跨文化交際考試復(fù)習(xí)材料_第1頁(yè)
跨文化交際考試復(fù)習(xí)材料_第2頁(yè)
跨文化交際考試復(fù)習(xí)材料_第3頁(yè)
跨文化交際考試復(fù)習(xí)材料_第4頁(yè)
跨文化交際考試復(fù)習(xí)材料_第5頁(yè)
已閱讀5頁(yè),還剩3頁(yè)未讀, 繼續(xù)免費(fèi)閱讀

下載本文檔

版權(quán)說(shuō)明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)

文檔簡(jiǎn)介

Chapter1transactionalcultures:“Whentwobusinesspeoplefromtwodifferentculturesinteract,theybringtheirownbackgroundswiththem,buttheyalsostepoutsidetheirownculturalandbusinessenvironmentandcreateanewcontext.Thisnewcontextiscalled“transactionalculture”O(jiān)nthestage,interactantscanrespondtoculturalcuesandmodifytheirownbehavior,creatingatransactionalculturebetweenthem.Transactionalculturalbehaviormaybetransitoryandlastonlyaslongastheinteractantsareinvolvedincommunicationaltogether.cultureshock:isthesenseofdislocationandtheproblems,psychologicalandevenphysical,thatresultfromthestressoftryingtomakethehundredsofadjustmentsnecessaryforlivinginaforeignculture.StagesofCultureShockCultureshockhasmanystages.Eachstagecanbeongoingorappearonlyatcertaintimes.Thefirststageistheincubationstage.Inthisfirststage,thenewarrivalmayfeeleuphoricandbepleasedbyallofthenewthingsencountered.Thistimeiscalledthe"honeymoon"stage,aseverythingencounteredisnewandexciting.Afterwards,thesecondstagepresentsitself.Apersonmayencountersomedifficulttimesandcrisesindailylife.Forexample,communicationdifficultiesmayoccursuchasnotbeingunderstood.Inthisstage,theremaybefeelingsofdiscontent,impatience,anger,sadness,andfeelingincompetence.Thishappenswhenapersonistryingtoadapttoanewculturethatisverydifferentfromthecultureoforigin.Transitionbetweentheoldmethodsandthoseofthenewcountryisadifficultprocessandtakestimetocomplete.Duringthetransition,therecanbestrongfeelingsofdissatisfaction.Thethirdstageischaracterizedbygainingsomeunderstandingofthenewculture. Anewfeelingofpleasureandsenseofhumormaybeexperienced.Onemaystarttofeelacertainpsychologicalbalance.Thenewarrivalmaynotfeelaslostandstartstohaveafeelingofdirection.Theindividualismorefamiliarwiththeenvironmentandwantstobelong.Thisinitiatesanevaluationoftheoldwaysversusthoseofthenew.Inthefourthstage,thepersonrealizesthatthenewculturehasgoodandbadthingstooffer.Thisstagecanbeoneofdoubleintegrationortripleintegrationdependingonthenumberofculturesthatthepersonhastoprocess.Thisintegrationisaccompaniedbyamoresolidfeelingofbelonging.Thepersonstartstodefinehim/herselfandestablishgoalsforliving.Thefifthstageisthestagethatiscalledthe"re-entryshock."Thisoccurswhenareturntothecountryoforiginismade. Onemayfindthatthingsarenolongerthesame.For example,someofthenewlyHowtoFightCultureShockThemajorityofindividualsandfamiliesthatimmigratefromothercountrieshavetheabilitytopositivelyconfronttheobstaclesofanewenvironment.Somewaystocombatstressproducedbycultureshockare:1:DevelopahobbyDon'tforgetthegoodthingsyoualreadyhave!Remember,therearealwaysresourcesthatyoucanuseBepatient,theactofimmigratingisaprocessofadaptationtonewsituations. ItisgoingtotaketimeLearntobeconstructive.Ifyouencounteranunfavorableenvironment,don'tputyourselfinthatpositionagain.Beeasyonyourself.2:Don'ttrytoohardLearntoincludearegularformofphysicalactivityinyourroutine.Thiswillhelpcombatthesadnessandlonelinessinaconstructivemanner.Exercise,swim,takeanaerobicsclass,etc.RelaxationandmeditationareproventobeverypositiveforpeoplewhoarepassingthroughperiodsofstressMaintaincontactwithyourethnicgroup.ThiswillgiveyouafeelingofbelongingandyouwillreduceyourfeelingsoflonelinessandalienationMaintaincontactwiththenewculture.Learnthelanguage.Volunteerincommunityactivitiesthatallowyoutopracticethelanguagethatyouarelearning.Thiswillhelpyoufeellessstressaboutlanguageandusefulatthesametime.Allowyourselftofeelsadaboutthethingsthatyouhaveleftbehind:yourfamily,yourfriends,etc.Recognizethesorrowofleavingyouroldcountry. Acceptthenewcountry. Focusyourpowerongettingthroughthetransition.Payattentiontorelationshipswithyourfamilyandatwork.Theywillserveassupportforyouindifficulttimes.Establishsimplegoalsandevaluateyourprogress.Findwaystolivewiththethingsthatdon'tsatisfyyou100%.Maintainconfidenceinyourself.Followyourambitionsandcontinueyourplansforthefuture.Ifyoufeelstressed,lookforhelp.Thereisalwayssomeoneorsomeserviceavailabletohelpyou.YoumaywanttocheckoutChapter3①TheoriesaboutUnderstandinganUnfamiliarCultureGeertHofstedeSixDimensionsIndividualismversuscollectivismPowerdistanceUncertaintyavoidanceversusuncertaintytoleranceMasculinityversusfemininityLongtermorientationversusshorttermorientation(MichaelBondContribution)Indulgenceversusrestrain口FonsTrompenaarsSevenDimensionsUniversalismversusparticularismIndividualismversuscollectivismNeutralversusemotionalSpecificversusdiffuseAchievementversusascription(歸屬)Sequentialversussynchronic(同步)Internalversusexternalcontrol口AndreLaurentsFourparametersPerceptionsoftheorganizationaspoliticalsystemsAuthoritysystemsRoleformulationsystemsandHierarchicalrelationshipsystemsHowdopeoplereason?Patternsofreasoningalsovaryfromculturetoculture.Patternsinthemindmapapersonslifeexperience.Themapaffectshowapersonframescommunicationaboutlife.ThemosttypicalpatternofthinkingforWesternculturesinvolvescauseandeffect./Cause-and-effectthinkingislinear.ThekeyinAsianpatternsofthinkingislinkage/Linksarealwaysbeingsoughttoshowthewholenessoflife,evenwhenthatwholeembracescontrastIsDoingImportantorIsBeingImportant?Beingculturesvaluesstillness,collectednessandserenity(寧?kù)o、鎮(zhèn)定與平和)Doingculturesviewsilenceasawaste,timewhen“nothingisdoing”Low-contextculturesgeneratedmoreconcretelyframedgoals.Negotiatorsfromhigh-contextcultureshaveexpectationsfortheoutcomesthatarelessspecificandmorerelationship-oriented.DoResultsorRelationshipsTakePriority?Individualistculturesareperformance-orientedandemphasizepersonalachievement,winningthecompetition.Collectivistculturesarerelationship-orientedandemphasizesupportivenetworksandcollaboration.HowisTimeUnderstood,Measured,andKept?Traditionalculturesthinkoftimeascyclical.Inresults-orientedculturesadherencetoschedulesismuchmoreimportant.Monochronic(onetimensional)timeislinearPolychronic(multidimensional)timeisanopenresourcethatisnottobeconstrained.Chp3Casel:intheunitedstates,observancestowardoffbadluckalsoaffectbusiness翻譯:在美國(guó),遵守習(xí)俗雖說(shuō)能趕走噩運(yùn)但也會(huì)影響生意。辦公樓一般不會(huì)有第十三層,機(jī)場(chǎng)沒(méi)有13號(hào)通道。還有金字塔信件,如果你講信件傳遞下去沒(méi)有扔掉就會(huì)帶來(lái)好運(yùn),扔掉的人會(huì)有噩運(yùn)。但是很少高管承認(rèn)會(huì)配合傳遞,盡管他們的名字經(jīng)常在鏈條信件的名單里。雖然在美國(guó)或者一些說(shuō)英語(yǔ)的歐洲國(guó)家,很少人不會(huì)在意'噩運(yùn)13,,但很少人知道這是來(lái)源于基督教義里最后的晚餐,當(dāng)時(shí)有13人在唱包括耶穌的叛徒,耶穌是在星期五被釘死,所以在過(guò)去的幾個(gè)世紀(jì)里的歐洲都認(rèn)為星期五是尤其不幸運(yùn)的。涉及的知識(shí)點(diǎn):page95,isluckanessentialfactororanirrelevance第一段,最后一段。Fromtheinternet:Inthebusinessworld,ifyouhaveluckpeoplethinkyouaregood.IfIamunlucky,it'sveryhardtobesuccessfulnomatterwhatIdo.Fateandluckplayabigroleinbusiness.WorkingsmartandhardispartoftheAmericandream.Butanotherlesspublicpartofthatsamedreamistocaptureluck,cheatfateandstrikeitrichbytakingshortcutstothetop.Case2:“timeismoney"“savetime"“spendtime"“usetimewisely" 翻譯:“時(shí)間就是金錢(qián)”“節(jié)約時(shí)間”“合理利用時(shí)間“別浪費(fèi)時(shí)間”這都是一些我們常用來(lái)強(qiáng)調(diào)時(shí)間價(jià)值的詞匯,時(shí)間的價(jià)值就像是買(mǎi)入和賣(mài)出的東西一樣。雇員將他們的時(shí)間賣(mài)給一個(gè)組織然后得到報(bào)酬。各種類(lèi)型的律師和咨詢師都是根據(jù)時(shí)間來(lái)收費(fèi)的。在早期的討論什么是私人的,什么是公眾的討論里,我們討論過(guò)在在工作時(shí)間做事和在自己個(gè)人“自由時(shí)間”做事,遠(yuǎn)程雇員在家通過(guò)電腦在家工作通常都說(shuō)“我能自由支配時(shí)間”,這指的是他們能自己制定工作日程,能在想工作的時(shí)候才工作,而不僅僅是在機(jī)構(gòu)上班的時(shí)候。還有一個(gè)反例是關(guān)于雇員時(shí)間歸公司機(jī)構(gòu)所有。Page106,howistimeunderstood,measured,andkept?Fromtheinternet:Oneoftheseculturalvariablesisaperson'sperceptionoftime.Mostpeoplehavetheirownideaofwhattimeisandgivelittlethoughttothepossibilitythattheirdefinitioncouldbedifferentfromanyoneelse's.Timealsohasahugeeffectoninterpersonalrelationswithinasociety.thinkofhowaggravatedyouremployeeswouldbeifyouregularlyheldcommitteemeetingshourslongerthanscheduled.Ourunderstandingofandattitudetowardstimeaffectsusandthosearoundus.Tofullyunderstandthefascinatingdynamicsoftheabstract,concrete,relative,anduniversalpropertiesoftimethatgovernthewaywelive,wemustfirstexaminethewaysinwhichpeoplearoundtheworldviewandusetheirtimewithintheirliveseachday.TimespentonculturalactivitiesvariesmarkedlyacrossdifferenttypesofactivityMass-mediaandfree-timeactivitiessuchaswatchingtelevisionorvideo,listeningtomusicorradioandreadingareeverydayactivitiesformostpeopleandoccupyareasonableamountoftimeintheaverageday.Televisionandvideowatchingisthemostpopularculturalactivitybyfar.Oftenthesepursuitsoccurassimultaneousactivitieswhilepeopleareengagedinothertasks.Ontheotherhand,culturalactivitiessuchasattendingorparticipatingintheperformingarts,orvisitingexhibitions,museumsandartgalleriesareformostpeoplemoreinfrequenteventswhichrequireamoredeliberatecommitmentoftime.Consequently,thetimespentontheseactivitiesisrelativelylowwhenaveragedacrossthewholepopulationoverthecourseofadayorevenayear.Thisisnotnecessarilyindicativeofthevalueplacedonsuchactivitiesbutreflectsthedifferentnatureofparticipationincomparisonwitheverydaymass-mediaactivities.Unit4簡(jiǎn)答Isseniorityvaluedordiscounted?ThisistrueinAsia,whereoldmembersoforganizationenjoygreatfreedomandpower.Inyouth-orientedculturesbeingyoungseemtomeanhavingmorechoices,morepower,moreenergy,andmorefreedom.Theworldoldhashadconnotations:Itmeanslossofpower_physical,mental,political,andsexualandwithitlossofrespect,lossofcapability,lossofstatus,andlossofposition.ArewomenequalsorSubordinates?第二段IntheUnitedstates到j(luò)obswelldone第三段Theyaresaidtohavemoreinterestinthe至0calledmasculineCommunicatingtonurtureGroupRelationships第一段Thepermanentnature第二段Westernersmayseektoexpressa...到最后ShameorGuilt第二段第一句話Guiltismisconduct.最后一句Inindividualisticcultures rulesofbehavior.第三段第一句話Incollectivistofconduct.PersonalMatters:PrivateorPublic?ApersonsworklifeiskeptfairlyseparatefromprivatelifeCulturetheemphasizerelationships,viewgroupmembershipaslong-term,andvalueharmonyhaveablurreddistinctionbetweenwhatisprivateandwhatispublic.Case翻譯Aforeigncompanyofferedaninformationsystemmanagerinafirmintheunitedstates一家外國(guó)公司賄賂一個(gè)來(lái)自美國(guó)的信息部門(mén)經(jīng)理,讓他自己的公司要簽訂合同的時(shí)候通知他們,然后這家外國(guó)公司就知道怎樣競(jìng)標(biāo),這位經(jīng)理也沒(méi)有必要和老板一起進(jìn)行游說(shuō)。他只需要傳達(dá)公司關(guān)于產(chǎn)品和服務(wù)的信息即可,這樣,外國(guó)公司就能完全取勝,當(dāng)然,這位經(jīng)理的公司不知道他被外國(guó)公司賄賂了,外國(guó)公司賺了1200萬(wàn)美元就因?yàn)槟俏恍畔⒔?jīng)理泄露了公司的銷(xiāo)售潛力。經(jīng)理收到了一大筆錢(qián)可以送自己的孩子去昂貴的大學(xué)讀書(shū),并且還收到自己公司的報(bào)酬,但是,他對(duì)公司的責(zé)任與義務(wù)呢?這個(gè)案例引起了法律和倫理的問(wèn)題Itisquitepossibleforpeoplewhoarenotmembersofashame沒(méi)有面子文化概念的人是很難意識(shí)到面子問(wèn)題的,翁醫(yī)生是來(lái)澳大利亞醫(yī)院的中國(guó)代表團(tuán)的其中一員,當(dāng)他跟外科醫(yī)生談話時(shí),外科醫(yī)生的秘書(shū)說(shuō),你昨天去哪了?我找遍了整個(gè)醫(yī)院都沒(méi)好到你。醫(yī)生本來(lái)可以說(shuō)在實(shí)驗(yàn)室或者其他醫(yī)院的地方都很合理很完美,但是秘書(shū)沒(méi)被告知這件事,中國(guó)的醫(yī)生感覺(jué)很沒(méi)面子,因?yàn)楫?dāng)著所有來(lái)自中國(guó)的訪問(wèn)醫(yī)生的面說(shuō)的,他感覺(jué)是指責(zé)他誤導(dǎo)整個(gè)中國(guó)醫(yī)生訪問(wèn)團(tuán)體,但是秘書(shū)一點(diǎn)感覺(jué)都沒(méi)有引起了這位醫(yī)生的面子問(wèn)題,她只是把昨天沒(méi)看到他的事實(shí)說(shuō)出來(lái)而已CaseP210DressasaSymbolofAuthorityTom將要飛往東京參加一次商務(wù)會(huì)議。他將第一次會(huì)見(jiàn)一位潛在的企業(yè)合伙人。Tom在行李里準(zhǔn)備了幾套西服、襯衫和領(lǐng)帶。但是為了在長(zhǎng)途飛行中更舒服一點(diǎn),他穿了牛仔褲、汗衫和網(wǎng)球鞋。他知道日本公司會(huì)派一個(gè)人到Narita機(jī)場(chǎng)接他,但是他確信那個(gè)人會(huì)理解他在長(zhǎng)途飛行中為了放松而著休閑裝的需要。接他的那個(gè)日本人沒(méi)有對(duì)Tom的著裝做出任何評(píng)論,但是Tom在看到那個(gè)日本人即使在周末也身著商務(wù)正裝時(shí)開(kāi)始懷疑自己是否做了正確的事情。Tom開(kāi)始覺(jué)得作為一位商業(yè)合伙人自己隨意的著裝可能會(huì)損害他的權(quán)威和可信度。P219ASSERTIVENESSVERSUSPEACEKEEPINGStandingUpforOne'sRights一位在德國(guó)常住的伊朗醫(yī)生對(duì)德國(guó)人維護(hù)自己權(quán)益的需要做出了評(píng)論。她指出,德國(guó)兒童從小就被教導(dǎo)要維護(hù)自己的人權(quán)和財(cái)產(chǎn)權(quán)。權(quán)利必須保持正確證明了這種態(tài)度。一個(gè)人永遠(yuǎn)不要放棄自己的權(quán)利或者對(duì)其做出讓步。他認(rèn)為在德國(guó)那樣做就是踐踏一個(gè)弱勢(shì)和無(wú)能力的人的人權(quán)。因此,生活被控制著,規(guī)則支配著每個(gè)人大部分生活中的細(xì)節(jié)。德國(guó)人可能擁有財(cái)產(chǎn),但是他們?cè)谏钪惺チ税殡S著分享而來(lái)的人際間的溫暖。這個(gè)例子說(shuō)明了一個(gè)人會(huì)用自己的價(jià)值觀和優(yōu)先考慮的事來(lái)接觸其它文化的事實(shí)。伊朗醫(yī)生通過(guò)自己的文化背景評(píng)估了德國(guó)人的文化,這堅(jiān)定地把個(gè)人放在一個(gè)強(qiáng)調(diào)互相依賴而不是堅(jiān)持個(gè)人權(quán)利的分層的群體里。簡(jiǎn)答P219ASSERTIVENESSVERSUSPEACEKEEPINGStandingUpforOne'sRightsAssertivenessisseenasapositivevalue,andtheemphasisonassertivenesshighlightsindividualrightsoverobligationstogroupsandsociety.MonetaryRecognitionP221Culturesthatemphasizerelationshipsoverindividualachievementandmaterialpossessionstendtoplaydowntheroleofmoneyinrecognizingperformance.Culturesthatadmireindividualperformancetendtoconnectsalarieswithrecognition.DealingwithControversyinSocialSettingsP229Insocialsettingsbehaviorisverystronglyinfluencedbyattitudestowardhospitality.AttitudetowardsControversyintheWest:TheFrenchlovestointroducecontroversial;TheAmericansavoidcontroversialtopicsatsocialfunctions.AttitudetowardsControversyintheEast:Japaneseavoidcontroversy.AttitudetowardsControversyintheMiddleWest:Opendisagreementisnotacceptable.Unit8QuestionsandanswersDifferentdecisionmakingbetweeneasternandwesterncountries.Companiesinlow-contextculturesmakedecisionsbyfocusingonresults,orends.Peopleinends-orientedorganizationsmakedecisionsbasedontheorganizationsgoals:betterprofit,betterproductivity,greatermarketshare,ormorecustomers.MakingbusinessdecisionsinEnglish-speakingbusinessculturesusuallyinvolvessubdividingpointsandissuesanddealingwiththesubsectionsinaspecificorderuntileverythinghasbeenaddressed.InEurope,organizationaldecisionsarebasedonresultsbutnotsomanypeopleinanorganizationmakethem.InAsia,Africa,SouthernEurope,andLatinAmericadecisionsoftenarebasedonmeans,notends.Meansculturesarepeopleculturesinwhichrelationshipsmattermorethanresults.Wheredecisionsarebasedonmeans,trustisakeyissue.Hardinformation,statistics,andmeasurementsarenotasimportantastrustingarelationship.ProblemsolvingandconflictsresolutionPeopleindifferentculturesseeproblemsdifferentlyandtalkaboutthemdifferently.Inindividualistcultureswherepeopleareresponsiblefortheconsequencesoftheirownindividualactions,problem-solvingskillsarelearnedatanearlyage.Westernsocietiespraiseandrewardthepersonwhosolvesaproblem,schoolexercisesinwesternculturesinvolvegettingstudentstocompetetoseewhocanreachasolutionfirst.Inlow-contextculturesproblemsareobjectifiedandexternalized.Individualswhoachievesolutionstoproblemsarevalued.Individualstakeresponsibilityfotsolutionsaswellasblameforfailuretosolveproblems.Butincollectivistculturesproblemsarenotanindividualresponsibility.Blameisnotattributedtoindividualsunlessanindividualwhocallsattentiontoaproblemseekssomeindividualadvantage.Blameisusuallygeneralizedtothegroup,andthegroupmembersworktogethertofindasolution.Whenproblemsinvolvedisagreementsamongpeople,theyarecalledconflicts.Culturalprioritiesdeterminehowconflictishandled.再加P259的2,3段的前幾句。CasestudyP241:InChina,oneoftheauthorswasavisitingprofessorandshediscovereda這個(gè)案例講得是一個(gè)來(lái)中國(guó)訪問(wèn)的教授發(fā)現(xiàn)了中國(guó)人對(duì)待機(jī)密信息與之不同的態(tài)度,這使她很懊惱。她在學(xué)期末給每個(gè)學(xué)生都寫(xiě)了一份個(gè)人評(píng)價(jià),她給了每個(gè)學(xué)生一份復(fù)件,并且在整個(gè)文件上寫(xiě)上了“機(jī)密”兩個(gè)字,只能給兩個(gè)人看:她部門(mén)的主任和學(xué)校的校長(zhǎng)??墒橇钏@訝的是她的機(jī)密評(píng)價(jià)文件居然刊登到了校園期刊上,并且連“機(jī)密”兩個(gè)字都翻譯在上面。知識(shí)點(diǎn):中西方對(duì)待信息的不同態(tài)度已經(jīng)掌握信息的不同點(diǎn)在P240“possessionofinformation”下面的最后一段(前幾段適當(dāng)選一些寫(xiě)上去就行)P247:InformationshehasjustreceivedaboutthesizeofthemarketinMalaysia這個(gè)案例主要講的是一個(gè)公司的市場(chǎng)經(jīng)理從別國(guó)的某個(gè)公司獲得了一些市場(chǎng)信息,但是他覺(jué)得這些信息不夠準(zhǔn)確以及缺乏有效性,最后通過(guò)在那個(gè)國(guó)家的被調(diào)查者,他們終于理解了這些信息背后的信息。知識(shí)點(diǎn):不同的文化的國(guó)家對(duì)商務(wù)信息有不同的標(biāo)準(zhǔn)在P246最后一段以及P247案例下面的第一段。U9簡(jiǎn)答:Membersofthenegotiatin

溫馨提示

  • 1. 本站所有資源如無(wú)特殊說(shuō)明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
  • 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
  • 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁(yè)內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒(méi)有圖紙預(yù)覽就沒(méi)有圖紙。
  • 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
  • 5. 人人文庫(kù)網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
  • 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
  • 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。

評(píng)論

0/150

提交評(píng)論