COMMUNICATION CULTURE AND WORK

CHAPTER 1

TOPICS

• Cultural diversity and communication-The Nature of Culture-Cultural differences in doing business-Fundamental Dimensions of Cultural Diversity-Co-Cultural Dimensions of a Diverse Society-Diversity and Ethical Issues-Communicating across diversity

• Organizational culture-The importance of Organizational Culture-Dimensions of Organizational Culture-Creating and Maintaining Organizational

Cultures-Organizational Culture and Career Planning

The Nature of Culture

CULTURE

RACE

ETHNICITY

AGESOCIOECONOMIC

GENDER

IDENTITY

LANGUAGE

DEFINITION: A LEARNED SET OF

SHARED INTERPRETATION ABOUT BELIEFS,

VALUES AND NORMS WHICH

AFFECTS THE BEHAVIOR OF A

LARGE GROUP OF PEOPLE

THE NATURE OF CULTURE

• Culture shape the way people communicate• Culture is learned not innate• Culture are invisible to people who are used to

inhabiting them-because it is just the way we do things.

CULTURAL DIFFERENCES IN DOING BUSINESS

• DIFFERENCES IN CUSTOMS AND BEHAVIOR1. Formality-Names(US), Titles(Germany) and

Greetings(Wall Mart, German Stores)2. Social Customs-

Greetings(bow+wai+handshake),business card, gifts

3. Styles of Dress-Business suits, Conservative dress, Modest dress

CULTURAL DIFFERENCES IN DOING BUSINESS

4. Timea. Monochronic-a tangible substance, one thing is done at a

time like saving time, making time, using time and taking time so time is money, must be on time

b. Polychronic-taking a backseat to personal relationships, meeting go as long as they take

5. Tolerance for conflict-maintain harmony of a group and society and learned to appreciate different set of rules

6. Gender roles-women

CONTRASTING CHINESE AND WESTERN BUSINESS PEOPLE

CHINESE WESTERN

CONCERNS

COMMUNICATION PRACTICES

SAVING FACERESPECT, POLITENESSCOMPROMISE, FLEXIBILITYGENERAL FEELING, ‘SPIRIT’SOCIAL STATUSPATIENCE

RESERVEDTENTATIVEPERSONALNO BODY CONTACTNO POINTING

FRANKNESS, HONESTYASSERTIVENESSSELF-ASSURANCESPECIFIC TERMSTASK AT HANDTIME EFFICIENCY

EXTROVERTEDFIRMLESS PERSONALHUGGINGINDEX FINGER USED TO POINT

FUNDAMENTAL DIMENSIONS OF CULTURAL DIVERSITY

A.High vs Low Context• Low context=express thoughts, feelings and ideas clearly and

logically as possible• High context=relies on subtle and non verbal cues to convey

meaning, save face and maintain social harmony

B. Individualism vs Collectivism• Individualism=put their own interests and those of their

immediate family ahead of social concerns• Collectivism=tight social frameworks in which members of a

group fell primary loyalty toward one another and the group to which they belong, welfare of organization is important

FUNDAMENTAL DIMENSIONS OF CULTURAL DIVERSITY

A. Power Distance-attitude toward differences in authority

• High Power=power is distributed unequally, some members have greater resources and influence than others. Differences in organizational status and rank are clear cut

• Low Power=managers may have power but it is not flaunted or emphasized. Employees are more comfortable approaching and even challenging

B. Uncertainty Avoidance• A measure of how accepting culture is of a lack predictability.

Some cultures are comfortable with this. Their uncertainty allow them to take risks. Other are less comfortable with change

FUNDAMENTAL DIMENSIONS OF CULTURAL DIVERSITY

A. Tasks vs Social Orientation• Task Orientation=Focus on getting job done. Making

the team more competent through training and up to date methods.

• Social Orientation=Focus on collective concerns, cooperative problem solving, maintaining a friendly atmosphere and good works conditions

B. Short vs Long Term Orientation• Short term goals-look for quick payoff• Long term goals-work hard today for a future payoff

CO-CULTURAL DIMENSIONS OF A DIVERSE SOCIETY

• Co-cultures=groups that have a clear identity within the majority culture

• Regional Differences• Ethnicity-attitude about talk, attitude toward

conflict, self disclosure and candor and nonverbal behavior

• Disabilities-Please read page 50 for guidelines of interacting with people who have disabilities.

DIVERSITY AND ETHICAL ISSUES1. Avoiding: refuse to do business in cultures which operate according to

ethical principles that are different from yours2. Accommodating: accept the different ethical system and conform to

practices that are fundamentally different from yours3. Forcing: You could insists on doing business in a way that you believe is

ethical proper4. Educating-Persuading: try to convince the people with whom you want

to do business why your set of ethical principle is more appropriate5. Negotiating -Compromising: both parties could give up something to

negotiate a settlement6. Collaboration-Problem Solving: confront the conflict directly and work

together to develop a mutually satisfying solution

QUESTIONS TO CONSIDER WHN FACING DIVERSITY AND ETHICAL ISSUES

• How morally significant is this situation?• Is there home culture consensus regarding the

issue?

COMMUNICATING ACROSS DIVERSITY

DenialNo perception of differences

DefenseHostility toward other cultures

MinimizationBelief that cultural differences are superficial

AcceptanceRecognition and exploration of differences

AdaptationAbility to empathize, shift frame of reference

IntegrationRecognizing and embracing differences

SELF CENTERED OTHER CENTERED

STAGES OF INTERCULTURAL SENSITIVITY

COMMUNICATING ACROSS DIVERSTIY

• Become culturally literate• View diversity as an opportunity• Avoid Ethnocentrism• Don’t Condescend• Create Dialogue

ORGANIZATIONAL CULTURE AND COMMUNICATION

• Organizational culture=a relatively stable, shared set of rules about how to behave and set of values about what is important

• People with identical personal backgrounds may have different cultures depending on the organizations to which they belong

THE IMPORTANCE OF ORGANIZATIONAL CULTURE

• To determine where and how long you work (flextime/telecommuting)

• Shape the emotional environment (degree of cooperation or competition

• Notions of how much and what kinds of fun• Influence you and other dress• The space in which you work(size, decoration)• Govern the amount and type of interaction

Theory X vs Theory YTheory X

•Work is distasteful•Not ambitious, little desire of responsibility•Little aptitude for creativity in solving problems•Self centered•Resist change•Gullible and unintelligent

Theory Y

•Work can be as natural as play•Self-directed and creative•Capacity for creativity spreads throughout organizations•Handle responsibility•People will see responsibility

DIMENSIONS OF ORGANIZATIONAL CULTURE

• Sociability• Power distribution and job autonomy• Degree of structure• Achievement rewards• Opportunities for growth• Tolerance for risk and change• Conflict tolerance• Emotional support

CREATING AND MAINTAINING ORGANIZATIONAL CULTURES

• Set the tone for organization’s lifelong culture• Customs and rituals develop that maintain a

company’s values• These practices reflect a company’s culture

and continue to shape it• Corporate downsizing can be the ultimate

measure of management’s attitude toward employees

ORGANIZATIONAL CULTURE AND CAREER PLANNING

• Study the physical setting• Read what the company says about itself• Test how the comany greets strangers• Interview company people• Learn how people spend their time