Cross-Cultural Communication - Coursework Example

Cross Cultural Communication Name: University: Date: Table of Contents Cross Cultural Communication 1 Table of Contents 2 1.0 Introduction 3 2.0 Hofstede's Cultural Dimensions Theory 5 Hofstede in his research between 1967 and 1973 developed a paradigm that seeks to capture ‘culture’ by means of five cultural dimensions. The five key dimensions of culture according to Hofstede are: first, power distance, which is the extent to which individuals accept the uneven distribution of power within the society. In this case, a society with high power-distance believes in rigid hierarchy and authority and equality is very low while low power society are inclined to accept this unequal distribution of power (He & Liu, 2010). Individualism is the second dimension of Hofstede's cultural dimensions theory, and it connotes the level to which people weigh or prioritize their individuality in contrast to their readiness to accept the group goals. According to He and Liu (2010), in individualistic cultures, people needs are stressed over that of the groups. Success and achievement of individuals are stressed since they enable a person to be noticeable. However, in the collectivist cultures, the group success is more emphasized than individual achievement. The third dimension of this theory is masculinity/Feminity, which is concerned with the level to which a culture displays conventionally masculine traits (such as success, possessions of material, competitiveness, decisiveness, strength, determination, accomplishment) or feminine traits (quality of life, collaboration, family, sensitivity, conserving the environment, cherishing, caring for others) as well as the level to which gender differences are sustained (Hofstede, 2011). The fourth dimension is uncertainty avoidance, is concerned with reflecting the level to which people are ready to embrace or shun the unknown. In this case, Hofstede established that a high uncertainty avoidance culture values order, structure, and predictability while low uncertainty avoidance culture values limited structure ambiguity, as well as risk taking. The last dimension of this theory is long-term orientation: According to Hofstede, long term oriented societies promote rational virtues that focus on the future rewards, especially persistence, saving, as well as becoming accustomed to changing environments (Hofstede, 2011). 5 3.0 Schwartz’s Theory of Value Orientations 6 4.0 Theoretical Discussion 7 5.0 Barriers to Effective Cross-Cultural Communication 8 6.0 How to Overcome These Barriers 9 7.0 Barriers Facing Global Companies 10 8.0 Barriers Implication on Cross-Cultural Communication in International Businesses 11 9.0 Conclusion 12 10.0 References 13 Cross-cultural Communication 1.0 Introduction Without doubt, cross-cultural communication is important for firms having diverse labor force and taking part in the global economy. Basically, it is imperative for firms to comprehend the factors that make up diverse and effective workforce. In this case, cross-cultural communication has turned out to be strategically vital to global companies because of the growth of technology, global business as well as the Internet. Comprehending cross-cultural communication is imperative for companies seeking to go international; therefore, this form of communication involves a comprehension of how individuals from diverse cultures communicate speak, as well as see the world around them. As stated by Kawar (2012), cross-cultural communication is concerned with understanding various business communication strategies, beliefs and customs. There are numerous factors that affect cross-cultural communication, and they include high-context versus low-context cultures, differences in language, power distance as well as high non-verbal differences. Even though businesses have progressively shifted towards integrated world market so as to meet its needs, the communication challenges at a global level have become more and widespread. However, in a world economy that is progressively competitive, it has become tougher for successful companies to carry out business absolutely within the secure precincts of an environment for single domestic business. In order to achieve a satisfactory position within the world of business, managers have increasingly become conscious of the main cross-cultural communications roles in the work environment. As indicated by Huang (2010) culture varies, and so when cross-cultural communications are distorted, it can weaken the position of the company in the local and international market; thus, preventing it from realizing its strategic goals, and eventually resulting in failure. The essay seeks to provide a critical analysis of cross-cultural communication from theoretical perspective, an overview of barriers facing global companies, and implications of cross-cultural communication insights in international businesses. 2.0 Hofstede's Cultural Dimensions Theory Hofstede in his research between 1967 and 1973 developed a paradigm that seeks to capture ‘culture’ by means of five cultural dimensions. The five key dimensions of culture according to Hofstede are: first, power distance, which is the extent to which individuals accept the uneven distribution of power within the society. In this case, a society with high power-distance believes in rigid hierarchy and authority and equality is very low while low power society are inclined to accept this unequal distribution of power (He & Liu, 2010). Individualism is the second dimension of Hofstede's cultural dimensions theory, and it connotes the level to which people weigh or prioritize their individuality in contrast to their readiness to accept the group goals. According to He and Liu (2010), in individualistic cultures, people needs are stressed over that of the groups. Success and achievement of individuals are stressed since they enable a person to be noticeable. However, in the collectivist cultures, the group success is more emphasized than individual achievement. The third dimension of this theory is masculinity/Feminity, which is concerned with the level to which a culture displays conventionally masculine traits (such as success, possessions of material, competitiveness, decisiveness, strength, determination, accomplishment) or feminine traits (quality of life, collaboration, family, sensitivity, conserving the environment, cherishing, caring for others) as well as the level to which gender differences are sustained (Hofstede, 2011). The fourth dimension is uncertainty avoidance, is concerned with reflecting the level to which people are ready to embrace or shun the unknown. In this case, Hofstede established that a high uncertainty avoidance culture values order, structure, and predictability while low uncertainty avoidance culture values limited structure ambiguity, as well as risk taking. The last dimension of this theory is long-term orientation: According to Hofstede, long term oriented societies promote rational virtues that focus on the future rewards, especially persistence, saving, as well as becoming accustomed to changing environments (Hofstede, 2011). 3.0 Schwartz’s Theory of Value Orientations The second theory is the theory of value orientations which states that the dominant value emphases within the society can be the main cultural feature. Such value emphases according to Schwartz (2006) express notions of what is desirable as well as good, the ideals of the culture. According to Schwartz (2006), the rich structure of practices, beliefs, meanings, values, norms and symbols, dominant amongst individuals within the society are the underlying culture manifestations. Schwartz sees culture as a hypothetical and underlying variable, which can be measured only by means of its manifestations. In this regard, the fundamental normative value emphases are integral to the influence of culture and offer a level of consistency to such manifestations. Therefore, according to this theory culture is not situated within the actions as well as minds of specific people; instead, it is outside the person. This theory stipulates three bipolar cultural dimensions representing substitute solutions to the problems facing the society: mastery versus harmony, hierarchy versus egalitarianism, as well as embeddedness versus autonomy. As stated by Schwartz (2006), societal focus on the orientation of culture at one dimension pole characteristically goes along with de-focus on the type of polar with which it is likely to conflict. For example, Israeli and American cultures are inclined to emphasize affective autonomy as well as mastery and offer almost no emphasis to harmony. On the other hand, the China and Iran culture emphasize embeddedness as well as a hierarchy, but not intellectual autonomy and egalitarianism. In contrast to the rest of the world, Russian culture emphasizes hierarchy but not the conflicting egalitarianism orientation. 4.0 Theoretical Discussion According to Bergiel, Bergiel, and Upson (2012), the cultural dimensions theory by Hofstede was amongst the first theories that could be utilised to explain detected variances between cultures. Research by Hofstede, which utilised questionnaires offered to the international IBM workers, failed to include a number of regions, as well as countries of Eastern and Central Europe. Still, Hofstede assumed that managers in Russia are typified by high uncertainty avoidance, high power distance, low masculinity, as well as medium-range individualism. According to He and Liu (2010), numerous studies such as that by Bollinger have established, Hofstede assumptions were true. Besides that, Hofstede's theory regarded local population as a homogenous whole but failed to consider that scores of countries are made up of ethnic unit groups. Therefore, when the analysis is restrained by the personality of the person being examined; the outcomes are likely to be generalised. Besides that, Hofstede’s theory has ignored the significance of the community, as well as the community influences distinctions. Moreover, the study outcomes, especially those relating to Uncertainty Avoidance and Masculinity, could have been responsive to the survey timing because during the time of study Europe was in the middle of the cold war and still was preoccupied with rich reminiscences of the Second World War. Due to the political volatilities of the time, Hofstede’s sample attributed to the theory does not have information from the Third World Countries and socialist countries. With regard to Schwartz’s theory of value orientations, Schwartz (2006) posits that the orientations of the cultural value are interrelated based on the compatibility amongst them. This has been attributed to particulate assumptions shared by the orientations, which consequently generate similar expectations. For instance, intellectual autonomy and egalitarianism share the assumption that individuals should and can take personal responsibility for their actions, and their decisions are based on their own individual understanding of the circumstances. In this case, Western Europe exhibits both high intellectual autonomy as well as egalitarianism. On the other hand, hierarchy and embeddedness according to Schwartz (2006) share the assumption that an individual’s responsibilities to and roles in collectivities are very imperative as compared to the aspirations and unique ideas and this is evident in Southeast Asian cultures. 5.0 Barriers to Effective Cross-Cultural Communication As evidenced by numerous studies, there are numerous barriers to effective cross-cultural communication. The first barrier is language; misunderstandings happen to people speaking the same language, so for people coming from different linguistic and cultural background, this is a common barrier. As mentioned by He and Liu (2010), language is a culture reflection, and various cultures interpret words differently, so misunderstanding is always prevalent. Another barrier is behavior; basically, cultural differences attributed to behaviors such as body language may as well result in miscommunications. For instance, in the United States, eye contact during conversation is very imperative it exhibits that the person is interested and is paying attention, but in scores of Asian countries, eye contact is considered as a challenge to authority or disrespect. Other cultural differences attributed to body language that may result in barriers to effective cross-cultural communication include facial expressions, the utilization of nodding to indicate understanding or agreement, as well as the space between each other when communicating. Another barrier is stereotypes, which has been described by Irimiaş (2011) as assumptions made by people regarding the attributes of individuals from a certain social or cultural group. Irimiaş (2011) points out that stereotypes are a key barrier to effective communication in the work environment; For instance, when a white person makes a joke to black-American colleague for arriving late, there is high chance their professional relationship will be damaged. Ethnocentrism is another barrier, and may be described as the likelihood to judge people based on their cultural values and standards. Essentially, ethnocentric views do not just present communication barrier but as well negatively impact employee productivity as well as morale. 6.0 How to Overcome These Barriers The above mentioned barriers can be overcome when people learn to appreciate, comprehend, and control their own cultural conditioning. When working with people from different cultures, the description should be emphasized instead of evaluation or interpretation, and consequently reduce premature closure and self-fulfilling stereotypes. Moreover, as suggested by He and Liu (2010), people should identify and utilize their stereotypes as guides instead of discarding them as unworldly generalizations. Companies should understand that introducing workers who work collectively in a non-threatening work setting allows for a long term good working relationship. Understanding other culture's norms, rules, and language for tolerable behavior is valuable in preparing workers to handle situations when they arise. Moreover, companies should offer techniques, tips, and workshops for effective cross-cultural communication within the work environments. Besides that, employees should be coached on how to handle conflicts associated with cultural misunderstandings, and this can be achieved by offering employees opportunities to respond to circumstances from perspectives different from their own. People should recognize that their experiences as well as cultural background shape what they value, how they think, in addition to how they communicate, so they should identify and adjust to language differences. 7.0 Barriers Facing Global Companies Basically, there are various barriers that face global companies, and one of the barriers is the style of communication. The traditional business negotiations pace is very different when companies expand to global markets; for instance, Americans normally desire to rush negotiations, but in other countries such as China they emphasis on building relationships prior to making a business deal. Another barrier is Time and Distance; even with advanced technologies like social media and video conferencing, some countries prefer establishing personal relationships. For instance, when an American company invest in China, they will have to make huge transport investment for frequent travels to China to strengthen personal relationship. Moreover, because of time zone difference it may become hard for global companies to effectively manage projects, especially where collaboration is needed because when American executives start working their counterparts in China have already concluded the day business. A good example is the ongoing competition in the refreshment drinks market in India where Coca-Cola a global company the leading soft drink manufacturer in the world has not succeeded in the Indian market (Banutu-Gomez, 2014). Thanks to globalisation, it has become easier for multinational companies to penetrate the Indian market because trade barriers have been reduced, but cultural differences have made some companies get less profit, and ultimately results in failure. The failure has mainly been attributed to inadequate knowledge concerning India and its national culture. It is imperative for global companies to understand the people as well as their consuming behaviour before entering the market, because culture plays a crucial part in the consuming behaviour (Banutu-Gomez, 2014). In this case, Coca-Cola has failed in Indian market because it mostly focuses on issues associated with the reputation, brand, and Corporate Social Responsibility (CSR). Coca-Cola must emphasise more on Indian culture since culture is the key factor that defined the consumer behaviour as well as purchasing patterns. Moreover, Indians are keener towards their culture. 8.0 Barriers Implication on Cross-Cultural Communication in International Businesses Cross-cultural communication in the international business according to Guang and Trotter (2012) needs that business investigates the viability of the market by involving the study of the culture wherein the company seeks to carry out its operation. This is because the success or failure of the international business will be determined by culture and effective communication. Basically, culture impacts business communication, which in turn, influences culture; so, international businesses can be changes agents in a culture. According to Guang and Trotter (2012), the relationship between culture and business communication may be reviewed from three points of views. First, consumer behaviour is impacted by culture, through the definition of suitable product-use and purchasing behaviour for business as well as consumers. Guang and Trotter (2012) noted that cross-cultural factors have an effect on people purchase behaviour and also impacts business behaviours. For instance, in a number of cultures like Japan, consumers always expect a gift from business, and when they are not offered the gift they feel insulted. Secondly, Guang and Trotter (2012) posit that culture have an effect on the advertising effectiveness, whereby ads are strongly impacted by the language barrier. Furthermore, advertising structure and budget for most international business are rooted in consumption style and buying habits, and in consequence, they are impacted by norms and values, on existing media and the cultural condition. Finally, international business communication have an effect on culture, resulting in cultural change and borrowing, and so more markets grow to be global, the cultural change rate will also increase. 9.0 Conclusion In conclusion, it has been argued that to secure a favourable position in the international market, business must become more aware of the essential roles of cross-cultural communications. As noted in the essay, cultural difference can have an effect on entry strategy decisions; for example, the choice of product for the targeted country and adaptation to global markets. All of such decisions rely on cross-cultural communications; therefore, if cross-cultural communications are distorted, it can worsen the position of the company in the market, stop it from realising its objectives, and may eventually result in failure. Since globalisation is resulting in collisions of cultures, it is imperative both domestic and global companies become more sensitive to the various body language and gestures surrounding them. As stated in the essay, there are different cultures across the globe with unique languages, values, and customs and understanding them can help a company communicate effectively and establish strong relationships. Barriers to effective cross-cultural communication, as discussed in the essay, include, stereotyping, language, behavior, ethnocentrism, among others. Given that it has become harder to compete in a globalized economy, there is need to recognize and promote cultural integration. 10.0 References Banutu-Gomez, M. B. (2014). THE ROLE OF CULTURE, LANGUAGE, AND ETHICS IN GLOBAL BUSINESS. European Scientific Journal, 231-242. Bergiel, E. B., Bergiel, B. J., & Upson, J. W. (2012). Revisiting Hofstede’s Dimensions: Examining the Cultural Convergence of the United States and Japa. American Journal of Management, 12(1), 69-79. Guang, T., & Trotter, D. (2012). Key issues in cross-cultural business communication: Anthropological approaches to international business. African Journal of Business Management, 6(22), 6456-6464. He, R., & Liu, J. (2010). Barriers of Cross Cultural Communication in Multinational Firms: A Case Study of Swedish Company and its Subsidiary in China. Halmstad School of Business and Engineering, 1-32. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1), 1-26. Huang, L. (2010). Cross-cultural Communication in Business Negotiations. International Journal of Economics and Finance, 2(2), 196-199. Irimiaş, E. (2011). Behavioural Stereotypes in Intercultural Communication. Acta Universitatis Sapientiae, Philologica, 3(2), 167-174. Kawar, T. I. (2012). Cross-cultural Differences in Management. International Journal of Business and Social Science, 3(6), 105-111. Schwartz, S. H. (2006). Cultural Value Orientations: Nature & Implications of National Differences. Jerusalem: The Hebrew University of Jerusalem. Read More