MNG 112: BUSINESS COMMUNICATION
STUDENT NOTES 2
COMUNICATION, CULTURE, AND WORK
CULTURAL DIVERSITY AND COMMUNICATION
THE NATURE OF CULTURE
1.
Two definitions of culture are:
a.
A set of values, beliefs, norms, customs, rules, and codes that lead people
to define themselves as a distinct group, giving them a sense of commonalty.
b.
A way of life of a group of people… the stereotyped patterns of learning
behaviour, which are handed down from one generation to the next through the
means of language and imitation.
2.
What is common there is that culture is learned and not innate. Famous
anthropologist Edward Hall asserts that, “Culture is communication and communication
is culture.” The norms and values we learn as part of our cultural conditioning shape the
way people view the world and the way they interact with one another.
3.
National cultures play an important role in shaping the way people communicate.
Even within a nation, regional differences also exert a powerful influence on
communication.
4.
Cultures are invisible to the people who are used to inhabiting them. But to
people from different backgrounds, the power of the dominant norms is obvious.
CULTURAL DIFFERENCES IN INTERNATIONAL BUSINESS
5.
In the international business environment working with people from different
backgrounds is a fact of life and it will always pose challenges. Some cultural
differences, even though not exhaustive, which impact on international business are:
a.
Formality. In some cultures (US) it is okay to be informal when
addressing people while in others it is considered an insult. In the United States,
for example, there is a quickness in getting on a first name basis with others as it
is seen as friendly and indicating fondness and attachment. Knowledge of how to
address people of different cultures is also necessary and this is important for the
order of names: In China and Korea the family surname comes first and the
generational and given names next and they are sometimes hyphenated when
written in English. Thus, Park Sun Hee should be addressed as Ms Park. Calling
her Sun-Hee would be considered an insult and not friendliness. In Mexico both
paternal and maternal family names are used, but a person is addressed by the
paternal surname. Eg. Jorge Diaz-Lopez would be addressed as Mr. Diaz. In
Portuguese speaking countries it is the reverse so Jose Lopez Flores is addressed
as Mr Flores.) Using formal titles is necessary unless invited to do otherwise.
b.
Social customs. Some social customs of note include: Greetings. These
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can range from a bow, the lower the more respect in Japan; to pressed palms
together with a bow in Thailand; to the handshake in Europe and South America.
Exchanging business cards. In Japan it is an insult to take a card not look at it and
stuff it in your pocket. Exchanging gifts on first encounter. In China and Japan
this is expected on first encounters; while in Arab and western European countries
gifts are not exchanged initially. It is bad to give gifts in sets of fours in Japan as
the spoken number four has the same sound as the word for death, while in China
a clock represents a bad fate and should not be given. In India avoid gifts of
leather as the cow is sacred there. In Arab countries gifts for a businessman’s
wife would be considered inappropriate, but not so in Latin America or Europe
where a gift for the family or children is appreciated.
c.
Styles of dress. Conservative dress is better that the latest fad or fashion.
Traditional business suits for men and conservative skirt suits or dresses for
women is common for most business settings.
d.
Time. There are two views of time: the monochronic view means that
people see time as a tangible substance. American speech reflects this: saving
time, making time, having time, wasting time, taking time. Time is money in that
culture and is rationed carefully, appointments are scheduled in datebooks and
rigidly adhered to. One thing is done at a time. The polychronic view sees time
taking a backseat to personal relationships. Many things can be happening
simultaneously. People are less concerned about living by the clock. Meetings
go on as long as they take and don’t abruptly end because it is time. Most Latin
cultures, southern European, and Middle Eastern cultures are polychronic in
orientation. Monochronic cultures view small delays as an offense while
polychronic cultures accept varying degrees of lateness.
e.
Tolerance for conflict. Some business cultures value harmony and
discourage confrontation while others are aggressive in transactions. In trying to
avoid conflict a Korean businessman will probably not say no directly to you to
avoid you losing face and suffering embarrassment.
f.
Gender roles. Some countries (Asian and Islamic) have designated
gender roles for women and this can affect negotiations as there may be a
preference to deal with a male.
CO-CULTURAL DIMENSIONS OF A DIVERSE SOCIETY
6.
Diversity does not only exist internationally, as even in a country there is diversity
and this can exert a powerful effect on communicating at work. A society is made up of
a variety of co-cultures, which are groups that have a clear identity within the
majority culture. Some co-cultural influences that affect communication at work
include:
a.
Regional differences. It would be a mistake to think that everyone in
Guyana all communicate identically. From the Pomeroon to the Corentyne to the
Lethem to Gunns, even though we may all speak English there are differences in
inflections and other subtle areas.
b.
Ethnicity. We all know that in this land of six races just how important a
role ethnicity can play in communicating with each other, there is therefore no
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need to expand on this. A basic challenge facing communicators who deal with
ethnic diversity is choosing labels to describe members of various groups. Is it
Indian, Indo Guyanese, coolie, African, Afro Guyanese, black, Amerindian, buck,
douglah? In this regard as communicators it is always dangerous to make
generalizations about any group. Ethnic groups have different attitudes
towards the amount of talk and silence that is appropriate; towards conflict;
towards self disclosure and candour; and towards non verbal behaviour such
as eye contact.
c.
Disabilities. Someone once said that disability is a club anyone can join.
Insensitivity to persons with disabilities can affect communication in the
workplace. There is a tendency to use labels like “blind” and “deaf” which
emphasizes physical condition over all other attributes. It is important to use
terms that treat disability as one feature and not as a defining characteristic.
Describe a person as “someone who is blind” and not a “blind person.”
FUNDAMENTAL DIMENSIONS OF CULTURAL DIVERSITY
7.
So far we have looked at some obvious differences between cultures and cocultures. There are some fundamental differences that shape the way members of a
culture think, feel, and act. As a business communicator once you understand why
people from different backgrounds behave as they do, you will be in a better position to
improve the quality of your communication with them. These differences include:
a.
High versus low context of cultures of communication. There are two
distinct ways in which members of various cultures deliver messages: low
context culture, and high context culture. A low context culture uses language
primarily to express thoughts, feelings, and ideas as clearly and logically as
possible. The meaning of a statement is in the words spoken. There is directness
in communication. In a high context culture there is heavy reliance on subtle,
often nonverbal, cues to convey meaning, save face, and maintain social harmony.
When delivering difficult or awkward messages high context speakers often
convey meaning through context rather that plainly stated words to avoid
upsetting their listeners. In short high context cultures “beat around the bush”
while low context cultures get straight to the point. Cultures that desire to
maintain social harmony and not threaten a person’s dignity often resort to high
context communication.
b.
Individualism and Collectivism. Members of individualistic cultures are
inclined to put their own interests and those of their immediate family ahead of
social concerns. Individualistic cultures offer members a great deal of freedom
with the belief that it is possible for each person to achieve personal success.
Collectivist cultures have tight social frameworks in which members of a group
feel primary loyalty toward one another and the group, and are supposed to care
for one another and for the group. They are expected to believe that the welfare
of the group is as important as their own. Workers are therefore less likely to
strive to become organisational stars as it would be seen as dishonouring other
members of the team.
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c.
Power distance. The term refers to attitudes towards differences in
authority. Cultures with high power distance accept the fact that power is
distributed unequally. In these cultures differences in organizational status and
rank are clear cut and accepted; and employees have a great deal of respect for
those in high position. In low power distance cultures, supervisors and managers
may have power, but it is not flaunted or emphasized. Employees are more
comfortable approaching and even challenging their superiors.
d.
Uncertainty avoidance. This refers to how much a culture accepts a lack
of predictability. Some cultures (Singapore, Hong Kong) are comfortable with
uncertainty and their acceptance of it allows them to take risks and they are
relatively tolerant of behaviour that differs from the norm. Other cultures (Japan,
Greece, and Portugal) are uncomfortable with change as they value tradition.
Organisations in these cultures and characterized by more formal rules and less
tolerance for different ideas. Employees have relatively low job mobility and
lifetime employment is common.
e.
Short versus Long-Term Orientation. In some cultures members look
for quick payoffs (Western cultures), while other cultures are willing to work hard
today and defer gratification in pursuit of long range goals (East Asian cultures).
As long as members of a group share the same orientation toward payoffs, the
chances of harmony are good. When some desire a quick fix and others urge
patience then there is likely to be conflict.
f.
Task versus Social Orientation. Cultures with a strong task orientation
focus heavily on getting the job done. In task oriented societies the focus is on
making the team more competent through training and use of up to date methods.
Members are highly concerned with individual success. Cultures with a high
degree of social orientation are more likely to be concerned about the feelings of
members and their smooth functioning as a team. They therefore focus on
collective concerns such as: cooperative problem solving, maintaining a friendly
atmosphere, and good physical working conditions.
The foregoing illustrate how a society’s orientation toward task or social aspects of
groups, uncertainty, individuality, power distance, and short or long term results can
make a tremendous difference in how a group operates. Cultural values shape what
groups communicate about and how they communicate.
COMMUNICATING ACROSS DIVERSITY
8.
Some basic principles that can promote satisfying and productive relationships
among members of different cultures can be summarized in four categories:
a.
Learn about different cultures. Many cultural problems are not caused
by malice but by a lack of knowledge. If you do not learn how other people feel,
you can hurt them unintentionally.
b.
View diversity as an opportunity. Cultural diversity can become an
opportunity as people with differing backgrounds can bring new strengths to a
business by offering different insights.
c.
Don’t condescend. Do not insult others by assuming they are incapable
of doing a job, or making excessive efforts to demonstrate an attitude of equality.
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A condescending attitude can cause resentment among other workers and at the
same time deny the employee a chance to learn and prove that he or she is capable
of growing.
d.
Talk about differences. When people from different backgrounds don’t
talk to each other misperceptions can take root. The challenge is to discuss
differences openly without using inflammatory language. If you approach others
with a constructive attitude, the odds of positive outcomes increase.
ORGANISATIONAL CULTURE
So far we have looked at differences in cultures in the international business environment
and in co-cultures. But organizations too have their own cultures. Every organization
has its own personality, which is called its organizational culture. This personality
affects the way business is conducted and people work together, and therefore plays an
important role in the success and satisfaction of organizational members. Like human
personalities, organizational cultures that appeal to one kind of person may repel others.
Some may like bureaucracies with their clearly defined job hierarchies, while others may
feel uncomfortable in them; some may like a job that offers constant change that often
characterize new companies in emerging fields, while others prefer those with clearly
defined jobs and products; some may like an environment where employees are one big
family, while others may prefer to keep their personal and working lives separate.
This reinforces the point that an organisation’s culture can make a difference between a
satisfying and a disappointing job. Research shows that employees are more satisfied and
committed to their jobs when their values match those of their supervisors and the
organization. It is also a fact that those who conform to the norms of their organisation’s
culture will be rewarded, while those who do not will be penalized.
DIMENSIONS OF ORGANISATIONAL CULTURE
9.
Several elements distinguish one culture from another in organizations:
a.
Sociability. Are employees involved with one another on a personal
level, or do they limit interaction to job related tasks? Shared notions about how
much sociability is acceptable is an important ingredient of job satisfaction.
b.
Power distribution and job autonomy. What is the degree of power
distance between people at different levels in the organization? How much
freedom do employees have to make decisions themselves? Some workers are
most comfortable when they have both limited authority and responsibility while
others prefer more freedom.
c.
Degree of structure. Are roles highly defined, with people operating
within their own area of responsibility, or is it considered acceptable to get
involved in other areas of the organisation’s work? Does the organization have a
large number of policies and procedures, or are issues handled less formally?
d.
Achievement rewards. How (if at all) are the accomplishments of
employees acknowledged and rewarded? Are praise and other types of
reinforcements commonplace or infrequent? Is recognition based on true ability
or other less fair reasons?
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e.
Opportunities for growth. Does the company encourage workers to
develop their skills and take on new responsibilities? Does it encourage education
and training?
f.
Tolerance for risk and change. Does management encourage employees
to take well reasoned chances, or is risk avoidance a priority? Is change expected
and welcomed, or are tradition, predictability, and stability highly valued?
g.
Conflict tolerance. Does the company believe that disagreement is not
necessarily a sign of disloyalty, or is harmony stressed? Are the organizational
norms of managing conflict compatible with your personal style?
h.
Emotional support. Does management show a genuine interest in the
well being of employees by seeking out or responding to their concerns? Do you
feel as if you receive the emotional support you want and deserve?
ORGANISATIONAL CULTURE AND CAREER PLANNING
10.
In selecting a company to work, apart from the factors of starting salary, and
chances of promotion, it is good to determine the company’s personality. You can get a
sense of a company’s culture in five ways:
a.
Study the physical setting. The physical condition of a facility gives an
indication of a company’s personality. Is the workplace clean or dirty? Are
workers’ areas personalized or standardized?
b.
Read what the company says about itself. Companies with strong
values are proud to publicise them. Pride in innovation, service to customers, and
commitment to community are all clues about the culture.
c.
Test how the company greets strangers. How are you treated when you
visit a company or deal with its employees? A walking tour of the working areas
can give a feel for the organisation’s personality.
d.
Interview company people. Talking with employees off the record can
provide valuable insights about the way the company operates. Even if you do
not learn much you can get a good picture of the kind of people you will be
working with.
e.
Learn how people spend their time. Try to find out what kinds of
activities occupy employees’ time. How much effort is spent on getting the job
done: dealing with paper work, playing office politics, or attending one meeting
after another. The way a company goes about its business reveals more about
its culture than the kind of work it does.
END
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