跨文化沟通技巧重点总结

1、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 the right to own property and monitor the production and

2、distribution of goods and services while the state simply supports competition and efficient practices.2. Command EconomyA commend economy is comparable to a monopoly in the sense that the organization in this case the government, has explicit control over the price and the supply of a good or servi

3、ce.3. 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.)Chapter2P36International jurisdiction: a jurisdictional princ

4、iple 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

5、 in the matter of jurisdiction over their own citizens.Chapter3P55Ethics: the study of morality and standards of conducts.P58Income per capitaPollutionFigure 3-1P62CSR: corporate social responsibility. The actions of a firm to benefit society beyond the requirements of the law and the direct interes

6、ts 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, education, health, and the environment.P64Table 3-1: Principles of the Global Compact

7、Human 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 abuses.LaborPrinciple 3:freedom of association and the effective recognition ofthe

8、 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 employment and occupationEnvironmentPrinciple 7: support a precautionary approach to

9、environmental challengesPrinciple 8:undertake initiatives to promote greater environmental responsibilityPrinciple9:encourage the development and diffusion of environmentally friendly technologiesAnticorruptionPrinciple 10:Businesses should work against corruption in all its forms, including extorti

10、on 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 culture1. Learned. Culture is not inherited or biologically based; it is acquired by

11、 learning and experience.2. Shared. People as members of a group, organization, or society share culture; it is not specific to single individuals.3. Transgenerational. Culture is cumulative, passed down from one generation to the next.4. Symbolic. Culture is based on the human capacity to symbolize

12、 or use one thing to represent another.5. Patterned. Culture has structure and is integrated; a change in one part 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 Prio

13、rities 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. Gr

14、oup consensus 5.Authority6. Competition 6. Cooperation 6.Compromise7. 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. Indivi

15、dual vs. group rewards4. Informal 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 unimpo

16、rtant.P108Hofstedes Culture DimensionsBackground: for one companyIBM1. 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 h

17、ave created beliefs and institutions that try to avoid 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 excha

18、nge 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.P114Trompenaarss Cu

19、ltural 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 a

20、nd that something cannot be done the same everywhere.2. Individualism vs. CommunitarianismCommunitarianism: refers to people regarding themselves as part of a group.3. Neutral vs. EmotionalNeutral culture: a culture in which emotions are held in check.Emotional culture: a culture in which emotions a

21、re expressed openly and naturally.4. 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

22、space and private space are similar in size and individuals guard their public space carefully, because entry into public space affords entry into private space as well.5. Achievement vs. AscriptionAchievement culture: a culture in which people are accorded status based on how well they perform thei

23、r functions.Ascription culture: a culture in which status is attributed based on who or what a person is.P116Figure 4-8Trompenaarss Relationship Orientations on Cultural Dimensions1. Universalism ParticularismUSA, Aus, Ger/Swi, Swe, UK, NL, Czh, Ita, Bel, Brz, Fra, Jap/Sin, Arg, Mex, Tha, HK, Chi, I

24、do, 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, U

25、K, 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, p

26、eople 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 deviating from them.Synchronous: approaches are common, people tend to do more than one activity at a time, appointments are approximate and may be

27、changed at a moments 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.

28、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 of management whereby the values and i

29、nterests of the parent company guide strategic decisions2. Polycentric predisposition: a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates.3. Regiocentricpredisposition: a philosophy of management whereby the firm tries to

30、blend its own interests with those of its subsidiaries on a regional basis.4. Geocentric 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

31、the key to both efficiency and effectiveness.P1381. Parochialism: the tendency to view the world through ones own eyes and perspectives.2. Simplification: the process of exhibiting the same orientation toward different cultural groups.P141HAIRL:Helicopter: the capacity to take a broad view from abov

32、e;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.NetherlandsFranceGermanyBritainRILHAA

33、AIHLRRLHIAIRHLChapter 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 common language, terminology, and rituals.员工行为规范2. Norms.3. Dominant values.4. Philosoph

34、y.5. Rules.6. Organizational climate.P164Table 6-1: Dimensions of Corporate CultureMotivationActivitiesOutputsTo 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 progres

35、s. Go for it.RelationshipJobPersonTo put the demands of the job before the needs of the individual.To put 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 e

36、ach professional practice.CommunicationOpenClosedTo stimulate and encourage a full and free exchange of information 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 an

37、d adaptively according to the needs of the situation.ConductConventionalPragmaticTo put the expertise and 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-orie

38、ntedCulture CulturePerson INCUBATOR GUIDED MISSLE TaskEmphasis FAMILY EIFFEL TOWER Emphasis Power-oriented 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 char

39、acterized 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

40、 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

41、点：1. Overall, diversity may cause a lack of cohesion that results in the units 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 divers

42、ity groups is miscommunication or inaccurate communication which can occur for a number of reasons.4. Another contribution to miscommunication may be the way in which situations are interpreted.5. Diversity also may lead to communication problems because of different perceptions of time.优点1. While t

43、here are some potential problems to overcome when using culturally diverse groups in todays 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

44、 productive performance.2. One main benefit of diversity is the generation of more and better ideas. Because group members come from a variety of cultures, they often are able to create a greater number of unique(and thus creative) solutions and recommendations.3. A second major benefit is that cult

45、urally diverse groups can prevent 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 internal operations but relationships to customers as well.Groupthink: consensus reach

46、ed 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 HighlyIneffectiveness effectiveness effectivenessChapter 7P187Context: information that surrounds a communication and helps convey th

47、e 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 impl

48、icit and indirect. One reason is that those who are communicatingfamily, friends, co-workers, clienttend 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

49、 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 JapaneseCommunication ArabsCulture Latin Americans Italians English FrenchNorth AmericansScandinaviansGermans Low-c

50、ontext/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-avoidance cultures.P201Nonverbal communication: the transfer of mean