Cross-Cultural Communication Matrix - Research Paper Example

Cross-Cultural Communication Matrix [Insert [Insert In the present day context the world is fast becoming a global village and numerous opportunities for international travel and business are available to man. In this scenario it is imperative that each global citizen becomes aware of his/her own as well as others cultural identity, cultural values and stress points so that they become skillful communicators. There is a common belief that all humans are equal and hence all have similar feelings and behavior patterns.

That is however, not entirely true. If an individual who needs to do international business treats people in another country and from a different culture, in the same way as he does people in his own country and from his own culture, he may not be as effective as he would like to be. In order to become cross-culturally competent one needs to be aware of the different layers of culture, both visible and intrinsic, of the country they are visiting and have the skills to adapt their own behavior to be a better communicator and a culturally sensitive and competent person.

CountryPreferred Communication StyleNon-Verbal Communication PracticesBusiness Communication NormsStrategies to Increase Cross-Cultural Communication*United States of AmericaDirect: Americans prefer a direct, open, unambiguous approach to communication. Circuitous or elaborate language is usually seen as a waste of time or as suspicious behavior. An impasse is usually confronted directly and the consequent debate is “seen positively and as a sign of definite progress.” (“American Communication Styles”, n.d.).

Low-Context Culture: According to Edward Hall’s definition a Low-Context (LC) culture is one where “the mass of information is vested in the implicit code.” (Hofstede, 2001, p.30). This essentially means that instructions, directions and other such information are likely to available in direct written or oral forms (like bulletins, billboards) without dependence on non-verbal indicators.Eye Contact: In the USA, maintaining eye contact, handshakes and so on are seen as positive markers of trust.

Same-Gender Interaction: Men are not usually seen to kiss or hug each other in professional or business settings. Short-Term: Goal orientation is usually short-term. Task-oriented planning. Deadlines are important. Automated situations are not threatening. Most Americans are more comfortable with written instructions. Independence:Decisions are made on an individual basis. Speaking one’s mind is a positive trait. Low PDI:The Power Distance Index (PDI) in the US is low. Equality in society is usually an ideal to be reached.

Time: It is important to remember that the adage “Time is Money” is believed quite literally in the USA. Relationship building is done through basic, perfunctory gestures and does not need elaborate or long-term rituals.JapanRhetorical: The truth of the statements is often a little obscured by the use of rhetoric. Also the number of people who speak fluent English and Japanese are very few. It’s usually one language or the other that they can speak.Tatemae and Honne: There is a distinction between what the Japanese say out loud and what they truly feel.

Sometimes these can even be contradictory. (“Japanese Communication Styles”, n.d.).Minimal Body Language: The Japanese do not believe in displays of emotion during business meetings. They may also show confusing non-verbal signals like laughing when they are actually worried or sad.Punctuality: At social events, punctuality is not expected. Slurping down noodles, however, indicates your enjoyment of the meal. (Butler, n.d.)Long-Term: Planning is on the long-term. Priority given to relationship-building over immediate deadlines.

Collectivist: Decision making is a group activity. Interdependence is high. Being frank and upfront, speaking one’s mind, can be seen as rudeness. However, Hofstede points out (2001, p. 237) that Japan is viewed as a collectivist society only by Westerners. Asians perceive the Japanese as individualistic.Power Distance: Japan has a middle level PDI. Clarification: The need for repeated clarification is of the utmost importance. “Everything should be questioned in order to ensure that clear understanding has been achieved.

” (“Japanese Communication Styles”, n.d.).Awareness of Etiquette: Manners and social customs are intrinsic parts of establishing business relations, so it is imperative that these are mastered first.Saudi ArabiaHyperbolic: Business relations are established on the initial praising and flattering of each other’s assets and cultures. This first stage of one party complimenting the other and vice versa is an intrinsic part of Arabic protocol and must be maintained to ensure opening up of business channels.

Indirect: Residents of Arabic societies are often reluctant to share bad news. It is important therefore to keep in touch with ground facts while receiving feedback from Arabic businessmen on any issue.Eye Contact: Good, stable eye contact is a positive sign. “A mans sincerity and honor can be judged by their ability to look you in the eye.” (“Saudi Arabian Communication”, n.d.).Courtesy: Shoes are usually expected to be removed before entering a building. The thumbs-up sign is considered rude.

The left hand should not be offered for handshakes or used to eat.Same-Gender Interaction: Men often kiss each other on the cheek or embrace, even in business settings. This is a sign of acceptance and welcome. “Men walking hand in hand is a sign of friendship.” (Butler, n.d.). High Power Distance: Saudi Arabia falls among the countries with high PDI. This means there is greater formality in business or professional settings. Bosses and employees are not to be treated as equals.Trust: The Arabic countries value the trustworthy businessman very highly.

Trust should be built carefully and maintained throughout the business dealings.Religious Awareness: Being aware of Islamic rites, beliefs, customs is of the utmost importance. Declaring one’s atheism, for instance, could be fatal to establishing business relations.*The strategies are written from the perspective of the guest in the host country.In conclusion, it is not only important to be able to recognize and appreciate differences in cultures but also to be flexible and adaptive when dealing with persons from a different culture than our own.

When adapting to somebody elses culture it is important to remember that one must only be adaptive and modify ones behavior and not try and change ones core beliefs and values. Recognizing and appreciating other peoples cultural values and traditions is the first step to becoming cross-culturally competent.References: American Communication Styles. (n.d.). Retrieved from http://www.worldbusinessculture.com/American-Business-Communication-Style.htmlButler, P. (n.d.). Japan. International Business Centre.

Retrieved from http://www.cyborlink.com/besite/japan.htmButler, P. (n.d.). Saudi Arabia. International Business Centre. Retrieved from http://www.cyborlink.com/besite/saudi-arabia.htmHofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations, 30-39; 237-238.Japanese Communication Styles. (n.d.). World Business Culture. Retrieved from http://www.worldbusinessculture.com/Japanese-Business-Communication-Style.htmlSaudi Arabian Communication Styles. (n.d.). World Business Culture.

Retrieved from http://www.worldbusinessculture.com/Saudi-Arabian-Business-Communication-Style.html