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Suggestions and tentative standardised rules for business communication: Internal/External Communication

Why?

Our success and expansion leading to being a multicultural company 1 The impact of culture on business

Internal Communication

Example How to make it practical Suggestions Rules

Example
A Westerner colleague asking a Chinese Human Resource Director concerning attendance at training programme2:
W: Do you thinkMr sim will be able to come to the course next week, as I would like to make hotel reservations for him and the hotel is quite full? HR: It is possible he may have to attend a meeting in Shanghai.

2 days later

W: I am following up my earlier conversation and I am wondering if Mr Sim will be attending the course. HR: As I told you previously, he will NOT attend.

Results

Misunderstanding occurs. Employees ignore each others.

Cultural Dimensions

Western (Germans, Americans, Canadians) Cultures: Low context cultures

Direct messages Less cues

Asian and some European (Chinese, Japanese, Spanish) Cultures: High context cultures

Context is an important shared code Meaning is interpreted and created with situation and nonverbal cues

How?

Providing employees training given by intercultural communication coaches

Suggestions: Internal Communication

Be open-minded Be aware of where other colleagues are from Listen, observe, speak

Tentative standardised rules

Use explicit messages Avoid casual language style Stick to grammar rules Use visual aids when possible Make confirmation in written language regarding important business matters

External Communication

Meetings, conferences

A case study

(Un)successfully promoting company and country image to foreign business visitors: Western hosts (un)welcoming Asian visitors4

What's wrong?

Spatial arrangements and Power distance: where and with whom to be seated Analysed specifics VS. Integrated wholes: All work and no play make Jack a dull boy, whose proverb is it?

The anthropology of space

Western observation

People sitting A-F making conversations 6 times more than others, and twice as many as people sitting C-B

Hofstede's cultural relativity of life 6 concept: Power distance

Small power distance: People are all equal

Britain America Canada

High power distance: People are all equal, but in certain situations e.g. International delegations, some playing roles of higher status and must be treated accordingly

Asians Southern Europeans

Suggestions: Seating arrangements

www.nzte.govt.nz

Whose is it?

All work and no play make Jack a dull boy.

To play is to take part in socialisation.

Analysed specifics vs. Integrated 7 wholes

Analysed specifics: Good managers focusing on getting the job done

Most European countries and North America

Integrated wholes: Good managers being able to develop rapport with their staff and partners

Most Asians

How we play after work: What the differences

Analysed specifics

Integrated wholes
8.30 registration 9.00 plenary 10.30 questions and discussions 11.00 tea 12.30 lunch 13.30 breakout sessions 15.30 plenary 16.15 break 16.30 plenary 19.00 dinner

Thank you for confirming attendance to this Friday evening's [event] ..., your place is reserved. ....We feel that light refreshments provide an opportunity for socialising during and after the meeting. We would kindly ask that ... you bring along with you to the meeting ONE drink (bottle or packet - we will still provide the glasses, plates and light snacks).
+a meeting confirmation email from a students club in a university in UK

*Agenda: Southeast Asia Partnership

Meeting 1-2 March 2012 Bangkok,

Suggestions

Be aware of and value cultural differences Pay much attention on rapport managements8 Be financial wise: ask the financial department to discuss on drawing up budget for reception and entertaining visitors allowance

Further readings
1Trompenaars, Fons., & Hampden-Turner, Charles. (1998). Riding the waves of culture: 2Moran, Robert T., Harris, Philip R., & Sarah, V. (2011). Managing culturally differences: Leadership 3Hall, Edward T. (1981). Beyond culture. New York: Anchor books. 4Spencer-Oatey, Helen, & Xing, Jianyu. (2008). Issues of face in a Chinese business visit to Britain. 5Hall, Edward T. (1966). The hidden dimension. New York: Anchor books. 6Hofstede, Geert. (1984). The cultural relativity of the quality of life concept. Academy of Management Review, 9, (3), 398-398. In Spencer-Oatey, Helen (Ed), Culturally speaking (pp. 258-273). London: Continuum. skills and strategies for working in a global world. (8th ed.). Amsterdam: Elsevier. Understanding cultural diversity in business. (2nd ed.). London: Nicholas Brealey.

7Hampden-Turner, Charles M., & Trompenaars, Fons. (1996). A world turned upside down: doing
8

business in Asia. In Warner, Malcolm, & Joynt, Pat (Eds), Managing across cultures: Issues and perspectives (pp. 275-305). London: Thomson.

Guirdham, Maureen. (2005). Communicating across cultures at work. (2nd ed.). New York: Palgrave.