跨文化沟通技巧重点总结

跨文化重点总结Chapter1P4MNC: A firm having operations in more than one country, international sales, and a nationality mix among managers and owners.P17Global Economic Systems1.Market EconomyA market economy exists when private enterprise reserves theright to own property and monitor the production and distribution of goods and services while the state simply supports competition and efficient practices.mand EconomyA commend economy is comparable to a monopoly in the sensethat the organization in this case the government, has explicit control over the price and the supply of a good or service.3.A mixed economy is a combination of a market and a commandeconomy.(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.)Chapter2P36International 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 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.P58Figure 3-1P62CSR: corporate social responsibility. The actions of a firm 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 society’s interests by focusing on social, political, and economic issues such as poverty, social justice, education, health, and the environment.P64Table 3-1: Principles of the Global CompactChapter4P100Culture: 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 culture1.Learned. Culture is not inherited or biologically based; it isacquired by learning and experience.2.Shared. People as members of a group, organization, or societyshare culture; it is not specific to single individuals.3.Transgenerational. Culture is cumulative, passed down from onegeneration to the next.4.Symbolic. Culture is based on the human capacity to symbolizeor use one thing to represent another.5.Patterned. Culture has structure and is integrated; a change in onepart will bring changes in another.6.Adaptive. Culture is based on human capacity to change or adapt,as opposed to the more genetically driven adaptive process of animals.P101Table4-1 Priorities of Culture Values: United States, Japan, and Arab CountriesUnited States Japan Arab Countries1.Freedom 1. Belonging 1.Family security2.Independence 2. Group harmony 2.Family Harmony3.Self-reliance 3. Collectiveness 3.Parental guidance4.Equality 4. Age/Seniority 4.Age5.Individualism 5. Group consensus 5.Authoritypetition 6. Cooperation promise7.Efficiency 7. Quality 7.Devotion8.Time 8. Patience 8.patience9.Directness 9. Indirectness 9.Indirectness10.Openness 10. Go-between 10.HospitalityP1028 specific examples1.Centralized vs. decentralized2.Safety vs. risk3.Individual vs. group rewardsrmal vs. formal procedures5.High vs. low organizational loyalty6.Cooperation vs. competition7.Short-term vs. long-term horizons8.Stability vs. innovationP105Values: basic convictions that people have recording what is right or wrong, good or bad, important and unimportant.P108Hofstede’s Culture DimensionsBackground: for one company——IBM1.Power distanceThe extent to which less powerful members of institutions and organizations accept that power is distributed unequally.2.Uncertainty AvoidanceThe extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try toavoid these.3.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 for loyalty.4.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.P114Trompenaars’s Cultural DimensionsBackground: 15000 managers from 28 countries1.Universalism 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 something cannot be done the same everywhere.2.Individualism vs. CommunitarianismCommunitarianism: refers to people regarding themselvesas part of a group.3.Neutral vs. EmotionalNeutral culture: a culture in which emotions are held incheck.Emotional culture: a culture in which emotions areexpressed openly and naturally.4.Specific vs. DiffuseSpecific culture: a culture in which individuals have a largepublic space they readily share with others and a smallprivate space they guard closely and share with only closefriends and associates.Diffuse culture: a culture in which public space and privatespace are similar in size and individuals guard their publicspace carefully, because entry into public space affordsentry into private space as well.5.Achievement vs. AscriptionAchievement culture: a culture in which people areaccorded status based on how well they perform theirfunctions.Ascription culture: a culture in which status is attributedbased on who or what a person is.P116Figure 4-8Trompenaars’s Relationship Orientations on Cultural Dimensions 1.Universalism ParticularismUSA, Aus, Ger/Swi, Swe, UK, NL, Czh, Ita, Bel, Brz, Fra, Jap/Sin, Arg, Mex, Tha, HK, Chi, Ido, CIS, Ven2.IndividualismCommunitarianismUSA, Czh, Arg/CIS/Mex, UK, Swe/Aus, Spa/NL, Brz, Swi, Bel, Ven, HK, Ita, Ger, Chi, Fra, Ido, Jpn, Tha, Sin3.Neutral EmotionalJpn, UK, Sin, Aus, Ido, HK, Tha, Bel/Ger, Swe/Arg/USA, Czh/Fra, Spa, Ita/Ven, CIS, Brz, Chi, Swi, NL, Mex4.Specific DiffuseAus, UK, USA/Swi, Fra, NL, Bel, Brz, Czh, Ita/Ger, Arg/Jpn/Mex, Ido, CIS, Tha, HK/Sin/Swe, Spa, Chi, Ven5.Achievement 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 time, keep appointments strictly, and show a strong preference for following plans as they are laid out and not deviatingfrom 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 moment’s notice, and schedules 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 dimensions1.Uncertaintyavoidance2.Power distance3.Collectivism I: 社会集体主义4.Collectivism II: 组内集体主义5.Gender egalitarianism6.Assertiveness7.Future orientation8.Performance orientation9.Humane orientationChapter 5P1344 predispositions1.Ethnocentric predisposition: a nationalistic philosophy ofmanagement whereby the values and interests of the parent company guide strategic decisions2.Polycentric predisposition: a philosophy of management wherebystrategic decisions are tailored to suit the cultures of the countries where the MNC operates.3.Regiocentricpredisposition: a philosophy of managementwhereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis.4.Geocentric predisposition: a philosophy of management wherebythe 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.P1381.Parochialism: the tendency to view the world through one’s owneyes and perspectives.2.Simplification: the process of exhibiting the same orientationtoward 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 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.Chapter 6P161Organizational culture: shared values and beliefs that enable members to understand their roles in and the norms of the organization.1.Observed behavioral regularities, as typified by commonlanguage, terminology, and rituals.员工行为规范2.Norms.3.Dominant values.4.Philosophy.5.Rules.anizational climate.P164Table 6-1: Dimensions of Corporate CultureMotivationRelationshipIdentifyCommunicationControlConductP167EquityFulfillment-oriented Project-orientedCulture CulturePerson INCUBATOR GUIDED MISSLE Task Emphasis FAMILY EIFFEL TOWER EmphasisPower-oriented Role-oriented Culture 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 is 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 Interaction1.Domestic firms 无2.International firms 出口3.Multinational firms 外商直接投资4.Global firms 全球化图下面那一段话~P175Group multiculturalism1.Homogeneous groups2.Taken groups3.Bicultural groups4.Multicultural groups缺点：1.Overall, diversity may cause a lack of cohesion that results in theunit’s inability to take concert action, be productive, and a work environment that is conductive to both efficiency and effectiveness.2.Another potential problem may be perceptual.3.Still another potential problem with diversity groups ismiscommunication or inaccurate communication which can occur for a number of reasons.4.Another contribution to miscommunication may be the way inwhich situations are interpreted.5.Diversity also may lead to communication problems because ofdifferent perceptions of time.优点1.While there are some potential problems to overcome when usingculturally diverse groups in today’s MNCs, there are also very many benefits to be gained. In particular, there is growing evidence that culturally diverse groups can enhance creativity, lead to better decisions, and result in more effective and productive performance.2.One main benefit of diversity is the generation of more and betterideas. Because group members come from a variety of cultures, they often are able to create a greater number of unique(and thuscreative) solutions and recommendations.3.A second major benefit is that culturally diverse groups canprevent groupthink, which is caused by social conformity and pressures on individual members of a group to conform and reach consensus.4.Diversity in the workplace enhances more than the internaloperations 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 CultureHighly Average Highly Ineffectiveness 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 the 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 communicating—family, friends, co-workers, client——tend to have both close personal relationships and large 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 meeting.High-context/implicit Japanese Communication Arabs Culture Latin AmericansItaliansEnglishFrenchNorth AmericansScandinaviansGermans Low-context/implicitSwiss 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-avoidance cultures.P201Nonverbal communication: the transfer of meaning through meanssuch as body language and the use of physical space.1.Kinesicsa.Oculesicsb.Posturec.Gestures——haptics2.Proxemicsa.Intimate distance: distance between people that is used forvery confidential communicationb.Personal distance: in communicating, the physical distanceused for talking with family or close friends.c.Social distance: in communicating, the distance used to handlemost business transactions.d.Public distance: in communicating, the distance used whencalling across the room or giving a talk to a group.3.Chronemicsa.Monochromic time scheduleb.Polychromic time schedule4.ChromaticsP203Figure 7-3: Personal Space Categories for Those in the United States1.Intimate distance: 18’’2.Personal distance: 18’’ to 4’3.Social distance: 4’ to 8’4.Public distance: 8’ to 10’P204Achieving Communication Effectiveness1.Improve Feedback Systems2.Provide Language Training3.Provide Culture Training4.Increase Flexibility and Cooperation自己总结下细点~P207Managing Cross-Culture NegotiationsNegotiation: bargaining with one or more parties for the purpose of arriving at a solution acceptable to all.1.Distributive negotiations: bargaining that occurs when two partieswith opposing goals compete over a set value.2.Integrative negotiation: bargaining that involves cooperationbetween two groups to integrate interests, create values, and invest in the agreement.P208The negotiation process1.Planning2.Interpersonal Relationship Building3.Exchanging Task-Related Information4.Persuasion5.Agreement自己总结下细点~学委们记得的几个重点：Hofstede文化维度Tropminarrs文化维度文化的定义的六个特点的意思（国际管辖权）(P174 Figure 6.4)(P161 Organizational culture)(P204 Achieving communication effectiveness)。