярск, 2008

подготовлен в рамках инновационной образовательной программы «Создание Института экономики и

управления в рамках СФУ как инновационной научно-образовательной системы непрерывного экономического и бизнес-образования, ориентированной на качественно новый уровень профессиональной компетенции», реализованной в ФГОУ ВПО СФУ в 2007 г.

Рецензенты:
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Экспертная комиссия СФУ по подготовке учебно-методических комплексов дисциплин

Полянина, Н. Б.
П54 Английский язык: межкультурная коммуникация. Презентационные материалы. Версия 1.0 [Электронный ресурс] : наглядное пособие / Н. Б. Полянина, В. В. Жданович. – Электрон. дан. (3 Мб). – Красноярск : ИПК СФУ, 2008. – (Английский язык: межкультурная коммуникация : УМКД № 198-2007 / рук. творч. коллектива Е. Б. Гришаева). – 1 электрон. опт. диск (DVD). – Систем. требования : Intel Pentium (или аналогичный процессор других производителей) 1 ГГц ; 512 Мб оперативной памяти ; 3 Мб свободного дискового пространства ; привод DVD ; операционная система Microsoft Windows 2000 SP 4 / XP SP 2 / Vista (32 бит) ; Microsoft PowerPoint 2003 или выше.
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Настоящее издание является частью электронного учебно-методического комплекса по дисциплине «Английский язык: межкультурная коммуникация», включающего учебную программу, конспект лекций, практикум, методические указания по самостоятельной работе, контрольно-измерительные материалы «Английский язык: межкультурная коммуникация. Банк тестовых заданий».
Представлена презентация (в виде слайдов) теоретического курса «Английский язык: межкультурная коммуникация».
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word
‘colere’, which could be translated as ‘to build’,

‘to care for’, ‘to plant’ or ‘to cultivate’.

Spencer-Oatey (2000) proposed the following definition:
Culture is a fuzzy set of attitudes, beliefs, behavioural norms, and basic assumptions and values that are shared by a group of people, and that influence each member's behaviour and his/her interpretations of the "meaning" of other people's behaviour.
Hall (1983) views culture as often subconscious:
“Culture has always dictated where to draw the line separating one thing from another. In the West a line is drawn between normal sex and rape, whereas in the Arab world is much more difficult, for a variety of reasons, to separate these two events.”

programming of the mind which distinguishes
the member of one

group or category of people from another”

Kroeber & Kluckhohn definition of culture reads
‘Culture consists of patterns, explicit and implicit, of and for behaviour
acquired and transmitted by symbols, constituting the distinctive achievements of human groups, including their embodiment in artifacts; …’
the essential core of culture consists of traditional (i.e. historically derived
and selected) ideas and especially their attached values;
culture systems.

products of action

conditional elements
of future action’

Concluding, we can say that ‘culture’ consists of various factors
that are shared by a given group, and that it acts as an interpretive
frame of behaviour.

defined and what does it do?"
Quotations
O Mankind, We created

you from a single (pair) of a male and a female and made you into nations and tribes, that you may know each other. The Quran, 49:13
Culture is a thin but very important veneer that you must be careful not to scratch. People from different cultures are basically the same and respond in the same way. However, make sure that you understand their basic customs and show an interest and willingness to learn the differences between your cultures. Mike Wills
Culture is the way in which a group of people solves problems and reconciles dilemmas. E. Schein
Culture is the fabric of meaning in terms of which human beings interpret their experience and guide their action. Clifford Geertz

defined and what does it do?"
Quotations

I do not want

my house to be walled in on all sides and my windows to be stuffed. I want the cultures of all the lands to be blown about my house as freely as possible. But I refuse to be blown off my feet by any. Mahatma Gandhi 
Culture is a little like dropping an Alka-Seltzer into a glass-you don't see it, but somehow it does something. Hans Magnus Enzensberger
If man is to survive, he will have learned to take a delight in the essential differences between men and between cultures. He will learn that differences in ideas and attitudes are a delight, part of life's exciting variety, not something to fear. Gene Roddenberry
On a group of theories one can found a school; but on a group of values one can found a culture, a civilization, a new way of living together among men. Ignazio Silone

defined and what does it do?"
Quotations

A culture may be

conceived as a network of beliefs and purposes in which any string in the net pulls and is pulled by the others, thus perpetually changing the configuration of the whole. Jacques Barzun
Culture is the name for what people are interested in, their thoughts, their models, the books they read and the speeches they hear, their table-talk, gossip, controversies, historical sense and scientific training, the values they appreciate, the quality of life they admire. All communities have a culture. It is the climate of their civilization. Walter Lippmann
Culture means control over nature. Johan Huizinga
Culture is roughly anything we do and the monkeys don't.  Lord Raglan

the culture of Microsoft)
● PROFESSIONAL CULTURE (for example, the

culture of lawyers or doctors)
● GENDER CULTURE (for example, the different cultures of men and women)
● AGE CULTURE (for example, the culture of young, middle-aged, and old people)
● RELIGIOUS CULTURE (for example, Catholicsm, Islam)
● REGIONAL CULTURE (for example, Northern and Southern Italy)
● CLASS CULTURE (for example, working class, middle class, and upper class)

factors that bind people together

to describe data and interactional data from within one

cultural group.
For example: Value variations among Germans is intracultural.
intercultural The term intercultural is generally used to describe comparative data and studies of a large number of cultures, or studies that try to identify dimensions that are not culture specific.
For example: Hofstede's work is intercultural, as it desribes cultural dimensions applicable for all cultures.
Intercultural is also used to describe interactional data from
members of different cultural backgrounds (normally more than two).

and the group
Uncertainty
Nature
BUSINESS COMMUNICATION

Managing people
Negotiating
Socializing
Giving presentations
Advertising
Applying for a job

engineer, collected data from employees of IBM in the

late 1960s and early 1970s.
His database cover­ed employees working in 72 of the company's national subsidiaries, who fol­lowed 38 different occupations, and spoke 20 languages.
More than 116,000 questionnaires were distributed, each with over 100 questions.
Hofstede published his findings in 1980 in a groundbreaking book called Culture's Consequences, which has had an enormous influence on the further develop­ment
of the field.

extended his work to include a fifth dimension: LONG-TERM

ORIENTATION . Although generally highly respected, his work has been criti­cized for concentrating too much on national cultures.

whereas collectivist ones require that the individual fits into

the group.

The collectivist idea is illustrated by the Japanese saying 'The nail that stands out must be hammered down'.

In indi­vidualist cultures, people look after
themselves and their immediate family, whereas in collectivist ones they look after a wider group, in exchange for loyalty.

have the following features:

identity is based on the social

network to which you belong
harmony should be maintained
communication is high context
employer—employee relationships are like a family link
decisions on employing people take the group into account
management is management of groups
relationship is more important than task.

(Adapted from Hofstede 1991:67)

whereas collectivist ones require that the individual fits into

the group.

The collectivist idea is illustrated by the Japanese saying 'The nail that stands out must be hammered down'.

In individualist cultures, people look after
themselves and their immediate family, hereas in collectivist ones they look after a wider group, in exchange for loyalty.

have the following features:

identity is based on the individual
honest

people speak their mind
communication is low context
employer-employee relationships are based on a contract
decisions to employ people take skills into account
management is management of individuals
task is more important than relationship.
(Adapted from Hofstede 1991:67)

of the five intercultural dimensions developed by Hofstede. This

cultural dimension looks at how much a culture does or does not value hierarchical relationships and respect for authority. Below is a country list illustrating the scores compiled by Professor Geert Hofstede with regards to the dimension named

77
Iran – 58
Russia – 93
Saudi Arabia – 80
Turkey –

66
Egypt – 80
Germany - 35

Italy – 50
UK – 55
USA – 40
Sweden – 31
Spain – 57
Brazil – 69
Mexico – 81
Japan - 54

the five intercultural dimensions developed by Hofstede. This cultural

dimension looks at how much a culture emphasises the rights of the individual versus those of the group (whether it be family, tribe, company, etc).

Individualist cultures include the United States and much of Western Europe, where personal achievements aremphasised. 

Collectivist cultures, such as China, Korea, and Japan, emphasize the group such as the family and at work this manifests in a strong work group mentality.

the five intercultural dimensions developed by Hofstede. It is

also one of the least understood as many people tend to associate it with masculinity literally. In essence it looks at the degree to which 'masculine' values like competitiveness and the acquisition of wealth are valued over 'feminine' values like relationship building and quality of life.

the world's most masculine society, with a
rating of

95. Sweden was the most feminine with a rating of 5.

Other examples of "masculine" cultures include the USA, the Germany, Ireland and Italy.

"Feminine" cultures include Spain, Thailand, Korea, Portugal and the Middle East.

intercultural dimensions developed by Hofstede. In essence this cultural

dimension measures a country or culture's preference for strict laws and regulations over ambiguity and risk. According to the Hofstede's findings Greece is the most risk-averse culture while Singapore the least. Generally speaking Protestant countries and those with Chinese influences score low. Catholic, Buddhist and Arabic speaking countries tend to score high in uncertainty avoidance. Below is a сountry list illustrating the scores compiled by Professor Geert Hofstede with regards to the dimension named

40
Iran – 58
Russia – 95
Saudi Arabia – 68
Turkey –

85
Egypt – 68
Germany - 65

Italy – 75
UK – 35
USA – 46
Sweden – 29
Spain – 86
Brazil – 76
Mexico – 82
Japan - 92

where the two cultures differ greatly
PDI (Power Distance

Index) - the degree of equality or inequality between people in a country's society.

IDV (Individualism) - the degree to which a culture values and reinforces the importance of the individual as opposed to the group.

MAS (Masculinity) - the degree to which a culture reinforces the traditional role of males vs females.

VAI (Uncertainty Avoidance) - the level of tolerance for uncertainty and ambiguity within a culture.

China/Italy

15,000 managers from 28 countries. His findings can be

found in the Very successful book, Riding the Waves of
Culture (Trompenaars and Hampden-Turner 1997).
He describes three main cultural dimensions:

RELATIONSHIPS WITH PEOPLE
ATTITUDE TO TIME
ATTITUDE TO THE ENVIRONMENT

who are different to oneself outside one's own culture.
The

ability to interact with them in a genuinely constructive manner which is free of negative attitude (e.g. prejudice, defensiveness, apathy, aggression etc.) 
The ability to create a synthesis, something which is neither "mine" nor "yours", but which is genuinely new and would not have been possible had we not combined our different backgrounds and approaches. 

learn about their own strengths, weaknesses, prejudices and preconceptions.

Builds Confidence: Cultural competency training promotes self-confidence in individuals and teams through empowerment. 
Breaks down Barriers: Our cultural training demystifies 'the other' and creates awareness. 
Builds Trust: Awareness leads to dialogue which leads to understanding which results in trust.
Motivates: Through self-analysis people begin to recognise areas in which they need to improve and become motivated to develop.

Cultural competency training helps people think outside the box.

Develops Skills: Participants develop better 'people skills' - they begin to deal with people with sensitivity and empathy.
Develops Listening Skills: By becoming good listeners, people become good communicators.
Using Common Ground: Rather than focus on differences participants move towards creating a shared space.
Career Development: Cross cultural competence training enhances people's skills and therefore future employment opportunities.

effective person is omeone
who is able to live

contentedly and work successfully in
another culture.

Taken a little further, the interculturally effective person has
three main attributes:

an ability to communicate with people of another culture in a way that earns their respect and trust
the capacity to adapt his/her professional skills (both technical and managerial) to fit local conditions and constraints
the capacity to adjust personally so that s/he is content and generally at ease in the host culture

Break Assumptions
Assumptions are beliefs rather than objective truth
and are

usually influenced by a number of
subjective factors.
2. Empathise
Through putting yourself in someone else's shoes
you come to see or appreciate their oint of view.
3. Involve
Involving others in tasks or decision making
empowers and builds strong relationships, a
more creative approach to problem solving as it
incorporates different points of view.

Discourage Herd Mentality
It encourages creativity, innovation and advancement
5. Shun

Insensitive Behaviour
By attacking someone's person, you attack their culture
and therefore their dignity. This can only be divisive.
6. Be Wise
Intercultural communication is essentially founded upon
wisdom, i.e. showing maturity of thought and action in
dealing with people.

helps to elucidate the process
of adaptation to a new

culture. In his work, Developmental Model of
Intercultural Sensitivity, 1993, he describes six main stages in the
development of intercultural sensitivity:

denial
defensiveness
minimization
acceptance
adaptation
integration

include:
strain
sense of loss
anxiety
helplessness
Physical symptoms can include:
headaches
sleeplessness
desire for comfort foods

(for example, chocolate)
excessive consumption of alcohol

confusion
feeling rejected
obsession with hygien




overeating
stomach pains

Phases of culture shock (Marx 1999)

most newcomers go
through in adjusting to a new

culture.

1.     Fun: The excitement and adventure of experiencing new people, things, and opportunities.

2.     Flight: The urge to avoid everything and everyone that is different. This stage is characterized by symptoms similar to those seen in cases of clinical depression, but as a reaction to culture shock.

most newcomers go through in adjusting to a new

culture.

3.       Fight: The temptation to judge people or things that may be different in a negative light. At this stage, one wrestles with the influence of the new culture while resisting giving up one's original cultural identity. Hopefully, a blend will emerge that fits you well.

4.      Fit: Willingness to understand, to embrace, and to creatively interact with the new culture. At this final stage, adaptation to the local culture has been made and hopefully one has made a decent adjustment.

communiqué
Propaganda
Cartoons
TV commercials
Television
Easy familiarity
Manners
Slow Messages

Poetry
Books
An ambassador
Art
Etchings
TV documentary
Print
Deep relationships
Culture

POLYCHRONIC PEOPLE
do one thing at a time
concentrate on

the job
take time commitments (deadlines,schedules) seriously
are low-context and need information
are committed to the job
adhere religiously to plans
are concerned about not disturbing others; follow rules of privacy and consideration
show great respect for private property; seldom borrow or lend
emphasize promptness
are accustomed to short-term
relationships

do many things at once
are highly distractible and subject to interruptions
consider time commitments an objective to be achieved, if possible
are high-context and already have information
are committed to people and human relationships
change plans often and easily
are more concerned with those who are closely related (family, friends, close business associates) than with privacy
borrow and lend things often and easily
base promptness on the relationship
have strong tendency to build lifetime relationships

visible influential
FUTURE unknowable

---------

Human Interaction
(punctuality, keeping schedules) (relations between people most
important)

Personal Control over ---------- Fate
the Environment (course of events is beyond power or
(Each person should control control)
is beyond power whatever
might affect him)

Self-Help ---------- Birthright Inheritance
(a person's achievement (privilege of birth; inherited
on his own) wealth or social position)

------------------ Tradition
(connotes improvement, (honours rich and ancient
development, growth and heritage/ civilization)
progress)

Future Orientation ------------------- Past orientation
(looking to future as better, (past kept alive, today’s
planning and goal setting) world seen as continuity
of past)

Individualism/Privacy ------------------- Group’s welfare

Competition ------------------- Cooperation

--------------- Hierarchy/Rank/System
(position in society clearly define
by rank/status)
Informality -------------- Formality

Practicality/Efficiency -------------- Idealism
(philosophical, knowledge for
knowledge’s sake)
Directness/Openness/
Honesty --------------- Indirectness/Ritual/”Face”

Action/Work Orientation --------------- “Being” Orientation
(action is superior to inaction) (state of inaction is acceptable,
concern with the nature of
existence and inner self)

Materialism/Acquisitiveness -------------- Spiritualism/Detachment

The Waves of Culture” (1997), identify
seven value orientations.

Some of these value orientations can be regarded
as nearly identical to Hofstede’s dimensions.

Others offer a somewhat different perspective.

were

Universalism

versus Particularism Communitarianism versus Individualism Neutral versus Emotional Defuse versus Specific cultures Achievement versus Ascription Human-Time relationship and Human-Nature relationship

of Variation
Kluckhohn and Strodtbeck, 1961;

movements (kinesics)
tone and pitch of voice (paralanguage)
distance (proxemics)

facial expressions, as well as dress
1.
2.
3.
4.

this means 'A-OK', in France, 'zero', in Japan, 'money',

and in Tunisia, 'I'll kill you.'

In Germany, this means 'two', or victory; in Britain, it means 'victory' if the palm of the hand is facing outwards, but is a rude gesture if the palm is facing inwards.

In Greece and Italy, this means 'goodbye', in the USA, it means 'come here'.

In many cultures, this means that everything is fine.

convey a message, but also
range of other factors, such

as our tone of voice, and the
speed or pitch of what we say.

Intonation patterns and tone of voice vary widely in different
cultures. What in one culture sounds like a hysterical
argument, in another would be con­sidered to be the norm
for a reasonable discussion. Geoff Woodside came to the
wrong conclusion about the tone ofthe conversation when
he judged the sound of people speaking in Polish by the
Very different intonation patterns in English.

some possible patterns.
Anglo-Saxon
Latin
Oriental

and low-context cultures. High-context culture: a culture in which people

tend to rely heavily on a range of social and non-verbal dues when communicating with others and interpreting their messages. Low-context culture: a culture in which people tend to focus on the written and spoken word when communicating with others and interpreting their messages.

goodwill
agreement based on trust
slow and ritualistic negotiations

Low-context culture

get

down to business first value
expertise and performance
agreement based on legal contract
fast and efficient negotiations

Diffuse
Attitudes to time
Monochronic Synchronic
Team-working
Individualist Collectivist
Questioning style
Direct Indirect

High context
Attitudes to risk
High uncertainty avoidance Low uncertainty avoidance
Showing respect
Achievement Status

only for business purposes - the surname,

together with a title

India - the appropriate formal title

Italy - wait until invited to move to a first name basis

Spain - the basic titles of courtesy followed by the surname

Sweden - his/her first name 

Japan - first names are usually reserved for family and close friends even if you are on a first name basis, it is appropriate to use his or her last name in the presence of colleagues use courtesy titles in addition to last names use professional titles in the place of actual names

brief handshakes

- avoid shaking hands with one hand in your
pocket

Italy - an enthusiastic handshake yet rather formal with
direct eye contact and a smile suffices between
strangers
- air-kissing on both cheeks, starting with the left is
often added as well as a pat on the back between
men once a relationship develops

- a handshake

the namaste - the palms are brought together at
chest level with a slight bow of the head

Russia - a (very) firm handshake

Turkey - shake hands firmly
- greet friends and relations with either one or two
kisses on the cheek
- respect elders by kissing their right hand then
placing the forehead onto the hand

– modest quality
China – unpretentious
Russia – conservative
Brazil – casual

but stylish
France – stylish; best
Spain - con elegancia

“All choices of clothing, particularly the quick and simple ones involve allying oneself with others who have made the same choice.” Ann Hollander

Russia  Saudi
Arabia   Sri Lanka   Turkey

Africa:
Algeria     Egypt     Morocco     South Africa     Tunisia

Europe:
Austria    

Belgium    Bulgaria     Cyprus     Czech Republic
Denmark    Estonia     Finland     France     Germany 
Greece    Hungary    Italy     Lithuania   Luxembourg    Neth
erlands   Norway    Portugal    Romania     Spain

Jamaica      Mexico     Venezuela

East Asia & Australasia:
Australia    Cambodia     HongKong     Indonesia  
Japan    New

Zealand Philippines     Singapore   
South Korea  Thailand      Vietnam

76 km, Bhutan 470 km, Burma 2,185 km, India

3,380 km, Kazakhstan 1,533 km, North Korea 1,416 km, Kyrgyzstan 858 km, Laos 423 km, Mongolia 4,677 km, Nepal 1,236 km, Pakistan 523 km, Russia (northeast) 3,605 km, Russia (northwest) 40 km, Tajikistan 414 km, Vietnam 1,281 km

Capital:  Beijing

subarctic in north

Population:  1,298,847,624 (July 2004 est.)

Ethnic Make-up: Han

Chinese 91.9%, Zhuang, Uygur, Hui, Yi, Tibetan, Miao, Manchu, Mongol, Buyi, Korean, and other nationalities 8.1%

Religions:  Daoist (Taoist), Buddhist, Muslim 1%-2%, Christian 3%-4%

Government:  Communist state

4,053 km, Bhutan 605 km, Burma 1,463 km, China

3,380 km, Nepal 1,690 km, Pakistan 2,912 km

Capital:   New Delhi

to temperate in north

Population:  1,065,070,607 (July 2004 est.)

Ethnic Make-up:

Indo-Aryan 72%, Dravidian 25%, Mongoloid and other 3% (2000)

Religions:  Hindu 81.3%, Muslim 12%, Christian 2.3%, Sikh 1.9%, other groups including Buddhist, Jain, Parsi 2.5% (2000)

Government:  federal republic

Afghanistan 936 km, Armenia 35 km, Azerbaijan-proper 432 km,

Azerbaijan-Naxcivan exclave 179 km, Iraq 1,458 km, Pakistan 909 km, Turkey 499 km, Turkmenistan 992 km

Capital:   Tehran

Caspian coast

Population:  69,018,924 (July 2004 est.)

Ethnic Make-up: Persian 51%,

Azeri 24%, Gilaki and Mazandarani 8%, Kurd 7%, Arab 3%, Lur 2%, Baloochi 2%, Turkmen 2%, other 1%

Religions:  Shi'a Muslim 89%, Sunni Muslim 9%, Zoroastrian, Jewish, Christian, and Baha'i 2%

Government:  Islamic republic

284 km, Belarus 959 km, China (southeast) 3,605 km,

China (south) 40 km, Estonia 294 km, Finland 1,313 km, Georgia 723 km, Kazakhstan 6,846 km, North Korea 19 km, Latvia 217 km, Lithuania (Kaliningrad Oblast) 227 km, Mongolia 3,485 km, Norway 196 km, Poland (Kaliningrad Oblast) 206 km, Ukraine 1,576 km

Capital:   Moscow

through humid continental in much of European Russia; subarctic

in Siberia to tundra climate in the polar north; winters vary from cool along Black Sea coast to frigid in Siberia; summers vary from warm in the steppes to cool along Arctic coast

Population:  143,782,338 (July 2004 est.)

Ethnic Make-up: Russian 81.5%, Tatar 3.8%, Ukrainian 3%, Chuvash 1.2%, Bashkir 0.9%, Belarusian 0.8%, Moldavian 0.7%, other 8.1% (1989)

Religions:  Russian Orthodox, Muslim, other

Government:   federation

Asia (that portion of Turkey west of the Bosporus

is geographically part of Europe), bordering the Black Sea, between Bulgaria and Georgia, and bordering the Aegean Sea and the Mediterranean Sea, between Greece and Syria

Capital: Ankara

wet winters; harsher in interior

Population: 68,893,918 (July 2004 est.)

Ethnic

Make-up: Turkish 80%, Kurdish 20% (estimated)

Religions: Muslim 99.8% (mostly Sunni), other 0.2% (mostly Christians and Jews)

Government: republican parliamentary democracy

Palestine (Gaza Strip) 11 km, Israel 266 km, Libya

1,115 km, Sudan 1,273 km

Capital:   Cairo

winters

Population:  76,117,421 (July 2004 est.)

Ethnic Make-up: Eastern Hamitic stock

(Egyptians, Bedouins, and Berbers) 99%, Greek, Nubian, Armenian, other European (primarily Italian and French) 1%

Religions:  Muslim (mostly Sunni) 94%, Coptic Christian and other 6%

Government:  republic

784 km, Belgium 167 km, Czech Republic 646 km,

Denmark 68 km, France 451 km, Luxembourg 138 km, Netherlands 577 km, Poland 456 km,Switzerland
334 km

Capital:   Berlin

winters and summers; occasional warm mountain (foehn) wind

Population:  82,424,609

(July 2004 est.)

Ethnic Make-up: German 91.5%, Turkish 2.4%, other 6.1% (made up largely of Greek, Italian, Polish, Russian, Serbo-Croatian, Spanish)

Religions:  Protestant 34%, Roman Catholic 34%, Muslim 3.7%, unaffiliated or other 28.3%

Government:  federal republic

430 km, France 488 km, Holy See (Vatican City)

3.2 km, San Marino 39 km, Slovenia 232 km, Switzerland 740 km

Capital:   Rome

hot, dry in south

Population:  58,057,477 (July 2004 est.)

Ethnic Make-up:

Italian (includes small clusters of German-, French-, and Slovene-Italians in the north and Albanian-Italians and Greek-Italians in the south)

Religions:  predominately Roman Catholic with mature Protestant and Jewish communities and a growing Muslim immigrant community

Government:  republic

Bay of Biscay, Mediterranean Sea, North Atlantic Ocean, and

Pyrenees Mountains, southwest of France

Capital:   Madrid

more moderate and cloudy along coast; cloudy, cold winters

in interior, partly cloudy and cool along coast

Population:  40,280,780 (July 2004 est.)

Ethnic Make-up: composite of Mediterranean and Nordic types

Religions:  Roman Catholic 94%, other 6%

Government:  parliamentary monarchy

Argentina 1,224 km, Bolivia 3,400 km, Colombia 1,643 km,

French Guiana 673 km, Guyana 1,119 km, Paraguay 1,290 km, Peru 1,560 km, Suriname 597 km, Uruguay 985 km, Venezuela 2,200 km

Capital:   Brazilia

 184,101,109

Ethnic Make-up: white (includes Portuguese, German, Italian, Spanish, Polish)

55%, mixed white and black 38%, black 6%, other (includes Japanese, Arab, Amerindian) 1%

Religions:  Roman Catholic (nominal) 80%

Government:  federative republic

Caribbean Sea and the Gulf of Mexico, between Belize

and the US and bordering the North Pacific Ocean, between Guatemala and the US

Capital:   Mexico City

(July 2004 est.)

Ethnic Make-up: mestizo (Amerindian-Spanish) 60%, Amerindian or

predominantly Amerindian 30%, white 9%, other 1%

Religions:  nominally Roman Catholic 89%, Protestant 6%, other 5%

Government:  federal republic

between the North Pacific Ocean and the Sea of

Japan, east of the Korean Peninsula.

Capital:   Tokyo

99%, others 1% (Korean 511,262, Chinese 244,241, Brazilian 182,232,

Filipino 89,851, other 237,914)

Religions:  observe both Shinto and Buddhist 84%, other 16% (including Christian 0.7%)

pretty large and hard to get into) sees the

peach as:

superficial not to be taken seriously, childish
too playful insincere

The peach (the public sphere is relatively large and the private sphere is reserved) sees the coconut as:

unapproachable hard
stiff impolite
lacking humour gruff

open

enthusiastic
friendly humorous
flexible

The peach sees the coconut as:
reliable proper
clear honest
trustworthy

(adapted from Zaninelli 1994: 97-100)

this dimension are:

The relative importance of individual rights

vs. the greater good of the group or society

The source of an individual's identity and loyalties

The value of individual contributions vs. teamwork in accomplishing and rewarding business goals

The roles and responsibilities of individuals to other family members

Appropriate levels of assertion and self-promotion within a society

Definition: Defines the importance of individual endeavors vs.
collective undertakings.

Group-oriented society
Individuals feel a strong sense of responsibility for

other family members. Family needs will take precedence over professional obligations.

People value their role as a family or team member and identify themselves first as part of a group, then as an individual. They may be uncomfortable if the focus is placed too much on them.

Remember that individuals do not take sole credit for accomplishments, even when credit is primarily due to one person. Instead, employees are rewarded in groups. Do not single people to answer questions, provide ideas or complete a project.

Group-oriented society

Promotions will draw heavily on seniority and experience

- not performance and achievement.

Decision making may be a slow process, as many individuals across the hierarchy will need to be consulted. However, once consensus is reached, implementation is usually quite rapid.

Individualistic society
Don't expect to rely on the group to

provide answers. An individual's importance and self-worth are determined by his or her ability to think and work independently.

Try to be accepting of the fact that people live and work more independently. This may mean that they do not rely on building trusting relationships or networks of loyal contacts to fulfill their personal or professional roles and responsibilities.

As an employer or manager, provide employees with sufficient opportunities for independent problem solving. Individuals will respond well to being given the autonomy, independence and flexibility to get the job done.

Individualistic society
Be aware that it is culturally appropriate for

employees to identify opportunities to demonstrate their abilities and "make their mark." In meetings and presentations, individuals will strive to distinguish themselves. Presentations tend to be dynamic and interactive.

Remember that individual expression is encouraged and will be demonstrated in people's appearance, behavior and the way they decorate their homes and offices.

this dimension are:

The relative importance and value attached

to professional vs. personal lives

The presence or absence of government-sponsored initiatives relating to family welfare benefits

The source of an individual's identity and self-esteem

Tolerance for blurring the lines between professional and personal lives

How status and success are defined by a society

Definition: The value of achievement recognition vs. personal and family time.

Motivation society
Recognize that to succeed in this environment, you

will be expected to make sacrifices in the form of longer work hours, shorter vacation allowances and possibly frequent travel or moves.

Be aware that people will discuss business anytime, anywhere with anyone.

Recognize that people will use professional identity and achievements to evaluate others, and to provide a frame of reference for relating to others.

Motivation society
Whether in a new social or business situation,

always be assertive and introduce yourself. Self-promotion is an acceptable part of the business culture in this competitive environment. Always carry business cards.

Expect people from different social backgrounds to work and socialize comfortably together. Rather than family background or connections, individuals will be evaluated - and define themselves—based on professional or personal accomplishments.

with a Balance orientation
Recognize that employees will value their

personal time, take longer vacation allowances, and will be reluctant to work late or on weekends.

Small talk at business or social functions will cover every aspect of an individual's life and interests - and not focus exclusively on professional matters.

Employees may have a strong work ethic and work hard, but they are more likely to work on a prescribed basis, not working beyond prescribed duties or hours.

Recognize that attempts to network, to generate business leads, or to talk about work in general at social functions is considered inappropriate.

Employees will be less willing to relocate for their jobs. Family obligations will take precedence over professional loyalties or advancement.

Morning Tea” Evening banquets

Yum Cha' tea drinking ritual
Home entertaining

India - Dinner at home

Iran - Restaurant At functions

Germany - Business Lunch

Italy - Dining with a certain protocol

Japan - Restaurant of your own culture
“Karaoke” bars