跨文化溝通技巧重點總結

1、精選優(yōu)質文檔-傾情為你奉上精選優(yōu)質文檔-傾情為你奉上專心-專注-專業(yè)專心-專注-專業(yè)精選優(yōu)質文檔-傾情為你奉上專心-專注-專業(yè)跨文化重點總結 Chapter1P4MNC: A firm having operations in more than one country, international sales, and a nationality mix among managers and owners.P17Global Economic SystemsMarket EconomyA market economy exists when private enterprise reserv

2、es the right to own property and monitor the production and distribution of goods and services while the state simply supports competition and efficient practices.Command EconomyA commend economy is comparable to a monopoly in the sense that the organization in this case the government, has explicit

3、 control over the price and the supply of a good or service.A mixed economy is a combination of a market and a command economy.(While some sectors of this system reflect private ownership and the freedom and flexibility of the law of demand , other sectors are subject to government planning.)Chapter

4、2P36International jurisdiction: a jurisdictional principle of international law which holds that every country has jurisdiction over its citizen no matter where they are located.Doctrine of Comity: a jurisdictional principle of international law which holds that there must be mutual respect for the

5、laws, institutions, and governments of other countries in the matter of jurisdiction over their own citizens.Chapter3P55Ethics: the study of morality and standards of conducts.P58Income per capitaPollutionFigure 3-1Income per capitaPollutionP62CSR: corporate social responsibility. The actions of a f

6、irm to benefit society beyond the requirements of the law and the direct interests of the firm.NGOs: nongovernmental organizations. Private, not-for profit organizations that seek to serve societys interests by focusing on social, political, and economic issues such as poverty, social justice, educa

7、tion, health, and the environment.P64Table 3-1: Principles of the Global CompactHuman RightsPrinciple 1:support and respect the protection of internationally proclaimedhuman rightswithin their sphere of influence.Principle 2: make sure that their own corporations are not complicit in human rights ab

8、uses.LaborPrinciple 3:freedom of association and the effective recognition ofthe right to collective bargainingPrinciple 4: the elimination of all forms of forced and compulsory laborPrinciple 5: the effective abolition of child laborPrinciple 6: the elimination of discrimination in respect of emplo

9、yment and occupationEnvironmentPrinciple 7: support a precautionary approach to environmental challengesPrinciple 8:undertake initiatives to promote greater environmental responsibilityPrinciple9:encourage the development and diffusion of environmentally friendly technologiesAnticorruptionPrinciple

10、10:Businesses should work against corruption in all its forms, including extortion andbribery.Chapter4P100Culture: acquired knowledge that people use to interpret experience and generate social behavior. This acknowledge forms values creates attitudes, and influence behavior.The six features of cult

11、ureLearned. Culture is not inherited or biologically based; it is acquired by learning and experience.Shared. People as members of a group, organization, or society share culture; it is not specific to single individuals.Transgenerational. Culture is cumulative, passed down from one generation to th

12、e next.Symbolic. Culture is based on the human capacity to symbolize or use one thing to represent another.Patterned. Culture has structure and is integrated; a change in one part will bring changes in another.Adaptive. Culture is based on human capacity to change or adapt, as opposed to the more ge

13、netically driven adaptive process of animals.P101Table4-1 Priorities of Culture Values: United States, Japan, and Arab CountriesUnited States Japan Arab CountriesFreedom 1. Belonging 1.Family securityIndependence 2. Group harmony 2.Family HarmonySelf-reliance 3. Collectiveness 3.Parental guidanceEqu

14、ality 4. Age/Seniority 4.AgeIndividualism 5. Group consensus 5.AuthorityCompetition 6. Cooperation 6.CompromiseEfficiency 7. Quality 7.DevotionTime 8. Patience 8.patienceDirectness 9. Indirectness 9.IndirectnessOpenness 10. Go-between 10.HospitalityP1028 specific examplesCentralized vs. decentralize

15、dSafety vs. riskIndividual vs. group rewardsInformal vs. formal proceduresHigh vs. low organizational loyaltyCooperation vs. competitionShort-term vs. long-term horizonsStability vs. innovationP105Values: basic convictions that people have recording what is right or wrong, good or bad, important and

16、 unimportant.P108Hofstedes Culture DimensionsBackground: for one companyIBMPower distanceThe extent to which less powerful members of institutions and organizations accept that power is distributed unequally.Uncertainty AvoidanceThe extent to which people feel threatened by ambiguous situations and

17、have created beliefs and institutions that try to avoid these.Individualism & CollectivismIndividualism: the tendency of people to look after themselves and their immediate family only.Collectivism: the tendency of people to belong to groups or collectives and to look after each other in exchange fo

18、r loyalty.Masculinity & FemininityMasculinity: a cultural characteristic in which the dominant values in society are success, money, and things.Femininity: a cultural characteristic in which the dominant values in society are caring for others and the quality of life.P114Trompenaarss Cultural Dimens

19、ionsBackground: 15000 managers from 28 countriesUniversalism vs. ParticularismUniversalism: the belief that ideas and practices can be applied everywhere in the world without modification.Particularism: the belief that circumstances dictate how ideas and practices should be applied and that somethin

20、g cannot be done the same everywhere.Individualism vs. CommunitarianismCommunitarianism: refers to people regarding themselves as part of a group.Neutral vs. EmotionalNeutral culture: a culture in which emotions are held in check.Emotional culture: a culture in which emotions are expressed openly an

21、d naturally.Specific vs. DiffuseSpecific culture: a culture in which individuals have a large public space they readily share with others and a small private space they guard closely and share with only close friends and associates.Diffuse culture: a culture in which public space and private space a

22、re similar in size and individuals guard their public space carefully, because entry into public space affords entry into private space as well.Achievement vs. AscriptionAchievement culture: a culture in which people are accorded status based on how well they perform their functions.Ascription cultu

23、re: a culture in which status is attributed based on who or what a person is.P116Figure 4-8Trompenaarss Relationship Orientations on Cultural DimensionsUniversalism ParticularismUSA, Aus, Ger/Swi, Swe, UK, NL, Czh, Ita, Bel, Brz, Fra, Jap/Sin, Arg, Mex, Tha, HK, Chi, Ido, CIS, VenIndividualismCommun

24、itarianismUSA, Czh, Arg/CIS/Mex, UK, Swe/Aus, Spa/NL, Brz, Swi, Bel, Ven, HK, Ita, Ger, Chi, Fra, Ido, Jpn, Tha, SinNeutral EmotionalJpn, UK, Sin, Aus, Ido, HK, Tha, Bel/Ger, Swe/Arg/USA, Czh/Fra, Spa, Ita/Ven, CIS, Brz, Chi, Swi, NL, MexSpecific DiffuseAus, UK, USA/Swi, Fra, NL, Bel, Brz, Czh, Ita/

25、Ger, Arg/Jpn/Mex, Ido, CIS, Tha, HK/Sin/Swe, Spa, Chi, VenAchievement AscriptionAus, USA, Swi/UK, Swe/Mex, Ger, Arg, Tha, Bel, Fra, Ita/Brz, NL/HK, Spa, Jpn, Czh, Sin, CIS, Chi, Ido, VenP119Time: Sequential SynchronousSequential: approaches are prevalent, people tend to do only one activity at a tim

26、e, keep appointments strictly, and show a strong preference for following plans as they are laid out and not deviating from them.Synchronous: approaches are common, people tend to do more than one activity at a time, appointments are approximate and may be changed at a moments notice, and schedules

27、generally are subordinate to relationship.P122GLOBAL: a multicountry study and evaluation of cultural attributes and leadership behaviors among more than 17000 managers from 951 organizations in 62 countries.P123GLOBAL 9 dimensionsUncertaintyavoidancePower distanceCollectivism I: 社會集體主義Collectivism

28、II: 組內集體主義Gender egalitarianismAssertivenessFuture orientationPerformance orientationHumane orientationChapter 5P1344 predispositionsEthnocentric predisposition: a nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisionsPolycentric predi

29、sposition: a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates.Regiocentricpredisposition: a philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis.Geoc

30、entric predisposition: a philosophy of management whereby the company tries to integrate a global systems approach to decision making.Globalization imperative: a belief that one worldwide approach to doing business is the key to both efficiency and effectiveness.P138Parochialism: the tendency to vie

31、w the world through ones own eyes and perspectives.Simplification: the process of exhibiting the same orientation toward different cultural groups.P141HAIRL:Helicopter: the capacity to take a broad view from above;Analysis: the ability to evaluate situations logically and completely;Imagination: the

32、 ability to be creative and think outside the box;Reality: the ability to use information realistically;Leadership: the ability to effectively galvanize and inspire personnel.NetherlandsFranceGermanyBritainRILHAAAIHLRRLHIAIRHLChapter 6P161Organizational culture: shared values and beliefs that enable

33、 members to understand their roles in and the norms of the organization.Observed behavioral regularities, as typified by common language, terminology, and rituals.員工行為規(guī)范Norms.Dominant values.Philosophy.Rules.Organizational climate.P164Table 6-1: Dimensions of Corporate CultureMotivationActivitiesOut

34、putsTo be consistent and precise. To strive for accuracy and attention to detail. To refine and perfect. Get it right.To be pioneers. To pursue clear aims and objectives. To innovate and progress. Go for it.RelationshipJobPersonTo put the demands of the job before the needs of the individual.To put

35、the needs of the individual before the needs of the job.IdentifyCorporateProfessionalTo identify with and uphold the expectations of the employing organizationsTo pursue the aims and ideals of each professional practice.CommunicationOpenClosedTo stimulate and encourage a full and free exchange of in

36、formation and option.To monitor and control the exchange and accessibility of information and option,ControlTightLooseTo comply with clear and definite systems and procedures.to work flexibly and adaptively according to the needs of the situation.ConductConventionalPragmaticTo put the expertise and

37、standards of the employing organization first. To do what we know is right.To put the demands and expectations of customers first. To do what they ask.P167EquityFulfillment-oriented Project-orientedCulture CulturePerson INCUBATOR GUIDED MISSLE TaskEmphasis FAMILY EIFFEL TOWER Emphasis Power-oriented

38、 Role-orientedCulture CultureHierarchyFamily culture: a culture that is characterized by a strong emphasis on hierarchy and orientation to the person.Effiel Tower culture: a culture that is characterized by strong emphasis on hierarchy orientation to the task.Guided missile culture: a culture that i

39、s characterized by strong emphasis on equality in the workplace and orientation to the task.Incubator culture: a culture that is characterized by strong emphasis on equality in the workplace and orientation to the person.P174Figure 6-4: locations of international Cross-Culture InteractionDomestic fi

40、rms 無International firms 出口Multinational firms 外商直接投資Global firms 全球化圖下面那一段話P175Group multiculturalismHomogeneous groupsTaken groupsBicultural groupsMulticultural groups缺點：Overall, diversity may cause a lack of cohesion that results in the units inability to take concert action, be productive, and a

41、 work environment that is conductive to both efficiency and effectiveness.Another potential problem may be perceptual.Still another potential problem with diversity groups is miscommunication or inaccurate communication which can occur for a number of reasons.Another contribution to miscommunication

42、 may be the way in which situations are interpreted.Diversity also may lead to communication problems because of different perceptions of time.優(yōu)點While there are some potential problems to overcome when using culturally diverse groups in todays MNCs, there are also very many benefits to be gained. In

43、 particular, there is growing evidence that culturally diverse groups can enhance creativity, lead to better decisions, and result in more effective and productive performance.One main benefit of diversity is the generation of more and better ideas. Because group members come from a variety of cultu

44、res, they often are able to create a greater number of unique(and thus creative) solutions and recommendations.A second major benefit is that culturally diverse groups can prevent groupthink, which is caused by social conformity and pressures on individual members of a group to conform and reach con

45、sensus.Diversity in the workplace enhances more than the internal operations but relationships to customers as well.Groupthink: consensus reached because of social conformity and pressures on individual members of a group to conform to group norms.P178Figure 6-5: Group Effectiveness and CultureHighl

46、y Average HighlyIneffectiveness effectiveness effectivenessChapter 7P187Context: information that surrounds a communication and helps convey the message.In high-context societies, such as Japan and many Arab countries, messages are often highly coded and implicit.In low-context societies, such as th

47、e United States and Canada, message is explicit and the speaker says precisely what he or she means.In high-context cultures, messages are implicit and indirect. One reason is that those who are communicatingfamily, friends, co-workers, clienttend to have both close personal relationships and large

48、information networks.In low-context cultures, people often meet only to accomplish objectives. They do not know each other very well, they tend to be direct and focused in their communication.By finding out what types of questions are typically asked when someone is contacted and told to attend a me

49、eting.High-context/implicit JapaneseCommunication ArabsCulture Latin Americans Italians English FrenchNorth AmericansScandinaviansGermans Low-context/implicit Swiss Germans CommunicationCultureP189Elaborate to Succinct SuccessIn high-context societies, the elaborate style is often very common.The exacting style is more common in nations such as England, Germany, and Sweden.The exacting style is most common in Asia.The exacting style is more common in low-context, low-uncertainty-avoidanc