Cross-cultural Communication Perm State University High School of

Cross-cultural Communication Perm State University High School of Economics Dr. Dolores Sanchez Bengoa (Ph. D. , M. Ed) Sanchezl@cytanet. com. cy December, 2012

Attitudes during the course 1. 2. 3. 4. 5. Being respectful Having a good will Being communicative Being open minded Having a sense of humor

Agenda 1) 2) 3) 4) 5) The importance of cross-cultural communication The influence of national culture in communication Tools for understanding different cultures Verbal and non verbal communication Tips for successful communication

Why is cross-cultural communication important? Because an increase of companies’ internationalisation. Trillions of $ are moving on a daily basis. Because communication help us to transmit our knowledge Because through communication we build new relationships But…. . 2/3 American/Japanese fail, 50% of SA die

World culture Ø Knowledge and information. More information was produced in the last 30 years than in the previous 5. 000 years. – Annually, 400. 000 different newspapers are published globally. Technology – The radio took more than 30 years to reach 60 million people and TV 15 years to reach the same members, just three years took the internet to reach more than 90 million people. EU around 503 million people. 368 million are using Internet and 188 million are in Facebook. (World statistics 2012) In 1940, there were only 75 independent countries, today 176 The world wide web (www) is changing the way we acquire and consume knowledge Rosen (2000, p. 34) National cultures: The world may be global but our lives are local

Living in a cross-cultural environment understanding is more important than “techniques”, there are some universal techniques but their use is dependent on the cultural context in which they are applied. Integration through people precedes the integration through structures or structures follow people. Thus management education and development become priorities.

Related to understanding “you can be totally rational with a machine. But if you work with people, sometimes logic often has to take a backseat to understanding”. Akio Morita co-founder of the Sony Corporation

Intelligence Types of intelligence: q Quantitative intelligence (IQ) rational and logic based q Emotional Intelligence (EQ) the ability to recognize people’s feelings, to understand emotional chains, and to use emotions in cognitive tasks q Cultural Intelligence (CQ) The ability to interact effectively in multiples cultures. (Crowne 2008) Successful formula Globalization’s demands= (EQ) + (CQ)

4 parts of Cultural Intelligence 1) 2) 3) 4) Meta-cognition: previous knowledge leading to a better information processing Cognition (Head): general comprehension of the structure of the culture, e. g. the ability to pick up some factual clues about relevant behaviour (importance of deadlines, small talks for breaking the ice) Motivation (Heart): the interest of getting involved in another culture. Adapting to a new culture involves overcoming obstacles and setbacks. It needs motivation and courage keep trying even if you fail at the beginning, (perhaps your body behaviour was too stiff, or your emotions were limited in expression. Behavior (Body): ability of appropriately interact with other’s people cultures. Your actions must prove to your foreign counterpart that you are adopting to their habits (kissing with the French or Russian partner, or slightly bow with the Japanese) (Crowne, 2008 and Du. Brin, A. 2010)

Barriers for efficient relationships Communication: (languages, closed communication, lacking trust) Coping with diversity Lack of cultural understanding Information problems (problems in sharing information/knowledge, fear of losing knowhow) Mentality and adaptation problems (differences in business and negotiation styles, lacking preparedness to adjust)

Diversity Expanding meanings beyond own culture Greater openness to new ideas Multiple perspectives Multiple interpretations Expanding alternatives Increasing creativity Increasing flexibility Increasing problem solving skills Builds upon similarities and fuses negative differences Advantages Diversity increases Ambiguity Complexity Confusion Difficulty converging meanings Miscommunication Harder to reach agreements Difficulty converging actions Harder to agree on specific actions Disadvantage

Culture “What managers do is the same around the world. How they do it is determined by tradition and culture” Peter Drucker in Walke, D. 2003 p. 247

Cultural differences People from different countries have different abilities, and in general, different ways of doing things, different ways of communication. The danger in dealing with cultural difference is to fall back on our “own self-reference criteria” Local mentalities travelling around the world

Our culture…. . ”A fish only find out the need of water when he is out of it. Our own culture is like water to a fish. We live and breath through it”. Trompenaars, (1993, p 21).

Imagine you are just come back from a successful meeting with your boss. He offered you an international role, to manage a short-term project abroad. How will be your reaction? Would you be very excited and at the same time worried due to uncertainty? Do you think adaptation to be easy or difficult? How will this new situation change your personal life? Will you be able to develop the skills required for your international task quickly?

The challenges of international work Long term assignments A different job, a different country, a different house- dealing with the practicalities of settling down Not understanding the rules for the easiest practical tasks Coping with isolation Coping with the stress of the family settling in Being irritated when things don’t run smoothly Not being able to work to a normal time schedule as things don’t happen as planned Not understanding what really drives their local counterparts Not understanding the political undercurrents in the organization Dealing with the fact that the job is not really what they thought it was Not knowing what they can do in terms of social activities

The challenges of international work Short term assignments Always being on tight time schedules Frequent plane trips with many unscheduled delays and jet lags Little time to understand the mentality of different nationalities Discovering how to be effective in a multicultural team Learning to be a part of a virtual team Marx, E. (2000, p. 21)

Consequence action Thoroughly prepare yourself for the international business stage. !! Get ready!!

Cross cultural communication

Culture Activity On a piece of paper, try to gather as many elements as possible of what constitutes Culture

Culture: definitions Kroeber and Kluckhohn wrote an article fiftyfive years ago exploring more than 164 definitions of culture. “the essential core of culture consists of traditional ideas and especially their attached values; culture systems may, on the one hand, be considered as products of action; on the other hand, as conditioning elements of future action. ” Kroeber and Kluckhohn in (Holden 2002, p. 21)

Culture and Communication It is defined as the complex of values, ideas, attitudes and other meaningful symbols that serve humans to communicate, interpret, and evaluate as members of society Boone & Kurtz, (1988).

Culture and behavior “sum total of learned behaviour patterns which are characteristics of the members of a society and which are, therefore, not the result of biological inheritance” Aceves, (1974, p. 60). “culture provides people with a theory about how to behave in various situations and how to interpret other’s behaviour in these same situations. Verderber, (2004, p. 4) “culture gives an individual an anchoring point, an identity, as well as codes of conduct”. Czinkota (2002 p. 33) Referring to problem solving “culture is the way in which a group a people solve problems and reconciles dilemmas” Trompenaars (1997, p. 6)

Current Culture situation “the modern business world can not longer be seen as comprising national cultures”, perhaps it was the view 20 years ago but “the new millennium is mixing up people from all manner of linguistic, national cultural, educational and professional backgrounds on a scale and with an intensity unprecedented in human history”. Holden, (2002, p. 59).

Current Culture situation II Culture is an integrated phenomenon which recognizes and accommodates taboos, rituals, attitudes toward time, social stratification, kinship systems and many other components. This helps modern managers will build the way toward greater harmony and achievement on the country in which a multinational business operates. Sherman et al. , (in Miroshnik, 2002)

Corporate culture “the softer stuff, but it is not less important for that. It involves the fundamental shared values of the people in the firm, as well as their shared believes about why a firm exists, about what they are collectively and individually doing, and to what end. Most significantly, it involves the norms of behaviour that prevail in dealing with other members in the firm and with outsiders. Culture defines the context in which the relations among people develop and operate and sets the basis for implicit contracts that guide and shape decisions. It operates as a social motivation and control system”. Roberts (2004, p. 18)

Culture summary Activity Based on your notes, let’s make a common list on the flipchart of all the elements which constitute culture and more to come ………

Managing Culture An adequate analysis and understanding of these elements/dimensions would provide the actors with the capability of diagnosing a new culture. This will lead to a successful integration and management of cultures being ahead of your competitors and reaching business supremacy.

Stereotypes Conceptualise certain national styles the interaction between cultures in negotiations triggers a specific situation where the image of the other negotiating party is very important: in other words, a collection of stereotypes, often meaningful, that form a portrait of the national culture of the other party” Usunier, (1993, p. 435). There is no smoke without fire ( English saying)

Stereotypes Represent mental “files” that are used to help process new information by comparing it with past experience and knowledge. The problem occurs not because the stereotype exist, but, how the people use them. It is important to recognise that we have stereotypes and are used as a starting point, but continually revising them as we gain more experience when interacting with other cultures. How? By careful observation, being reserved with quick judgement and understanding why – looking for explanations-

Dismantling stereotypes Stereotypes provided represent generalisations. global managers should always treat partners as individuals from other countries with respect and openness in order to adequately assess their individual personality and to avoid negative bias. The more each other’s culture is understood, the more important it will be to arrive at a shared way of working together, rather than imposing our ways, or adapting to theirs.

!Never generalize! Russian wisdom - If you ask in a Russian hospital which is the temperature in the hospital, the answer will be, it depends on the patient

More elements of culture Language Gestures Religion Manners and Material elements Etiquette Customs Elements of Culture differentiation Aesthetics Bodily adornments Values and attitudes Status Trade customs Concept Joking of family Courtship ritual Education Social Institution Law Climate Mealtime customs Art Music Personal names Science

Communication Is the transfer of information and understanding from one person to another via meaningful symbols. It is a way of exchanging and sharing ideas, attitudes, values, opinions and facts. Communication is a process that requires both a sender, who begins the process, and a receiver, who completes the communication links. Hellriegel & Slocum, (2002). Cross-cultural communication is the “process whereby individuals from different cultural background attempt to share meanings” Harris and Moran (2000, p. 32) an exchange of knowledge, ideas thoughts, concepts and emotions among people. Matsumoto (2000)

Language “The limits of my language mean the limits of my world” Ludwig Wittgenstein Language is regarded as the mirror of culture: "the cross-cultural manager’s command of the national language (s) in a market must be greater than simple word recognition" Czinkota, Rivoli & Ronkainen, (1992, p. 204).

Language and Countries Germany: Great Britain French Spanish- Italians Data orientated, Low context culture Detailed information and guidelines Sie – form, No ambiguity Subtle tool Manipulation of subordinates with friendly, small talks, humour, reserved statement The variety of types of humour enables the manager to praise, change direction, chide, insinuate and criticise. Direct approach, don´t see advantages in ambiguity Precise and rational, loquacity is equated with intelligence. Good command on the French language is the chief’s weapon for directing, motivating and dominating Vertical angles, usage of the “Tu” with employees Spanish ‘fire’ and emphasis makes their pronouncement and opinions irreversible. Predominant in expressing emotions, intimacies. Emotional content warmth, excitement, and sympathy

Mastering Languages 1. Gathering information and personally evaluating efforts 2 - Gaining access to the local society 3 - Facilitating the capability in communicating within the corporate family 4 - Expanding beyond the mechanism of communication to interpreting contexts Hellriegel & Slocum, (1992)

Languages and Interpretations One word……. different meanings “Please charge the battery. Charge it. You are charged with running a red light. The charge of this service is $ 25. 00. Let’s charge ahead on this new plan” (Hellriegel & Slocum, 1992, p. 522). Translations of proverbs: we are putting our money where our mouth is

Cross cultural interpretations A journalist has organised an international competition to write an article about elephants. What do you think the titles were? American: how to breed bigger and better elephants French: the love life of elephants in French Equatorial Africa German: The origin and development of the Indian elephant in the years 1200 -1950 (600 pages) Russians: How we sent an elephant to the moon Swede: Elephants and the welfare state Spaniards: Techniques of elephant fighting (2000, p. 22) ” Lewis,

!Keep in mind! it must not be forgotten that: 1. what is understood is not what is heard 2. what is heard is not what is said 3. and what is said is not what is meant.

Cultural orientations Economicity of time Monochronism vs. Polychronism Time orientation (I) towards the past (ii) towards the present (iii) towards the future Usunier, (2006) Is time regarded to be a scarce resource or of being plentiful available (see: ‘time is money’) Can only one task be undertaken at any time, or can be dealt with different tasks simultaneously? Do people consider that the past (or the roots) is (are) important and spend accordingly significant resource on it? Do people consider that we basically live here and now, and that we therefore should enjoy the presence or, at least, accept whatever comes? Do people easily and concisely envisage and plan their future feeling that there is a positive orientation in the passage of time?

Task implementation Linear-Active/ Monochronism Characteristics: people do one thing a time, focus on the task, fulfilling deadlines. Good organizational skills. Personality: introvert, patient, quiet, minds own business, likes privacy, detailed planner, fixed working schedule, loves punctuality, ruled by timetables and schedules, precise with facts, gets information from statistics, data bases, internet, reference books, likes to separate social/professional life, rarely interrupts, lack of emotional intelligence constraint body language. Usunier 2006, Lewis 2009

Task implementation Multi active/policronism Characteristics: flexibility and do many things at the same time. Not accurate with schedules, punctuality or deadlines it looks like they pretend to observe them, especially if a linear-active partner insists. The reality seems more important official appointments. They do not like to leave conversations unfinished. For them, completing a human transaction is the best way they can invest their time. Personality: extrovert, impatient, talkative, people-oriented, emotional, seeks favors, interrelates everything, endless talks, has ready excuses, unrestricted body language, inquisitive, plans grand outline only, works any hours, and not punctual. Emotional, family closeness, courtesy, distrust of authorities. Usunier 2006, Lewis 2009

The Lewis Model (Lewis, 2009)

Stages of cultural understanding Cultural Dimension Analysis Observation Reflection Understanding why Positive consequences Cause of Action (Sanchez Bengoa 2011)

Tools for understanding other cultures and the implication in communication

Cultural dimensions analysis Hofstede’s research and factors Engineer and social psychologist. Between 1967 and 1973 empirical studies were conducted in the large multinational company (IBM) about issues, related to motivation, hierarchy, leadership and well being in the organisation. The results of this analysis elicited five cultural dimensions. Main books contribution ◦ Culture’s Consequences: International Differences in Work. Related Values (1980). Tweede totaal herziene versie in 2001 verschenen ◦ Cultures and Organizations. Software of the Mind. Intercultural cooperation and its Importance for Survival (1991).

Hofstede’s cultural dimension Power Distance (PD) Will measure to what extent a society and its members tolerate an unequal distribution of power in organisations and in society as a whole. Low (PD) societies: members of the organisation tend to feel equal, close to each other in their daily relationships, managers rely on own experiences and on subordinates, subordinates expect to be consulted High (PD) societies: superiors and subordinates feel distant to each other (not easy to meet and talk with higher ranking people, and the real power tends to be very much concentrated at the top, high bureaucracy and formal rules, subordinates expect to be told what to do.

Hofstede’s cultural dimension 2. Uncertainty avoidance To what extent do people in a society feel threatened by uncertain, ambiguous, risky and undefined situations? High (UA): Stable careers, rules, procedures and a strong inner urge to work hard. Exist a need for precision and formalisation. Top management are concerned with daily operations. Work place loyalty Low (UA) Tolerance for ambiguity and chaos exist. Top management are concerned with strategy. Frequent rotation of employer

Hofstede’s cultural dimension 3. Individualism/collectivism Collectivism: close-knit social structure. Groups care for members in exchange for loyalty, relationships prevails over task, strong differentiation between in - and out group, direct appraisal spoils harmony Individualism: much loser social structure people are supposed to care for themselves. Exchange takes place on reciprocity, task prevails over relationship, management training teaches the honest sharing of feelings

Hofstede’s cultural dimension 4. Masculinity/ Femininity Masculine society: favouring assertiveness, earning money, showing off possessions, less caring, people live to work, large organization for working are preferred. Femininity: favouring nurturing roles, interdependence and caring for others, people work to live, small organization are preferred.

Hofstede’s dimensions in practice “Knowledge is of no value unless you put it not practice” Anton Chekhov 1860 -1904 Activity work in couples 1) Allocate your own culture on a graphic 2) In addition, allocate the previous country’s culture (as you think it is). Compare with your own culture and draw implications which might happen when working together.

Country score Slovakia 104 Russia 93 Rumania 93 Croatia 73 Slovenia 71 Bulgaria 70 Switzerland 70 Poland 65 Czech R. 57 Hungary 46 Germany 36 Austria 11 Power distance Hungary 80 Germany 67 Estonia 60 Poland 60 Czech R. 58 Austria 55 Slovakia 52 Russia 39 Croatia 33 Bulgaria 30 Rumania 30 Individualism

Country score Slovakia 110 Austria 79 66 Poland 64 57 Romania 47 Croatia 40 Estonia 30 Masculinity Hungary 88 Germany Czech R. Bulgaria 40 Russia 36 Russia 95 Poland 93 Romania 90 Slovenia 88 Hungary 82 Croatia 80 Czech R. 74 Austria 70 Germany 65 Estonia 60 Slovakia 51 Hofstede and Hofstede 2005 Uncertainty avoidance

Fons Tromprenars & Charles Hampden. Turner, 1998 Hampden-Turner also examined national cultural differences on a more recent research. Charles Hampden-Turner, educated at Harvard, is a senior researcher at Cambridge University (UK). Fons Tromprennars Dutch, educated at Wharton, author, consultant and trainer in the field of cross-cultural management. The research work was spread over 10 years period involving 15. 000 managers from over 28 countries. They developed 7 dimensions Book: Riding the Waves of Culture (1993)

Fons Tromprenaars & Charles Hampden. Turner Universalism (focus on rules) versus Particularism (focus on relationships) Individualism ( focus on I and me) versus collectivism ( focus on we and the group) Neutral ( opaque, emotional state) versus Emotional (show immediate reactions) Specific ( precise, explicit, transparent) versus Diffuse (evasive, ambiguous, even opaque) Achievement (use of title only when relevant to the competence you bring to task) versus Ascription (extensive use of titles, especially when these clarify your position he organization) Understanding of time Sequential/Monochrome (do only one activity at a time) versus Synchrone (do more than one activity at a time) Relationship with the environment and nature- Internal control (conflict and resistance means having own convictions) versus External control (harmony and responsiveness, in other words sensibility).

GLOBE Cultural Dimension and Values GLOBE stands for (Global Leadership and Organizational Behaviour Effectiveness). A cross-cultural research project conducted in 2002 involving more than 170 social scientists and management scholars coming from 61 different culture and countries.

GLOBE Asertiveness Uncertainty Avoidance Performance Orientation Work orientation CULTURE Power Distance Future orientation Time orientation Gender Egalitarianism Dubrin, A. J. (2010) humane orientation In-group Collectivism Vs. Indiv

GLOBE Performance orientation: The degree to which a society encourages and rewards group members for performance improvement and excellence Assertiveness: The degree to which individuals are assertive, confrontational and aggressive in their relationships with one another. Assertiveness people enjoy competition in business versus low assertive cultural groups who prefer harmony, loyality and solidarity. Future orientation: Individuals engage in planning and making investments for the future (Switzerland, Singapore) Time orientation: Perception of time as a scarce resource versus unlimited time Humane orientation: Caring for others (Hofstede’s) In-group collectivism: (Hofstede’s) Gender egalitarism: is the degree to which a culture minimizes gender inequality Power distance: (Hofstede’s) Uncertainty avoidance: (Hofstede’s) Work orientation: Americans: 55 hours per week, 45 minutes for lunch and two weeks holidays per year. U. S employees average 1, 804 hours work/year Norwegian workers 1, 407 hours work/year French 1, 564 hours work/year Asian, South Korea, China 2, 200 hours work/year.

High context vs. Low context cultures American anthropologist Edward T. Hall (1960 -1990) in low context cultures the communication style is determined by specific terms and concepts being central together with clearness and directness. The advantage of this type of communication is that there is no space for reading between the lines since everything will be said, go straight down to business, to avoid wasting time on small talks and proceeding directly to a rational discussion of the tasks to accomplish

High context cultures “communication is highly dependent upon the person and the situation. Information is shared among people, and some people have more privileged access than other. Much is communicated in what is not said” Hall (in Barsoux and Schneider, 2003, p. 44). The advantage of the communication clarity experienced in low context culture is suffering in this case, requiring a special ability to get the real message and avoid ambiguity. On the other hand for certain cultures a direct style of communication will “create embarrassment and discomfort”. Barsoux and Schneider, (2003). The degree of how low or high context is a country should be careful researched. Czechs and Slovaks belong to high context cultures but sometimes are also called the Germanic Slavs because their communication style and behaviour tend to be similar to the German. Due to their physical distance these two eastern countries are the most Westernised. Wrede-Grischkat (2001)

Examples "No one belonging to cultures that use implicit messages and high context (Middle Eastern, Latin America, Japanese, Mediterranean countries) can communicate without a fairly good understanding of their conversation partner. Impersonal dealings (such as when American business people come for a day to discuss a contract, get rapidly to the heart of the matter and use the limited time to discuss, insisting upon concentrating on crucial matters) will make people from those cultures ill at ease and impede their conversation. A misunderstanding between the two communicators may arise over their differences of opinion as to what is truly important. The person from a high-context culture will prefer to spend some time chatting about life in general with the very purpose of getting to know the negotiating partner. The person from a lowcontext culture, prefers to get straight down to business, to avoid wasting time on chatting and to proceed directly to a rational discussion of the project. " Usunier (2003, p. 104).

The influence of verbal style a-Tone of voice b-Communication and silence Trompenaars and Hampden-Turner (1999).

Non verbal communication This silent language It is not only important what it is said, but it's how you say it what make the difference. Nonverbal communication is an essential part of the communication process. 80% of communication is nonverbal. Advantages in understanding the silent language a) It allows you to become better receiver from partner’s messages. b) It contributes to be a better sender of signals reinforcing knowledge absorption c) Increases the degree of psychological closeness between both communicators.

Non verbal communication This silent language Eye contact: it is an important channel of interpersonal communication and shows interest in others. In Western societies increases the speaker's credibility, opens the flow of communication and warmth. In some Asian cultures direct eye contact is a signal of disrepect. “Since several cultures consider the eye to be “the window of the soul” eye contact or its lack is interpreted to have special meaning. In these cultures eye contact is related to honesty. In other cultures eye contact is seen as an invasion of privacy. ” (Varner, 2005, p. 179) Facial expressions: Smiling is a powerful tool gives feelings of happiness, friendliness, warmth, affiliation Gestures If you fail to gesture while speaking, you may be perceived as boring, stiff and unanimated. A lively and animated communication style captures partner’s attention. Head nods, a form of gestures indicate that you are listening. Posture and body orientation: “The Japanese bow is used when meeting someone, when asking for something, while apologizing, when offering congratulations, when acknowledging someone else, and when departing, to mention just a few instances. ” (Mc. Daniel, 2006, p. 268). Touching in public is not tolerable in Japan.

Non verbal communication This silent language II Proxemics: elements as to environmental elements contributing to transmit information, for example space (physical space between two member on a face to face conversation, the closer the relation is the closer is the distance to each other, or the way furniture’s are arrange in an office may indicate the importance of the meeting, allocation of sitting place in a business diner will show who is the authority in some cultures. Japanese prefer large group offices where information can flow easily to all members of the organization Paralinguistic : elements affecting the process of how words are spoken for example: tone of voice, intonation, and posture. Silence is a way of communication. therefore, don’t interrupt it. Humor is often overlooked and it is too often not encouraged in business relations. Laughing releases stress and tension for both the communicator and the receiver. It is important to develop the ability to laugh at yourself and encourage the others to do the same. It fosters a friendly environment and facilitates learning and commitment. Guffey (2004), Matsumoto (2000), Ritts (2011)

Communicating with Asians When negotiating with Asians, it is important to understand that “yes” is not always an affirmative response. Before taking “yes” for an answer, consider if in fact it was merely a polite response that really meant “no”. Asian businesspersons are not likely to say “no” directly to a proposal but rather will reply in ways that are synonymous with “no”. In response to a Westerner’s question: “has my proposal been accepted” suggests different ways to answer the question.

Yes, means …………. The conditional “yes”: If everything proceeds as planned, the proposal will be approved” The counter question: Have you submitted a copy of your proposal to the Ministry of electronic? The question is criticized: Your question is difficult to answer The question is refused: We cannot answer this question at this time The tangential reply: Will you be staying long than you originally planned? The “yes”, but …. Reply: Yes, approval looks likely, but …… The meaning of “but” could mean, “it might not be approved” The answer is delayed: You will know shortly Engholm (1991 in Ferraro 1998, p. 54)

Guidelines for effective communication “Clarify your ideas before communicating” (plan your message keeping the goals, attitudes and values of the message receiver in mind) “Examine the true purpose of the communication” (i. e. obtaining information, convey a decision, persuading to act) “Consider the setting in which the communication will take place” (also the environment conveys information) “Consult with others, when appropriate, in planning communication” “Be mindful of the non-verbal messages you send” (i. e. tone of voice, facial expression, eye contact, gestures) “Follow up the communication” (i. e. asking for feedback) “Be sure your actions support your communication “Take the opportunity to convey something helpful to the receiver” (benefits of the message receiver). § Hellriegel and Slocum (2002)

Communicating with interpreters Provide the interpreter in advance with the relevant information and objectives Use simple words and make pauses to allow the interpreter to translate and clarify points. Do not interrupt the interpreter. Walker, Schmitz (2003)

Guidelines for effective listening “Stop talking! You can’t listen if you're talking. Show a talker that you want to listen (listen patiently). Paraphrase what's been said to show that you understand. Remove distraction. Concentrate on the content of the message. Try to see the other person’s point of view. Go easy on argument and criticism, which put people on the defensive and may make them "clam up” or become angry. Avoid arguments like: "Hold on a minute, prove it, let's look at the facts". Don't make judgements until all information has been conveyed. Before each person leaves, confirm what has been said. “ Hellriegel and Slocum (2002)

Principles for encoding accuracy 1 2 3 4 5 6 Relevancy (meaningful and significant) Simplicity: (put the message in the simplest possible terms Organisation (a series of points) Repetition (Repeat key points of the message at least twice) Focus (emphasising essential aspects, or key points) Regulate the flow of information (avoiding information overload) (2002) Hellriegel & Slocum

Cross cultural Communication and Marketing Be sensitive to do´s and taboos. Develop cultural empathy Recognize, understand, accept, and respect another’s culture and differences Be culturally neutral… different is not necessarily better or worse Remember what works well at home must not work necessarily good abroad Avoid Self-Reference Criterion (SRC) incorporate always the values of the new culture and then act Exam the cultural and environmental attributes of your successful product at home and compare them with those for the envisioned market. Once seeing the differences react and adjust your product, services or promotions. Herbig, P. 1998

Marketing Communication Strategy q q q Standardization versus adaptation Cross-cultural marketing research (consumer behaviour) Cross-cultural aspects of the products Cross-cultural influences on advertising Cross-cultural aspect of Trade Fairs Cross-cultural sales promotions techniques Cross-cultural issues in sales and sales management Cross-cultural channels of distribution Pricing Cross-cultural implications of the aftermarket Cross-cultural dimension of service quality Green marketing

Check the list with do’s and don’ts Greetings: how do the people great and address one another? What role do business cards play? Degree of formality: will my counterparts expect me to dress and interact formally or informally? Gift giving: do business people exchange gifts? What gifts are appropriate? Are there taboos associated with gift giving? Touching: what are the attitudes towards body contact? Eye contact: is direct eye contact polite? Is it expected? Deportment: how should I carry myself? Formally? Casually? Emotions: is it rude, embarrassing, or usual to display emotions? Silence: is silence awkward? expected? insulting? respectful? Eating: what are the proper manners for dining? Are certain foods taboo? Body language: are certain gestures or forms of body language rude? Punctuality: should I be punctual and expect my counterparts to be as well? , or are schedules and agendas fluid? Sebenius, (2002)

Questions?