#176 Intercultural Business Communication: Effective International Business Communication Leading To

Transcription

1 #176 Intercultural Business Communication: Effective International Business Communication Leading To International Business Communication International Business Communication P. 1

2 Intercultural Business Communication: Effective International Business Communication Leading To International Business Communication International Business Communication P. 2

3 For Whom This Programme is Designed This Programme is Designed For: Managers Supervisors Team Leaders Business Owners Board of Directors CEO s Executives Training and Employee Communication Professionals Other Professionals at all levels who wish to have more effective business conversation Programme Co-ordinator: Prof. Dr. R. B. Crawford Director HRODC Postgraduate Training Institute PhD (London), MEd. M. (Bath), Adv. Dip. Ed. (Bristol), PGCIS (TVU), ITC (UWI), MSCOS P. 3

4 Member of the Asian Academy of Management - MAAM, Member of the International Society of Gesture Studies - MISGS Member of the Academy of Management - MAOM, LESAN, Visiting Professor Polytechnic University of the Philippines - PUP Duration: 3 months Intensive Full-Time or 6 months Full-Time Cost: 38, VAT (UK Government Tax) Per Delegate for UK Delivery 45, VAT (EU Tax) Per Delegate for non-uk European Delivery 45, Per Delegate for Non-European Delivery (No Tax Charged) Cost includes: Continuous refreshments, Hot Lunch, Stationery, Course Guide and Supplement, HRODC Postgraduate Diploma or HRODC Certificate of Attendance and Participation Location: HRODC Training Centre - Central London UK and International Locations Dates: Schedule attached or at: Schedule - Part 4: ma_ma_mba_msc_short_courses_hrm_petroleum_oil_gas_accounting_business_english _Communication.htm Click to book this course: annesburg_cairo_jeddah_abu_dhabi_kuwait_mba_msc_ma_course.htm P. 4

5 Course Programme for Intercultural Business Communication: Effective International Business Communication Leading to Postgraduate Diploma and MSc International Business Communication Programme Objectives By the conclusion of the specified learning and development activities, delegates will be able to: To understand the intercultural nature of business communication To appreciate intercultural communication as communication shaped not only by national cultures, but also by other cultural dimensions such as ethnicity, gender and social class To heighten your awareness of differences in communication styles across cultures To develop positive attitudes towards people from different cultural group To explore cultural self-awareness, other culture awareness, and the dynamics that arises in interactions between the two. To understand how communication processes differ among cultures. To identify challenges that arise from these differences in intercultural interactions and learn ways to creatively address them. To discover the importance of the roles of context and power in studying intercultural communication. To acquire knowledge, skills and attitudes that increase intercultural competence Understand how language affects intercultural business communication. Be aware of problems associated with language diversity. Understand number usage differences that may have an impact on intercultural written communication Understand how language construction, thought, perception and culture are linked. Understand the limits of using second language. Be aware that language differences exist even when people speak the same language. Understand the importance of accurate translation and interpretation to intercultural communication. P. 5

6 Understand how to use parables and proverbs as insights into the culture. Understand the concepts of the Sapir-Whorf and Bernstein hypothesis. Define the intercultural negotiation process Understand the steps in the negotiation process Learn how to avoid mistakes commonly made in intercultural negotiations Become knowledgeable about intercultural negotiation models Understand negotiation strategies, including conflict resolution Understand various trade agreements that affect intercultural negotiations Understand the elements of cross-cultural negotiation Consider stereotypes that affect intercultural negotiations Take into consideration comparative negotiation styles Identify characteristics of effective negotiators Understand the importance of protocol in intercultural negotiations Understand how group and individual orientation, face-to-face strategies, and the media affect negotiations Understand how personal constructs affect negotiations To understand the laws affecting international business communications Programme Contents, Concepts and Issues Module 1: Intercultural Communication in Perspective Globalization Culture Dimensions of Culture Describe the U.S. or Another Culture Using Borden Language Verb Nonverbal Physical Environment - Natural P. 6

7 Stereotypes Psychological - Manmade Human Behaviour Content - Knowledge - Belief Systems Processes - Encoding Thought - Decoding Thought Stereotypes of U.S. Persons Stereotypes of People of Other Nationalities Stereotypes of Other Groups (Japanese and US Students) Enculturation Acculturation Front stage Culture Backstage Culture Cultural Synergy Multicultural Ethnocentrism Mindsets Norms, Rules, Roles and Networks Subculture and Subgroups Cultural Intelligence Communication Barriers Physical Cultural Perceptual Motivational Experiential Linguistic P. 7

8 Emotional Nonverbal Competition Cultural Iceberg Domestic and Global Mindsets Multinational Management Orientations Ethnocentric Management Polycentric Management Regiocentric Management Geocentric Management Ten Commandments for Going International Dimensions of Acculturation Integration Separation Assimilation Deculturation What Foreign Students would like to see Incorporated to their Own Culture? Module 2: Universal Communication Systems Economic ISMs Socialism Communism Nazism Anarchism Capitalism Economic Systems U.S. United Kingdom Mexico Japan Canada P. 8

9 Political Systems U.S. Canada China United Kingdom France Germany Japan Iran Mexico United Arab Emirates South Korea World Economics Foreign Competition Increased Productivity World Competition for Positions Quality versus Price Supernationalism Subnationalism Educational Systems Formal and Informal Education Education in the U.S. Education in Japan Social Stratification Occupational Rankings Marriage and Family Systems Family Systems Nuclear Family Extended Family Common Family Systems Polygyny P. 9

10 Polyandry Monogamy Serial Monogamy Social Hierarchies and Social Interaction Social Reciprocity Independent Social Reciprocity Symmetrical-Obligatory Reciprocity Complementary-Obligatory Reciprocity Group Membership Intermediaries Formality Property Private (U.S.) Utilitarian (Mexico) Community (Native American) Hierarchical Divisions Ethnic Groups Social Classes Castes Tribes Gender Unequal Treatment of Men and Women in the World Module 3: Contrasting Cultural Values and Communication Impact Semantic Differences Attribution and Perception Attribution Attribution Training Perception Uncertainty-Reduction Theory Uncertainty Avoidance P. 10

11 Creates Uncertainty Creates Anxiety Learned Behaviours Reinforced by Family, School and Government High Uncertainty Avoidance Culture Latin America Latin Europe Japan South Korea Countries with Low or Weak Uncertainty Avoidance U.S.A. India United Kingdom Denmark Singapore Differenced Between Weak/Strong Uncertainty Avoidance Societies Globe Uncertainty Avoidance Attitudes Toward Women Percentage of Women in Top Management Positions Work Attitudes Work Ethic U.S. Persons Value Work European Persons Work 2007 Weekly Hours Work Cultural Attitudes Toward Work Europeans Australians Japanese Attitude Toward Ethics Ethical Behaviour Ethical Standards P. 11

12 Ethics: The Four-Way Test Is it the truth? Is it fair to all concerned? Will it build goodwill and better friendships? Will it be beneficial to all concerned? Personal vs. Societal Ethics Standards of Business Ethics are Culturally Relative Religious Influences Individualism and Collectivism Individualism Collectivism The Hofstede and Globe Studies Hofstede uses a Linear Scale Globe has Multiple Levels Power Distance In-Group Collectivism Institutional Collectivism Inequality within Society Power, Wealth, Status and Social Position Physical Intellectual Index measures the Degree of Acceptance of Unequal Distribution of Power Both Hofstede and Globe Agree on this Construct Gender Indices Long-Term versus Short-Term Goals (Future Orientation) Long-term Orientation Concerned with Future, Perseverance, Thrift, Hard Work, Learning Openness, Accountability and Self-discipline Family and Work are not Separated Short-term Orientation P. 12

13 Concerned with Bottom Line, Control Systems, Respecting Tradition and Preserving Face Fulfilling Social Obligations Module 4: Pertinent Cultural Shocks and Impact Introduction Stages of Cultural Shock Excitement and Fascination with the New Culture Crisis or Disenchantment Period Adjustment Phase Acceptance or Adaptation Phase Re-entry Shock U-Curve W-Curve Problems Related to Re-entry Shock Repatriation Returnee Expectations Returnee Feelings of Alienation and Isolation can Cause Trauma Returnee can feel Cultural Dissonance Caused by - Personnel Change - New Company Policies and Procedures - Different Performance Valuation Methods - Different Benefits and Compensation - Different Job Responsibilities Alleviating Cultural Shock Alleviating Cultural Shock by Careful Selection of Overseas Personnel Sensitive, Cooperative, Able to Compromise Open to Others Opinion Reaction to New Situations Understanding of Own Values and Awareness of Values in Other Cultures Reaction to Criticism P. 13

14 Understanding of U.S. Government System Ability to Develop Contacts in New Culture Patience and Resiliency Training Models Intellectual or Classroom Model Area Training or Simulation Model Self-awareness of Human Relations Model Cultural Awareness Model Interaction Approach Multidimensional Approach Feedback and Rewards Developing Employees to their Potential Success or Failure Due To: Self-efficacy Prior International Experience Age Cross-cultural Fluency Interpersonal Skills Flexibility Cultural Sensitivity Adaptability Aspects of Cultural Shock Cultural Stress Social Alienation Social Class and Poverty-Wealth Extremes Financial Information Relationships and Family Considerations Spouse of Family Member who Cannot Adapt Family Training to Minimize Adjustments Encourage Children to Discuss their Anxieties and Fears Public and Private Self (The Johari Window) P. 14

15 Module 5: Language Intercultural Miscommunication High-context and Low-context Culture and Language High-Context Culture And Establish Social Trust First Value Personal Relations and Goodwill Agreement by General Trust Negotiations Slow and Ritualistic Language Nonverbal; Cultural Aspects are Important Language Transmits Little of Explicit Message Restricted Code Speech Coding Low-Context Culture Get Down to Business First Value Expertise and Performance Agreement by Specific, Legalistic Contract Negotiates as Efficiently as Possible Language Message is Explicit May be Given more than One Way to Assure Understanding Very Direct and Verbal Elaborated Code Speech Coding Language Diversity Problems Language of Numbers Informal and Alternative Languages Slang Expressions Euphemisms P. 15

16 Jargon Acronyms Colloquialisms Alternative Languages Argot Cant Ebonics Forms of Verbal Interaction Repartee Verbal Duelling Ritual Conversation Self-disclosure Linear/Nonlinear Languages Vocabulary Equivalence International Blunders Parables and Proverbs U.S. Proverbs Chinese Proverbs German Proverbs Japanese Proverbs Conversation Taboos The Nature of Language Semanticists Grammarians Novelists Linguists How Languages Differ Syntactic Rule Meanings Variations in Verbal Style Japanese Verbal Style P. 16

17 Mexican Verbal Style Chinese Verbal Style Verbal Styles in Arab World German Verbal Style Language Variations in the U.S. Age Gender Race Translation Problem Regional Variations Problems with Translators English Abroad: Something s Lost in Translation Interpreter Use Host Language Thought Subjective Interpretation Ways of Thinking Thoughts Toward Nature Language and Culture Interaction Sapir-Whorf Hypothesis Linguistic Determinism Bernstein Hypothesis Lost in Translation (Countries in Their Languages) Label/Babel Module 6: Oral and Nonverbal Communication Patterns Evaluate Thought Patterns Speed of Making Decisions Understand Paralanguage What is Meant by Paralanguage Differences in Loudness of Speech is Culture Specific and Gender Specific P. 17

18 Nonverbals Chronemics (Time) Proxemics (Space) Oculesics (Gaze/Eye Contact) Olfactics (Smell) Haptics (Touch) Kinesics (Body Language) Chromatics (Color) Silence Monochronic/Polychronic Cultures Appreciate Attitudes Toward Time and Use of Space Space (Proxemics) Space Zones in the U.S. Elevator Proxemics Understand the Role that Eye Contact, Smell, Color, Touch and Body Language Play The Office Environment and Nonverbal Messages Gaze/Eye Contact (Oculesics) Smell (Olfactics) Touch (Haptics) Don t Touch Cultures Middle Ground Countries Touch Cultures Location of the Touch is Important Body Language (Kinesics) Facial Expressions Gestures General Guidelines (U.S. Gestures) Additional Guidelines for Gesturing in Various Cultures The Vertical Horns Gesture Other Gestures Posture and Stance P. 18

19 Color (Chromatics) Recognize Nonverbal Leakage Module 7: Written Communication Patterns Introduction What Percent of Outgoing International Correspondence is sent in English? Lexical Errors Syntactic Errors Know your Reader International English Writing Tone and Style Letter Formats Examples of Japanese Seasonal Greetings How an Address is Written Shows the Relationship Facsimiles (Fax) Electronic Mail ( ) Résumé and Job Search Information Module 8: Global Etiquette Introductions Business Card Exchange Position and Status Age and Hierarchy Age takes precedence over rank. The higher the rank of the person you are introduced to, the lower you bow. The person of lower rank bows first and lowest. Junior persons stop bowing first. You are also expected to sit and to go through the door in rank order. Electronic Communication Etiquette Netiquette (Network Etiquette) Proper Netiquette Avoids the following P. 19

20 Usage Shouting Dissing Flaming Spamming Fax Transmissions Dining Practices Tipping Gift Giving Unusual U.S. Dining Practices Eating Styles Gift Giving in Japan Global Gift Giving Guidelines Travel Etiquette Proper Behavior during a Flight Module 9: Business and Social Customs Greeting and Handshaking Customs Types of Handshake Verbal Expressions Commonly Used Expressions Male and Female Relationships In High-Context Societies In Low-Context Societies Humor in Business Superstitions and Taboos Dress and Appearance Cultural Differences in Dress and Appearance Business Casual Dress Customs Associated with Holidays and Holy Days Holidays and Holy Days that may Affect Business P. 20

21 Office Customs and Practices Customary Demeanour/Behaviour Bribery Special Foods and Consumption Taboos Unusual Foods Business Travellers are Going Global Consumption Taboos Module 10: Intercultural Negotiation Process Introduction Steps in the Negotiation Process Preparation and Site Selection Team Selection Relationship Building Opening Talks Discussions Agreement Common Negotiation Mistakes Intercultural Negotiation Models Problem-Solving Approach Competitive Approach Compromising Forcing Legalism Four Stage Negotiation Model Investigative Presentation Bargaining Agreement Negotiation Strategies People act on basis of their own best interests P. 21

22 Truth in negotiations Faith Fact Feeling U.S. negotiators make fewer adjustments to their opponent Include: preparation, tactics, conflict resolution and mediation, and observation, analysis, and evaluation Trade Agreements Validated License Free Trade Zones or Trade Blocs NAFTA Benefits The U.S. Negotiator s Global Report Card Statements Characteristics of U.S. Negotiating Style Module 11: Intercultural Negotiation Components Cross-Cultural Negotiation Components The Players and Situation Cultural Noise National Culture Power and Authority Perception Interpreters and Translators Gender Environment Relationship and Substantive Conflicts Stereotypes that Affect Intercultural Negotiations Comparative Negotiation Style Characteristics of Effective Negotiators Observant, patient, adaptable and good listeners Mentally sharp Think before they speak P. 22

23 Do their country homework Praise what is praiseworthy and refrain from criticizing the other side Keep their promises and negotiate in good faith Protocol in Intercultural Negotiations Three Protocol Types Tribal Collective Pluralist All cultures share the need for honesty, courage, respect for human dignity, fairness, and love; however, these have different meanings in different cultures Reality is not always the same in every culture Group vs. Individual Orientation Group Orientation Your identity belongs to the group Decisions reached by consensus Contracts are flexible Individual Orientation Your identity belongs to you Decisions can be made by individuals Contracts are inflexible Face-to-Face Strategies Negotiating in person rather than through the mail, fax, telephone, telegraph, lawyers, or other intermediaries Face-to-face negotiators behaviours Irritators Role of Media Counterproposals Argument dilution Reviewing the negotiation Supporting or tearing down Media is a culture with cultural biases P. 23

24 Tend to have a stereotypical view of business See other cultures through the bias of the U.S. perceptual grid Advertisers use media to get dollars Movies promote stereotypes Personal Constructs Affect Negotiations An individual s belief system and attitudes Can differ within a culture as well as between cultures Expectations are based on learned life experiences Adaptability is important to success Adages Birds of a feather flock together They re in America; they should act like Americans When in Rome, do as the Romans do The Four C s Common Interest Conflicting Interest Compromise Criteria Mindsets Module 12: Laws Affecting International Business and Travel Home Country and Host Country Laws Legal Requirements that Govern U.S. Citizens' Actions During Negotiations Antidiversion Requirement Antiboycott Regulations Antitrust Laws Written Information Laws The Export Administration Act of 1985 The Arms Export Control Act of 1968 and Trading with the Enemy Act of 1917 The International Emergency Economic Powers Act of 1977 Technology Laws P. 24

25 The World Intellectual Property Organization (WIPO) Berne Convention Implementation Act of 1988 Madrid Convention Employment Laws Maquiladora Law International Laws Contracts International Court of Justice (also known as the World Court) The three legal bodies in the United Nations United Nations Commission on International Trade Law (UNCITRAL) The International Commission Sixth Committee of the General Assembly. A movement by institutions concerned with international business has encouraged the development of agreements and laws that are uniformly accepted in world trade International Chamber of Commerce International Commercial Terms (Incoterms) ECE Standard Conditions The Hague Convention The Vienna Agreement Quasi-International Law Sanctions Macaulay s Thesis Thematization Governance Structures Global Patents Unwritten Law Market Governance Trilateral Governance Bilateral Governance Unified Governance Ethics and the Law P. 25

26 Four Motivations for Unethical Conduct Profit Competition Justice Advertising The Three Dimensions of Negotiation Ethics Means/Ends Relativism/Absolutism Truth Telling Laws Related to Ethics in Business Foreign Corrupt Practices Act of 1977 The Doctrine of Sovereign Compliance Export Trading Company Act of 1982 Legal and Ethical Practices are Viewed Differently International Travel and Law A Passport Citizenship Visa Consulate Custom Agents Duties Suggestions for International Travel Country-Specific Travel Tips Travel Advice P. 26

27 Synopsis of Diploma Postgraduate, Postgraduate Diploma and Postgraduate Degree Regulation Posttgraduatte Diiplloma and Diiplloma Posttgraduatte:: Theiir Diisttiincttiion and Assessmentt Requiirementt Delegates studying courses of 5-9 days duration, equivalent to Credit Hours (direct lecturer contact), will, on successful assessment, lead to the Diploma Postgraduate. This represents a single credit at Postgraduate Level. While 6-day and 7-day courses also lead to a Diploma Postgraduate, they accumulate 36 and 42 Credit Hours, respectively. Delegates and students who fail to gain the required level of pass, at Postgraduate Level will receive a Certificate of Attendance and Participation. The Certificate of Attendance and Participation will not count, for cumulative purpose, towards the Postgraduate Diploma. Courses carry varying credit values; some being double credit, triple credit, quad credit and 5- credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is explained, later, in this document, a Postgraduate Diploma is awarded to students and delegates who have achieved the minimum of 360 Credit Hours, within the required level of attainment. Credit Value and Credit Hours examples of Diploma Postgraduate Courses are as follows: Crediitt Vallue Crediitt Hours Single-Credit Double-Credit Triple-Credit Quad-Credit Other Credit Values are calculated proportionately. P. 27

28 Because of the intensive nature of our courses and programmes, assessment will largely be incourse, adopting differing formats. These assessment formats include, but not limited to, inclass tests, assignments, end of course examinations. Based on these assessments, successful candidates will receive the Diploma Postgraduate, or Postgraduate Diploma, as appropriate. In the case of Diploma Postgraduate, a minimum of 70% overall pass is expected. In order to receive the Award of Postgraduate Diploma, candidate must have accumulated at least the required minimum credit-hours, with a pass (of 70% and above) in at least 70% of the courses taken. Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or Diploma - Postgraduate - will be given support for 2 re-submissions for each course. Those delegates who fail to achieve the assessment requirement for the Postgraduate Diploma or Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be awarded the Certificate of Attendance and Participation. Diiplloma Posttgraduatte,, Posttgraduatte Diiplloma and Posttgraduatte Degree Applliicattiion Requiirementts Applicants for Diploma Postgraduate, Postgraduate Diploma and Postgraduate Degrees are required to submit the following documents: Completed Postgraduate Application Form, including a passport sized picture affixed to the form; A copy of Issue and Photo (bio data) page of the applicant s current valid passport or copy of his or her Photo-embedded National Identity Card; Copies of credentials mentioned in the application form. P. 28

29 Admiissiion and Enrollmentt Procedure On receipt of all the above documents we will make an assessment of the applicants suitability for the Programme for which they have applied; If they are accepted on their Programme of choice, they will be notified accordingly and sent Admission Letters and Invoices; One week after the receipt of an applicant s payment or official payment notification, the relevant Programme Tutor will contact him or her, by or telephone, welcoming him or her to HRODC Postgraduate Training Institute; Non-European Students will be sent immigration documentation, incorporating a Visa Support Letter. This letter will bear the applicant s photograph and passport details; Applicants will be notified of the dates, location and venue of enrolment and orientation; Non-UK students will be sent general information about student life in the UK and Accommodation details. Modes off Sttudy ffor Posttgraduatte Diiplloma Courses There are three delivery formats for Postgraduate Diploma Courses, as follows: 1. Intensive Full-time Mode (3 months); 2. Full-time Mode (6 month); 3. Video-Enhanced On-Line Mode. Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved. P. 29

30 Cumullattiive Posttgraduatte Diiplloma Courses All short courses can accumulate to the required number of hours, for the Postgraduate Diploma, over a six-year period from the first registration and applies to both general and specialist groupings. In this regard, it is important to note that short courses vary in length, the minimum being 5 days (Diploma Postgraduate) equivalent to 30 Credit Hours, representing one credit. Twelve 5-day short courses, representing twelve credits or the equivalent of 360 Credit Hours are, therefore, required for the Award of Postgraduate Diploma. A six-day course (Diploma Postgraduate) is, therefore, equivalent to 36 hours Credit Hours, representing one credit. Therefore, ten short courses, of this duration, equates to the required 360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While double-credit courses last between ten and fourteen days, triple-credit courses range from fifteen to nineteen days. Similarly, quad-credit courses are from sixteen to nineteen days. On this basis, the definitive calculation on the Award requirement is based on the number of hours studied (aggregate credit-value), rather than merely the number of credits achieved. This approach is particularly useful when a student or delegate studies a mixture of courses of different creditvalues. For those delegates choosing the accumulative route, it is advisable that at least two credits be attempted per year. This will ensure that the required number of credit hours for the Postgraduate diploma is achieved within the six-year time frame. Progressiion tto Posttgraduatte Degree MA,, MBA,, MSc On the successful completion of the Postgraduate Diploma, delegates may register for the Masters Degree, after their successful completion of Course #7: Research Project: Design, Conduct & Report. P. 30

31 The Delegates Degree Registration Category will be dictated by the courses or modules studied at Postgraduate Diploma Level. The categories relate to Master of Business Administration (MBA); Master of Arts (MA) Master of Science (MSc); Executive Master of Business Administration (Executive MBA). Additional details are provided in the document entitled: regulation For HRODC Postgraduate Training Institute Diploma Postgraduate - Postgraduate Diploma and Masters Degree MA, MBA, MSc. Terms and Conditions HRODC Policy Terms and Conditions are Available for viewing at: Or Downloaded, at: _Seminar_Schedule.htm The submission of our application form or otherwise registration by of the submission of a course booking form or booking request is an attestation of the candidate s subscription to our Policy Terms and Conditions, which are legally binding. P. 31