Transcript Comparative Management Focus: Communicating with Arabs

Chapter 4
Communicating Across
Cultures
PowerPoint by
Kristopher Blanchard
North Central University
The Communication Process
Cultural communications are deeper and
more complex than spoken or written
messages. The essence of effective crosscultural communication has more to do with
releasing the right responses than with
sending the “right” messages.
—Hall and Hall
The Communication Process
Managers spend between 50% and 90% of
their time talking to people
Managers communicate to:
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Coordinate activities
Disseminate information
Motivate people
Negotiate future plans
The Communication Process
Cultural Noise
Cultural Noise – cultural variables that undermine
the communication of intended meaning
Intercultural communication – when the member
of one culture sends a message to a member of
another culture
Attribution – the process in which people look for
an explanation of another person’s behavior
Cultural Noise
Trust in Communication
Effective communication depends on
informal understandings among individuals
that are based upon trust
When there is trust between individuals an
implicit understanding in communication is
present
Trust in Communication
Guidelines for developing trust
– Create a clear and calculated basis for mutual
benefit
– Have realistic commitments and good
intentions to honor them
– Improve predictability: resolve conflicts and
keep communication open
– Develop mutual bonding through socializing
and friendly contact
Cultural Variables
Attitudes – ethnocentric and stereotypical
attitudes are a particular source of noise in
cross-cultural communication
Social Organization – nations, tribes,
religious sects, or professions can influence
our priorities and values
Though Patterns – the logical progression of
reasoning varies by culture
Cultural Variables
Roles – the perception of the manager’s role
differs considerable around the world,
consider the conversation between the
American and Greek
Nonverbal Communication – behavior
communicated without words; even minor
variations in body language, speech
rhythms, and punctuality can cause mistrust
Cultural Variables
Language – an inability to speak the local
language, and a poor or too literal
translation are often causes for mistrust
– Pepsi’s slogan “Come Alive with Pepsi”
translated into German as “Come out of the
grave.”
– Rendezvous lounges on 747’s were not used on
airlines because in Portuguese ‘rendezvous’
refers to prostitution
Cultural Variables - Language
Britain and America are two
nations separated by a common
language.
- George Bernard Shaw
Cultural Variables -Time
Mono-chronic Cultures – Time is
experienced in a linear manner; generally
mono-chronic people concentrate on one
thing at a time and adhere to time
commitments
Poly-chronic Cultures – Many things occur
simultaneously and emphasize involvement
with people
Context
Context in which the communication takes
place affects the meaning and interpretation
of the interaction
Cultures are either high- or low- context
Context
Comparative Management Focus:
Communicating with Arabs
Arabs are warm, emotional, and quick to explode
The language aptly communicates the Arabic
culture – one of emotional extremes
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Contains means for over expression
Words that allow for exaggeration
Metaphors that emphasize a position
Many adjectives
What is said is not as important as how it is said
Comparative Management Focus:
Communicating with Arabs
The core of the culture is friendship, honor,
religion, and traditional hospitality
Family and friends take precedence over
business transactions
Hospitality is a way of life and is highly
symbolic
Women play little or no role n business or
entertainment – it is a male-dominated
society
Comparative Management Focus:
Communicating with Arabs
Society values honor – which is brought
about when conformity is achieved
Shame results not just from doing
something wrong but from having others
find out about it
High contact and High context
Comparative Management Focus:
Communicating with Arabs
Comparative Management Focus:
Communicating with Arabs
Be patient. Recognize the Arab attitude
toward time and hospitality—take time to
develop friendship and trust, for these are
prerequisites for any social or business
transactions.
Recognize that people and relationships
matter more to Arabs than the job, company,
or contract—conduct business personally,
not by correspondence or telephone.
Comparative Management Focus:
Communicating with Arabs
Avoid expressing doubts or criticism when
others are present—recognize the
importance of honor and dignity to Arabs.
Adapt to the norms of body language,
flowery speech, and circuitous verbal
patterns in the Middle East, and don’t be
impatient to “get to the point.”
Expect many interruptions in meetings,
delays in schedules, and changes in plans.
Information Systems
Communication varies according to
– Where and how it originates
– The channels and the speed which it flows
– Whether it is formal or informal
The nature of the organization’s information
system are affected by
– Organizational structure
– Staffing policies
– Leadership style
Information Technology
The Internet as a global medium for
communication allows companies to
develop a presence in markets globally
Companies must adapt their web
communication to deal with local cultural
variables
Managing Cross-Cultural
Communication
Cultural Sensitivity
Careful Encoding
Selective Transmission
Careful Decoding
Appropriate Follow-up Actions
Appropriate Follow-Up Actions
Respect (eye contact, posture, tone, etc)
Interaction posture – ability to respond in a
descriptive, non-evaluative, and nonjudgmental way
Orientation to knowledge – understand that
your beliefs and perceptions are only valid
for you and not everyone else
Empathy
Appropriate Follow-Up Actions
Interaction management
Tolerance for ambiguity
Other-oriented role behavior – capacity to
be flexible and to adopt different roles for
the sake of the greater group
cohesion/communication
Looking Ahead
Chapter 5 – Cross-cultural Negotiation and
Decision making
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Negotiation
The negotiation process
Understanding negotiation styles
Managing negotiation
Decision making