Communication

Across Cultures

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Pranav Kulshrestha(Vadodara(India))Vadodara Institute Of Engineering(GTU)

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The Communication Process

Cultural communications are deeper and more complex than spoken or written messages. The essence of effective

cross-cultural communication has more to do with releasing the right responses than with sending the “right” messages.

—Hall and Hall

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The Communication Process

Managers spend between 50% and 90% of their time talking to people

Managers communicate to: Coordinate activities Disseminate information Motivate people Negotiate future plans

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The Communication Process

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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

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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

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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

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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

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Cultural Variables - Language

Britain and America are two nations separated by a

common language.- George Bernard Shaw

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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

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Context

Context in which the communication takes place affects the meaning and interpretation of the interaction

Cultures are either high- or low- context

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Context

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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

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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

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Managing Cross-Cultural Communication

Cultural Sensitivity Careful Encoding Selective Transmission Careful Decoding Appropriate Follow-up Actions

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Appropriate Follow-Up Actions

Respect (eye contact, posture, tone, etc) Interaction posture – ability to respond in

a descriptive, non-evaluative, and non-judgmental way

Orientation to knowledge – understand that your beliefs and perceptions are only valid for you and not everyone else

Empathy

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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

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Cultural Sensitivity

When sending a message make it a point to know the recipient

Encode the message in a form that will most likely be understood as it is intended

This means the manager must Be aware of their own culture The recipient’s culture The expectations surrounding the situation

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The End

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