Rabu, 24 Juni 2009

CCU

Culture is defined as thetradition customs,norm,beliefs,values and thought patterning passed down from generation .
Historically transmitted system of symbols and norms used by any symbol system that is bounded and salient to individuals.
Ccu refers to the basic ability of people within a community to recognize, interpret and correctly react to people, incidences or situation that are open to misunderstanding due to cultural differences,.
Intercultural communication can be defined as the interpersonal interaction between members of different bgroups which differ from each other in respect of the knowledge shared by their members and in rewspect of their linguistic forms of symbolic behavior.The Thai government announced in September 2004 that it is now formulating, writing and preparing to publish a guide on Thai etiquette for foreigners. The patience shown towards poor cross cultural etiquette by foreigners was exhausted when a poster was distributed for a US film showing a man sitting on the head of a statue of Buddha.
The poster illustrated the lack of cross cultural awareness individuals and companies can have when dealing with different cultures. Thailand is an overwhelmingly Buddhist country and the poster was seen as an act of degradation towards the holy.
'Hollywood Buddha', the film that caused the offence, is the story of a struggling film producer who turns to the Buddhism in order to find success. His new faith helps him to turn things around.
The poster had also angered Buddhist monks from Sri Lanka, Malaysia, and Burma. Around 500 monks took to the streets of Colombo, the capital of Sri Lanka, to protest against the film.
"Please Western people, or US government or US people or whatever people who is trying to degrade the Buddha, please stop that act," pleaded protesting monk Sachu Waru.
In response to the affair the Thai government is now preparing a guide book for foreigners to educate them in Thai etiquette, protocol and public behaviour.
The incident is a good example of why cross cultural knowledge is critical in international ventures. Had Philippe Caland, the film's director, applied a little cross cultural understanding and examined the possible repercussions of the poster, his film could have been a success in Thailand. Instead, revenue will be lost via the boycotting of the film by those offended by the poster.
Similarly, travellers to foreign countries must also ensure that they appreciate the differences in etiquette. Poor etiquette can and does lead to offense, which reflects poorly on foreigners and mars their visit.


Within the business context, cross cultural communication refers to interpersonal communication and interaction across different cultures. This has become an important issue in our age of globalisation and internationalisation. Effective cross cultural communication is concerned with overcoming cultural differences across nationality, religion, borders, culture and behaviour.
Cross cultural communication is critical to the business world. The diversity of people in cities and countries means an element of cross cultural communication will always be needed whether it is between staff, colleagues, customers or clients. Awareness of cultural differences can favourably impact the success of a business. Improved staff interaction, better customer relations and effective client management are all areas that will reap benefits through cross cultural understanding.
Although cross cultural communication competency can only be truly achieved through cross cultural awareness training, language acquisition, foreign travel and cultural immersion there are some guidelines that can enhance your cross cultural communication skills.
Cross Cultural Communication needs .Listening Skills
Although emphasis usually lies on being a competent speaker, listening is a key skill that many business personnel do not exercise enough. For cross cultural communication, attentive listening is critical to be able to understand meanings, read between the lines and enable to empathise with the speaker.

Cross Cultural Communication needs.Speaking Skills
Listening and speaking must work in tandem for effective cross cultural communication. Speaking well is not about accent, use of grammar and vocabulary or having the gift of the gab. Rather, cross cultural communication is enhanced through positive speech such as encouragement, affirmation, recognition and phrasing requests clearly or expressing opinions sensitively.
Cross Cultural Communication needs. Observation
Large amounts of cross cultural information can be read in people's dress, body language, interaction and behaviour. Be aware of differences with your own culture and try to understand the roots of behaviours. Asking questions expands your cross cultural knowledge.
Cross Cultural Communication needs. Patience
Man has been created differently and we need to recognise and understand that sometimes cross cultural differences are annoying and frustrating. In these situations patience is definitely a virtue. Through patience respect is won and cross cultural understanding is enhanced.
Cross Cultural Communication needs .Flexibility
Flexibility, adaptability and open-mindedness are the route to successful cross cultural communication. Understanding, embracing and addressing cross cultural differences leads to the breaking of cultural barriers which results in better lines of communication, mutual trust and creative thinking.
Following these five cross cultural communication needs will allow for improved lines of communication, better cross cultural awareness and more successful cross cultural relationships.
The advent of the global economy is changing the fundamental nature of our governments, businesses, organisations and populations. In short, we are no longer constrained by state boundaries but have all become part of an interdependent international network.
One of the key changes this has triggered is the need to communicate effectively with different people in different languages and from different cultures.
It is now recognised that linguistic and cultural knowledge are two of the most vital areas of knowledge that organisations must come to acquire if they are to integrate, progress and succeed in the marketplace. Cross cultural communication is a must!
At Kwintessential we strive to meet the needs of organisations and individuals that want to score higher in the global game.
Our Cross Cultural Communication Services
We have identified and concentrated our efforts on specializing in four key areas of services of cross cultural communication:
Language Tuition
Due to the number of people working in offices abroad, non-UK nationals coming to work in the UK and frequent business trips to the four corners of the earth, the need for language skills is imperative.
Kwintessential offer language tuition to individuals in any language at any level and for any purpose.
We pride ourselves in providing a tailored service to meet the particular requirements of each client. Before commencing any language tuition we assess each client's needs in terms of why they need or want to learn, where the language will be used, in what context, with whom and how often to enable us to present the client with a syllabus designed especially for him/her.
Please visit our English Language Tuition or our Foreign Language Tuition pages for more detailed information.
Translation and Interpretation
Dealing with materials and people in foreign languages is a daily occurrence for today's organisations.
Kwintessential's team of highly qualified translators are experts in dealing with documents, texts and digital material from across the world. We guarantee high quality work and quick turnarounds at competitive prices.
Our team of interpreters is available 24/7 to deal with your needs; be it in face to face meetings or tele-conferences.
Please visit our Translation Services and Interpreters pages for more information.
Cross Cultural Awareness Briefings
It is sometimes the simple mistakes we make, like showing the soles of our shoes or giving a thumbs up, when dealing with different cultures that can ruin a relationship or months of hard work. Learning the simple cultural do's and don'ts can avoid this and help generate respect and understanding.
Kwintessential offer cross cultural communication training to organisations and individuals who may be dealing frequently with colleagues in another country, going to live and work abroad, professionals coming to the UK, or those that come into regular contact with ethnic minorities in the UK.
Our presentations cover a wide range of topics including history, politics, customs, taboos, values and basic etiquettes. Furthermore we specialise in business culture, offering pointers in areas such as greeting, entertaining, negotiation techniques and management structures.
Please visit our Cross Cultural Awareness Training page for more information or why not visit our Intercultural Forum?
Multilingual Website Design
The nature of the internet is moving away from its Anglo-centric roots. For businesses wishing to capitalise upon the growing nunber of internet users from non-English speaking countries, this trailblazing service helps design and implement websites in all foreign languages.
In today's inter-reliant, international and culturally diverse world economy, cross cultural differences can have an impact on business success. Both at an individual and organisational level understanding the values, etiquette and protocol of different cultures can positively influence your dealings in the worldwide marketplace.

A lack of cross cultural awareness can result in misinterpretations which may cause offense. Such outcomes may end in your reputation being tarnished and your business objectives impacted. Cross cultural understanding and appreciation of foreign etiquette is important for today's globe trotting business person to avoid such negative repercussions.

One area of importance in cross cultural awareness is the different dining etiquettes of the world. Understanding dining etiquette can help international business people polish their conduct and behaviour while dining or entertaining.

Cross cultural dining etiquette involves considering the following points:

. Seating - is there a protocol as to who sits where? Should one wait to be seated? Is it acceptable etiquette for men/women to sit next to one another?
. Eating - what utensils, if any, are used? Is it a knife and fork, hands or chopsticks? Is there any etiquette around using them?
. Body language - how should one sit? Is it bad etiquette to rest elbows on the table? If seated on the floor what is the correct position?
. Conversation - is the meal the proper place to engage in conversation? If so, is discussing business appropriate?
. The food - what foods are common to eat? Is it good etiquette to compliment the cook and how? Does one finish everything on the plate? Is it polite to ask for more.
. Home/restaurant - what differences in etiquette or protocol would there be? Does one take a gift to the home? Who pays the bill at a restaurant?
By way of outlining some of the cross cultural differences in dining etiquette across the world, the following countries shall be used as examples:
Dining Etiquette in Germany:
. It is good etiquette to remain standing until shown where to sit.
. Table manners are continental - fork in left hand and knife in right.
. Do not begin eating until the host signals to do so.
. It is bad etiquette to rest elbows on the table.
. Try and cut food with the fork as it compliments the cook by showing it is tender.
. Everything should be eaten on the plate.
. Indicate you have finished by lying the fork and knife parallel across the right hand side of the plate.

Dining Etiquette in Japan:
. An honoured guest sits at the centre of the table furthest from the door and begins eating first.
. Learn to use chopsticks - never point them, never pierce food with them, rest them on the chopstick rest when breaking for drink or chat.
. It is good etiquette to try a bit of everything.
. Conversation is subdued.
Dining Etiquette in Turkey:
. Meals are a social affair. Conversations are animate and loud.
. The head of the family or honoured guest is served first.
. It is good etiquette to insist the most senior is served first instead of you.
. Asking for more food is a compliment.
. If taken to a restaurant, Turkish dining etiquette has strict rules that the one who extended the invitation must pay.
Dining Etiquette in the USA:

. The fork is held in the right hand and is used for eating.
. To use the knife, the fork is switched to the left hand. To continue eating, the fork is switched back to the right hand.
. If you are more comfortable eating in the Continental manner it will not offend anyone.
. Foods or drinks can be refused without causing offense.
. Many foods are eaten by hand.
Dining Etiquette in the Middle East:

. Guests are honoured with prime choice of meats - head, eyes, etc.
. Eaten with right hand only.
. Meat is torn by holding down the piece against the dish and ripping off a desired amount with forefinger and thumb pressed together
. Rice is scooped up.
. Do not be afraid of making a mess.
. If you are finished leave food on your plate otherwise it will be filled immediately.
. It is proper etiquette to compliment the host on the food and his hospitality.

The above are a very small number of examples of cross cultural differences in dining etiquette. It is prudent to try and ascertain some facts about the dining etiquette of any country you plan to visit on business. By doing so you present yourself to the best of your ability and maximise the potential of your business trip.
Within the interdependent, global and multi-cultural marketplace of the 21st century, cross cultural differences in the approaches to and practices of business people across the world are important to learn.

A lack of cross cultural understanding can lead to misunderstandings which may result in offense. Cross cultural awareness and an understanding of foreign etiquette is important for today's globe trotting business person.

One area of importance in cross cultural awareness is in the different gift giving etiquettes of the world. Understanding gift giving and the etiquette surrounding it can help international business people cement better relationships with foreign colleagues, clients or customers.

Cross cultural gift giving etiquette involves considering the following points:

. Who is receiving the gift? Is it a person or a group? What is the status of the receiver(s)?
. What types of gifts are acceptable or unacceptable?
. What is the protocol associated with gift giving and receiving?
. Should gifts be reciprocated?

In many countries such as in North America or the UK, gift giving is rare in the business world. In fact, it may carry negative connotations as gift giving could be construed as bribery. However, in many other countries, gift giving and its etiquette have a central place in business practices.

In order to highlight some of the different aspects of cross cultural gift giving etiquette a few examples shall be presented.

Gift Giving Etiquette in China

. It is the proper etiquette for gifts to be exchanged for celebrations, as thanks for assistance and even as a sweetener for future favours.
. It is however important not to give gifts in the absence of a good reason or a witness.
. When the Chinese want to buy gifts it is not uncommon for them to ask what you would like.
. It would be wise to demonstrate an appreciation of Chinese culture by asking for items such as ink paintings or tea.
. Business gifts are always reciprocated. Not to do so is bad etiquette.
. When giving gifts do not give cash.
. Do not be too frugal with your choice of gift otherwise you will be seen as an 'iron rooster', i.e. getting a good gift out of you is like getting a feather out of an iron rooster.
. Depending on the item, avoid giving one of something. Chinese philosophy stresses harmony and balance, so give in pairs.

Gift Giving Etiquette in Japan
. Gift-giving is a central part of Japanese business etiquette.
. Bring a range of gifts for your trip so if you are presented with a gift you will be able to reciprocate.
. The emphasis in Japanese business culture is on the act of gift-giving not the gift itself.
. Expensive gifts are common.
. The best time to present a gift is at the end of your visit.
. A gift for an individual should be given in private.
. If you are presenting a gift to a group of people have them all present.
. The correct etiquette is to present/receive gifts with both hands.
. Before accepting a gift it is polite to refuse at least once or twice before accepting.
. Giving four or nine of anything is considered unlucky. Give in pairs if possible.
Gift Giving Etiquette in Saudi Arabia

. Gifts should only be given to the most intimate of friends.
. Gifts should be of the highest quality.
. Never buy gold or silk as a present for men.
. Silver is acceptable.
. Always give/receive gifts with the right hand.
. Saudis enjoy wearing scent - itr. The most popular is oud which can cost as much as £1000 an ounce.
. It is not bad etiquette to open gifts when received.
The above are a few of many examples of cross cultural differences in gift giving etiquette. It is advisable to try and ascertain some facts about the gift giving etiquette of any country you plan to visit on business. By doing so, you maximise the potential of your cross cultural encounter.
Cross cultural negotiation is one of many specialized areas within the wider field of cross cultural communications. By taking cross cultural negotiation training, negotiators and sales personnel give themselves an advantage over competitors.
There is an argument that proposes that culture is inconsequential to cross cultural negotiation. It maintains that as long as a proposal is financially attractive it will succeed. However, this is a naïve way of approaching international business.
Let us look at a brief example of how cross cultural negotiation training can benefit the international business person:
There are two negotiators dealing with the same potential client in the Middle East. Both have identical proposals and packages. One ignores the importance of cross cultural negotiation training believing the proposal will speak for itself. The other undertakes some cross cultural training. He/she learns about the culture, values, beliefs, etiquette and approaches to business, meetings and negotiations. Nine times out of ten the latter will succeed over the rival. This is because 1) it is likely they would have endeared themselves more to the host negotiation team and 2) they would be able to tailor their approach to the negotiations in a way that maximises the potential of a positive outcome.
Cross cultural negotiations is about more than just how foreigners close deals. It involves looking at all factors that can influence the proceedings. By way of highlighting this, a few brief examples of topics covered in cross cultural negotiation training shall be offered.
Eye Contact: In the US, UK and much of northern Europe, strong, direct eye contact conveys confidence and sincerity. In South America it is a sign of trustworthiness. However, in some cultures such as the Japanese, prolonged eye contact is considered rude and is generally avoided.
Personal Space & Touch: In Europe and North America, business people will usually leave a certain amount of distance between themselves when interacting. Touching only takes place between friends. In South America or the Middle East, business people are tactile and like to get up close. In Japan or China, it is not uncommon for people to leave a gap of four feet when conversing. Touching only takes place between close friends and family members.
Time: Western societies are very 'clock conscious'. Time is money and punctuality is crucial. This is also the case in countries such as Japan or China where being late would be taken as an insult. However, in South America, southern Europe and the Middle East, being on time for a meeting does not carry the same sense of urgency.
Meeting & Greeting: most international business people meet with a handshake. In some countries this is not appropriate between genders. Some may view a weak handshake as sign of weakness whereas others would perceive a firm handshake as aggressive. How should people be addressed? Is it by first name, surname or title? Is small talk part of the proceedings or not?
Gift-Giving: In Japan and China gift-giving is an integral part of business protocol however in the US or UK, it has negative connotations. Where gifts are exchanged should one give lavish gifts? Are they always reciprocated? Should they be wrapped? Are there numbers or colours that should be avoided?
All the above in one way or another will impact cross cultural negotiation and can only be learnt through cross cultural training. Doing or saying the wrong thing at the wrong time, poor communication and cross cultural misunderstandings can all have harmful consequences.
Cross cultural negotiation training builds its foundations upon understanding etiquettes and approaches to business abroad before focusing on cross cultural differences in negotiation styles and techniques.
There are three interconnected aspects that need to be considered before entering into cross cultural negotiation.
The Basis of the Relationship: in much of Europe and North America, business is contractual in nature. Personal relationships are seen as unhealthy as they can cloud objectivity and lead to complications. In South America and much of Asia, business is personal. Partnerships will only be made with those they know, trust and feel comfortable with. It is therefore necessary to invest in relationship building before conducting business.
Information at Negotiations: Western business culture places emphasis on clearly presented and rationally argued business proposals using statistics and facts. Other business cultures rely on similar information but with differences. For example, visual and oral communicators such as the South Americans may prefer information presented through speech or using maps, graphs and charts.
Negotiation Styles: the way in which we approach negotiation differs across cultures. For example, in the Middle East rather than approaching topics sequentially negotiators may discuss issues simultaneously. South Americans can become quite vocal and animated. The Japanese will negotiate in teams and decisions will be based upon consensual agreement. In Asia, decisions are usually made by the most senior figure or head of a family. In China, negotiators are highly trained in the art of gaining concessions. In Germany, decisions can take a long time due to the need to analyse information and statistics in great depth. In the UK, pressure tactics and imposing deadlines are ways of closing deals whilst in Greece this would backfire.
Clearly there are many factors that need to be considered when approaching cross cultural negotiation. Through cross cultural negotiation training, business personnel are given the appropriate knowledge that can help them prepare their presentations and sales pitches effectively. By tailoring your behaviour and the way you approach the negotiation you will succeed in maximising your potential.
Effective Multi-Cultural International Business Meetings
by Neil Payne

Of the many areas in international business where cultural differences manifest is in the corporate meeting room. International meetings are an area where differences in cultural values, etiquette, interpretations of professional conduct and corporate rules are at their most visible and challenging to control.
In international business meetings, cultural differences between professionals can and do clash. Although it can not always be avoided, the negative effects of cultural differences can be minimised with careful and effective planning, organisation and consideration prior to meetings.
Culture influences what we do, say, think and believe. Culture is different in different countries and contexts. In the context of international business it affects how people approach, perceive and contribute towards meetings. A few examples include:
Time
Not all cultures live by the clock. Time orientated cultures such as the British or Germans will have strict approaches to how meetings run. The start time, finishing time and all the different stages in between will be planned carefully. Other cultures will see the start time as an approximation, the finish time as non-fixed and all the different stages in between as flexible.
Hierarchy
The hierarchical nature of a culture can have a massive impact on the input given by participants in an international meeting. For those from hierarchical cultures speaking one's mind, criticising ideas, disagreeing openly, giving feedback and reporting problems in front of the boss or manager are all areas they would feel uncomfortable with. To offer a criticism of the manager's idea would be seen as a loss of face for both the manager and the criticiser.
The Purpose of Meetings
After a few pleasantries in the meeting room, the common term in the West is, 'let's get down to business'. Western meetings generally run to a tight schedule with an organised, pre-planned agenda. Meetings are for business. On the other hand, different cultures see the meeting as the arena for building personal relationships and strengthening bonds. Getting down to business comes further down the priority list.
When chairing an international business meeting it is always advisable to bear in mind the attendees' cultures and backgrounds. Is it a very varied group or do the majority of participants have cultural similarities? Think about their approaches to meetings. How have they acted in meetings before? Can you identify the cultural reason why?
Following are some guidelines that may assist you when approaching cultural diversity in your next international business meeting.
Meeting Etiquette and Mannerisms
In highly diverse international companies, one can find participants in a meeting from the four corners of the globe. Each will have their own cultural etiquettes, gestures, mannerisms and ways of expression. Shouting, throwing hands around and even storming out of meetings are all possibilities. In such a company it may be advisable to provide inter-cultural awareness training to staff to minimise misunderstandings. Where differences are not as acute it may be up to you as the chair to understand how certain etiquettes, gestures and general meeting room tactics may be perceived and how you can minimise any adverse impact.
Expectations of Meetings
Prior to the meeting make it clear what the purpose of the meeting will be. What is the goal of the meeting? Why are you asking each attendant? What do expect from them? Contact the participants and discuss the meeting and what you require of each person. If ready, send them the agenda. If it is a brainstorming meeting then maybe ask each participant to bring at least three suggestions with them. If it is a meeting bringing together different areas within a company, let each attendant know what people would like to hear about from them. Once a framework is in place people will know where they fit into the picture.
Take a Relaxed Approach to Meetings
Many people find business meetings daunting. This may be a combination of stage fright, sitting in front of the boss and feeling inferior to colleagues. This will lead to anxiety, tension, nervousness and general discomfort. Try introducing subtle differences to a meeting to put people at ease. Ice breakers offer a good tension release at the beginning of a meeting. Warm ups offer a similar benefit. Try using an alternative setting instead of the meeting room. Consider changes in the lighting or ambience.

Group Sizes in Meetings
In short, small groups will work more effectively in meetings. Smaller groups offer increased security and allow for greater participation. In international business meetings, using smaller groups can be used in two ways.
First, prior to a large international business meeting identify who will be coming and what they can contribute. Will the meeting cover different topics? Will it require input from different business areas? If you are organised enough you can initiate some smaller meetings where you group participants who are comfortable with one another or who share expertise in the same area. Ask the groups to take their conclusions to the next, larger, meeting. Participants there will now feel comfortable with their contributions and ideas.
Second, if the company culture allows, break your meeting up into smaller groups where feedback and open discussion may flow more easily. Then ask a delegated head of each group to summarise their findings. This may allow those who would not normally speak out in front of larger groups to get their views across.
Multi-Cultural Meetings
A major mistake made when dealing with diverse cultures in one meeting room is to suggest that those of similar backgrounds work, group or be seated together. Rather than allow for greater fluency in the meeting this will have the opposite affect. Once cosy in their cultural groups, participants will slip into their cultural patterns. It is vital you mix up your meeting. The additional benefit to this approach is that it allows for cross cultural interpersonal relationships to develop, strengthening staff bonds.
Alternative Communication Methods in Meetings
Most international meetings take on a basic format and structure whereby an agenda is set and attendants contribute to the topic of discussion orally. If you have participants who potentially will be very quiet and non-participatory then consider some alternative methods of communication.
For example, prior to the meeting, e-mail members of staff some questions regarding the forthcoming topics. Give them open-ended questions as to their opinions. Ask them to e-mail back their replies which can then be used to instigate their contribution in the meeting.
If you know some participants are uncomfortable speaking, then why not let them write? Either use a white board or offer to take suggestions and opinions on paper?
Always Confirm Meanings in Meetings
Different cultural assumptions as to the meaning of a word, phrase, symbol, picture or agreement can cause confusion before and after a meeting. When approaching a topic or after consensus has been agreed upon a subject always confirm that the general meaning has been agreed upon and understood. Where potential problems may exist as to interpretation always simplify meanings. If the meeting will deal with complex language or concepts consider forming a consensus on the meaning all participants will be comfortable with, then circulating them in advance of the meeting for review.
At the end of a meeting, summarise and capture the main agreements and disagreements. Ensure everyone is happy with them.
International business meetings require great planning, organisation and consideration if they are to succeed in offering effective outcomes. Always consider the cultural variants you will be dealing with and think of ways to overcome potential problems. The above mentioned tips are merely basic pointers that will hopefully help you start to think about how culture impacts international meetings.

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