Introduction Communication between people of different cultures is called intercultural communication.

In theory people are different cultures whenever the degree of differences between them is large and important enough to create the similar interpretation and expectations about what are considered competent communicational behaviors. Intercultural communication is a process that involves interactions between people whose cultural perceptions, symbolic systems are distinct enough. This difference is about ethnicity, gender, age, religion and educational background. Ways to think, react Some people respond with amusement, curiosity, interest, while others may respond with hostility, anger or fear. Many people have had negative experiences that can range from physical misunderstandings to physical violence. Sometimes people see those who are different as threating, as forcing them to change. According to some researchers, intercultural communication depends on 3 factors: The positive feeling we possess at the effective level, including affirmation, self-esteem, comfort, trust and safety The beliefs we bring into the intercultural encounter at the cognitive level, including expectations, stereotypes, misunderstandings of rules and procedures. The actions or skills we possess at the behavioral level, including verbal and nonverbal communicational skills. Forms of intercultural communication I.c. may take place towards people engaged as tourists, sportsmen, business people, diplomats, immigrants. Some may be happily, voluntarily, others may occur involuntarily According to the type of dialogue we may have 3 types of intercultural interactions: The self-centered dialogue- each participant stays at his cultural background. The dominant dialogue- one side is aware of the existing cultural differences and uses it to control the other side The equal dialogue- it is the ideal form of intercultural communication, based on mutual understanding of cultural similarities and differences, based on empathy. There are hundreds of definitions to the word culture. It is difficult to define because it is a large and inclusive process. It involves learnt and shared values, norms, attitudes, behaviors and material objects.

Culture is the coherent learnt, shared view of a groups of people about lifes concerns, a view that ranks what is important, furnishes its attitudes about what things are appropriate and dictates behaviors. Culture is coherent. Each cultures past of present is coherent and complete within itself, an entire view of the universe. Regardless of how pelicular a fragment of culture seems, when it is placed within the whole picture of the culture, it makes sense. Culture is leant. It is not something we are born with, it is rather learnt. We all have to be told our culture and the process begins immediately after birth. Culture is also learnable, which means that nobody has to remains for a lifetime locked inside one culture. If you want to understand other cultures, you can learn them, not just learn about them. To learn a culture means to actually get inside that culture and act accordingly to what is expected in that culture. Culture is the view of a group of people. Societies are motivated by common views, which are dynamic forces within them. A culture is shared by a society in the sense that members of the society agree about meanings of thins, about what is important and necessary without having to say so. People show symbols of their culture, and the most obvious set of symbols is the language. Cultures also show visual symbols such as company logos, icons and religious symbols. Culture ranks what is important. In other words, culture teaches values; what is important to one groups can be meaningless to another. Values provide us with standards of competence and morality, guiding or determining attitudes, behaviors, judgments. Values are what people go to war over and conduct business by. We can talk about them as cultural priorities, and can be of greater or lesser importance. Culture furnishes attitudes. An attitude is learnt, it is a tendency to respond in the same way to the same object. They are feelings about things based on values, which range from positive to negative. Attitudes can change, although changing them may be difficult. They are based on values as well as beliefs. Beliefs are conventions or certainties that are based on subjective and often personal ideas rather than on proof or fact. Belief systems or religious are powerful sources of values and attitudes in cultures. Culture dictates how to behave. Behaviors come directly from attitudes about how significant something is and how it is valued. In business content the motivation of employees, partners, and superiors come from cultural values. In other words, what people think is important. To communicate about business in another culture it is necessary to understand the values that operate in that business culture and understand what motivates your partner or associate.

Visible and hidden elements in culture Visible cultures are what people who are in contact find it easier to observe and react to. It involves culturally detectable actions such as shaking hands, bowing and kissing upon meeting.it also include holidays and traditional ways of celebrating them, food and dances, customs and music. But we also have the backstage elements of culture. For a foreigner, the backstage elements can be as hard to grasp as a wet frog. The backstage reasons for behavior are usually unconscious. The actors are not aware that they behave in a culturally driven way. The visible elements of culture may be interchangeable, but the hidden elements are nor. Backstage culture may include the way people make decisions, the way people respond to deadlines, the way they accomplish tasks. Culture. Elements. Functions. Patterns. Culture embodies beliefs, values and norms. It is dynamic, it is subject to change. There are 3 mechanisms associated with change in culture: innovation, diffusion, acculturation. Innovation is the discovery of new practices, tools and concepts that many members of the culture eventually accept and that may produce slight changes in the societys beliefs and behaviors. Diffusion is the borrowing by one culture to another, and acculturations is what happens in the case of international immigrants when groups of different cultures come into direct contact, the result being deep changes in the original culture patterns. Culture has 2 basic functions: It proves a context Provides structure, stability and security+ provides 3 types of needs.

Culture provides a context in which 3 aspects of human soc. are embedded: the linguistic, physical and psychological aspect. Language allows us to communicate with people that have similar values and beliefs systems. Physical aspect supplies and environment of activities and the philological aspect is related to our mental activities. Culture provides structure, stability and security that are used by the group to maintain themselves as a healthy system. Culture provides 3 types of needs: basic needs (food , shelter), and derived needs( the organization of work, the distribution of food), and integrative needs (psychological security, social harmony, purpose in life). The elements of culture: History Values Social organization Language

Religion

History is transmitted from generation to generation and it is part of the identity of the members of a society. Values represent guidelines for social living and they differ from culture to culture. Social organization is also called social systems or social structures. They establish common networks and regulate norms of conduct at all society levels. Language is a common characteristic of all cultures, although it differs from culture to culture. Religion is a part of every culture, because each culture has a dominant religion. It influences culture in different degrees in conscious and unconscious ways. Learning intercultural communication The culture orientation model In order to learn another culture, one needs to be able to relate himself to specific features of the culture. The cultural orientation model is an important aid when we are trying to learn another culture. It identifies key features, the dominant value orientations of culture and enables a general cultural positioning. It presents a framework for exploring and mapping the components of culture at any level. It is the corner stone of the cultural orientations approach and provides a common basis with which to analyze cultural phenomena in intercultural communication. It has 10 cultural dimensions based on 3 criteria: Each dimension needs to recognize an important aspect of social life Each dimensions need to be something to which any social culture environments gives its numbers a basic orientation Each dimension has practical value to managers, leaders Dimension: the environment, time, action, communication, space, power, individualism, competiveness, structure, thinking. 1. The environmental dimension

It offers a way in which to view and relate to people, objects and issues. We have 3 orientations: the control, the harmony, the constraint orientation. In controlled oriented cultures you will hear people say things like: Dont let anyone stay in your way, you got a problem, fix it!, God help those who can help themselves. In this view, the environment, including other people, can be modelled to fit human needs. In this conception the future can be planned for, and organizational structures can be put in place and controlled in order to achieve objectives. In business organization, a controlled orientation leads to producing measurable results. Organizational thinking tends to be very analytic and linear, with problems broken down into small, manageable components and process. In this conception, individual leaders should take charge and push through

changes, and the staff members will be evaluated on their ability to achieve objectives and overcome obstacles. Controlled oriented cultures tend to consider problems as opportunities waiting for solutions. In harmony oriented cultures you will hear sayings like Dont make waves, Dont rock the boat. In this view, people are a integral part of nature and the social environment. Their actions and thoughts should reflect this awareness and facilitate harmonious relations with the world and others. Cultures that emphasize harmony believe that plans should set challenging goals, but also that they should have flexibility built into them to allow for changes in the environmental conditions. Risk forecasting is part of the planning process, but it is understood that not all risks can be controlled. In harmony oriented environments, organizational thinking tends to he holistic, tends to insist on the big picture, rather than strictly analytical and narrowing focuses. Leaders will need to facilitate harmonious relations and provide their staff with stability. In constraint oriented cultures, people will say Its a matter of luck, Its fate!, If God wishes it to be so!. From this perspective we cannot claim direct control of business. This orientation cab be seen in societies that stress the influence of external forces, the cycles of time and resource limitations rather than the impact of personal actions. In this culture planning will tend to be at the strategic rather than at detailed level. Religion is closely tight to the environmental dimension of culture. Religions, even to those who dont actively practice it, it is an essential source of people perspective, on their relationship with the world and their actions within it. This perspective underlines the work of the sociologist Max Weber in the protestant ethic and the spirit of capitalism. He demonstrated a relationship between systems of religious and ethical beliefs and economical outcomes. 2. Time.

Time is a key element of human existence; it speaks more plainly than words. The use and views of time have powerful messages about what we value and how we relate to one another and to the world around us. From this point of view we have single focused orientations, multi focused orientations, fix time cultures, fluid time cultures, past, present and future cultures. Single focused cultural environment place a high value on doing one task at a time and meeting set deadlines, sayings such as everything has its time and place. The focus is at one particular issue, subject or relationship.

Multi focused culture place a great emphasis on engaging in multiple tasks and relationships simultaneously. Social environment, the completion of tasks and the accomplishment of goals tend to rely on strong relations rather than on abstract plans. Fixed time cultures consider time as the driver of the activities. According to this, the chronological passing of time structures the sequent of activity. These cultures consider punctuality as a key ingredient. In these cultures meetings are supposed to begin on time and deadlines and schedules are taken seriously. Time is money in these cultures. Fluid time cultures tend to consider the relationships and their associated activities as driving the use of time. Relationships are more important. According to this, a responsible person takes care of requirements of a situation or an important relationship without making time the main consideration, like a multi focused orientation. Past, present and future organizational cultures Past oriented cultures tend to consider change and the unknown with deep distrust, suspicion and rejections. Examples of organizations such as this: China, India, Europe. In this organization, plans for change may need to fit with what has happened previously and long time frames are required if the plan introduces an important change. In such a culture, the leader is expected to carry the vision of the past into the future. The past is always the context for evolution of the present. Present oriented culture aims for quick results and stresses the here and now. This can be seen in saying take care of today and tomorrow will take care of you. Organizations like these will formulate short time plans, theyll divide coordinators and theyll select and train employees to meet their goals. Future oriented culture demonstrates a willingness to train short time gains for long time results. They tend to divide and coordinate work and resources to meet long range goals and projections for the future. 3. Action

Focuses on the view of actions and interactions with people and ideas that tend to be expected or reinforces. We can distinguish 2 orientations which we identify as doing and being. In doing oriented cultures emphasis is placed on external, measurable accomplishments, achieving goals and completing tasks. Here, motivation is achievement based, performance objectives are given and performance is measured against set standards and rewards. In being oriented cultures they value affiliations, character and personalilty qualities are important. Building affiliations, trust, relationships is a key condition for an effective and efficient focus. Therefore, in being oriented cultures, socializing and getting to know each other are often expectations and can be connected with specific etiquette and protocol. In this environment emphasis is placed on the quality of life, carring and relationships. Job satisfaction is more important than task accomplishment.

4.

Communication

It recognizes the different formats for expression and information exchange which cultures expect, reinforce and reward. 4 possibilities: high and low context communication, direct and indirect, expressive and instrumental, formal and informal. In High context cultures the successful exchange of information depends on the ability to apply a shared and implicit framework of interpretation to a message. This framework is the product of the shared experiences of groups or societies which makes certain things understood without their needing to be stated explicitly. It is the product of strong relationships between people and deep knowledge and understanding of the part of the people involved. The process of decoding a meaning is based to a large extent on the groups understanding of voice tone, body language, facial expressions, speech patterns, use of silence. Business is personal and trust is critical. A significant amount of time is spent on what the western people consider small talk, greeting may be quite elaborate and formal. In low context cultures, meaning is explicit in communication and it is often documented. The focus is on dividing information from words and their precise meaning. Because of the fact that words, not context is the carrier of meaning, there is a tendency to block potential intrusions from nonverbal or other contextual sources. Thats why documents and a strict and narrow interpretation of the written words is extremely important. In this culture, trust is associated with strict documentation; job descriptions for instance are well documented. Cultures that value direct communication tend to view many forms of conflicts, tension as constructive. Within these cultures the ability to speak ones mind in a straightforward way tends to be valued and regarded as a sign of honesty. Direct approaches to conflict, tension and feedback can be one or two-wayed. In a one way culture, information flows down the system in the favor of orders and directives. Conflict is dealt with from the top by means of power and force, the emphasis is on following orders and instructions and there is little if any participative management or teamwork. In two way cultures, information flows both up and down the system. Conflict is handled on an interpersonal basis through open discussions, debate and negotiations, in which employee feel relatively free to state their perspectives and express their issues and disagreement. There is often a high level of participation and teamwork and time is taken to build agreement on a resolution. In indirect cultures conflict avoidance is valued. This is particularly true when the relations between the individuals are nor well established, or when others may witness the conflict or tension. Indirectness is maintained by a number of strategies such as mediation, in which a 3rd person is used, refraction in which statements that are intended for person A are

made to person B, while person A is present. The manager who works in an indirect culture must develop a high tolerance for ambiguity. In expressive cultures, the display of emotions is key of the communication process. Emotional display is a driving element of successful communication and the sensation of being connected. Those who hide their emotions can be perceived as unapproachable, cold or even dishonest. In an expressive workplace, both positive and negative emotions may run high. Voices may be raised in anger, but also joy may be present. Body language is likely to be demonstrative and touching and hugging may be considered acceptable forms of behaviors. Instrumental cultures. Here communication is problem centered, pragmatic and issueoriented. They value the cognitive and rational approaches in communication. Attention to detail and accuracy and objective styles are expected. Whit is said is more important than how something is said. The accuracy of information is more important than the flowery style. Formal and informal cultures In formal cultures a high value is placed on etiquette, protocol and ritualistic exchanges. People in this environment tend to believe that there is a proper way to do things and an importer way. Very often professionals are judged according to the degree in which one knows and conforms to rules of etiquette, protocol and customs. The business person shows sincerity and seriousness by observing appropriate customs and rituals in such matters as dress, greetings, business cards exchange. When hiring new people, such organizations give a great deal of consideration to how the person will fit into the organization. The informal culture people tend to value the absence of strict perception and to view etiquette and protocol as barriers to communication and relationship building. The absence of rules as guidelines for conduct is a key feature. There is often a shared belief of getting rid of formalities, indicating that an informal cultural style is associated with a sense of interpersonal authenticity. 5. Space

Cultures can be divided according to the distinction they make in the use and demarcation of space. Although mane attention has been paid to the use of physical space, the dimension also includes psychological space, which is the space of influence and authority that we claim as being ours. In public organization cultures, open access and accessibility is appreciated, close physical proximity is accepted. In an open space environment we may find large and open rooms and the manager will be sitting in the middle. The private organizations value a clear demarcation of boundaries and respectful treatment. People appreciate the maintained distance. Information tends to be shared on a need to know basis. In terms of workspace, public organizational cultures are characterized

by individual offices or rooms. There is an increased emphasis on closed door meetings with minimal interruptions. 6. Power

-hierarchy oriented cultures -equality oriented cultures Hierarchy oriented cultures appreciate social stratification and accept differences in the degree of power, status and authority. Sayings such as Know your place, are common in such cult. Power and authority are often centralized. Managers are expected to behave in ways that reinforce their positions. Planning in this culture tends to be autocratic and paternalistic. On the whole, managers make decisions without consulting people at low levels. Work and information will not bypass the chain on command. Employees tend to expect managers to take the initiative for the training and development of their subordinates and plans are expected to be implemented according to the managers wishes. In equality oriented cultures the absence or reduction of hierarchy Is valued. Inequality is considered an unsatisfactory condition and attempts are made to minimalize it through institutional means, including political and logistical action, as well as social practices such as the disregard of professional titles. Speaking ones mind is a sign of honesty and its expected. Motivation in these cultures tends towards achievement and recognition for individual skills. Hiring people is based on merit in general. The employer- employee relationship is based on mutual advantage and loyalty. Value is placed on individual decisions, individuals are expected to make their own views known when plans are developed or implemented. In individualistic cultures task assignment, resource allocation, performance, rewards are focused on the individual. Collectivistic cultures expect reinforce and reward the subordination of individual interests to those of the group. Cohesive groups protect their members in exchange for loyalty and obligation. Social control is based upon fear, fear of losing face, dignity and the possibility of shame. In a collectivist business environment putting coworkers in competition could be detrimental. Motivation in such a culture tends towards affiliation and security and relationships rather than tasks as a centric concern. Hiring and promoting is not only merit based, but takes into account group membership, loyalty. Promotion is often based on seniority and evaluations will take into account conformity with the groups norms. Equality oriented cultures tend to be flat, the organizational structure is aimed at encouraging individual autonomy and responsibility. In general, the employees of equality oriented cultures don not accept the idea that the manager has an automatic right to more power and privileges. Rather, they believe that power

must be learnt and to some extent, shared. The manager is perceived as a consultant figure rather than an authority one. To get things done, delegation of power has an important meaning, not only of getting things done, but also of developing employees so that they reach their potential. 7. Individualism

The cultural dimension of individualism recognizes that cultural orientation significantly influences the way in which social identity is defined. Most commonly, our sense of identity is mixed with our membership in or affiliation with the group, be it family or class. Individualistic cultures tend to concentrate on the individual person and his achievements. In general people in such cultures place a high value on independence and reinforce beliefs such as its everyone for themselves. Universalistic cultures stress the consistent obligation of rules process, procedures and laws. Universalistic business tends toward the manufacture of the universal products and services. The leaders role is to embody and implement universal principles in decision making. Reality in such a culture can be reduced to general laws. It is often expressed in detailed contract that are impersonal and meant to be enforced regardless what. The particularistic cultures emphasize the difference, uniqueness and exception. In these cultures, extended family and friendship are likely to predominate in large scale rules. 8. Competitiveness Competitive cultures Cooperative cultures

Cultures that are oriented toward competitiveness tend to be materialistic and emphasize the value of competition for resources and of status recognition. The acquisition of resources, property, goods, expertise are given a great importance on whether a collectivist or an individual level. High value is placed on ambition, assertiveness, initiative, performance excellence, speed and size. In this culture there is desire to be number one, and idea is that we live to aware and obtain. Plans are developed and implemented to obtain the desired results and whenever possible, these results are measured and compared. People are hired and trained to take aggressive independent actions, to lead an to achieve. Leaders are expected to lead and they expect employees to fulfill or exceed their responsibilities. In cooperative cultures the focus is on quality of life. People value sympathy and relationships. Material success is less motivating and there is a high concern about job satisfaction, work vs life. The idea is we want to live!. Success is measured in broader terms than monetary ones.

Although task achievement is important it is only part of the overall performance. In such cultures stress is placed on consensual decision making, and on satisfying the motivational factors such as security, a positive working environment, schedules that allow for a full, personal family life. In these cultures quality leisure and recreation are important. They tend to believe that personal time spent with the family is very important and that organizations should not interfere in ones personal life. The differences between these two are often felt in multicultural team situations. Competitive members of such a team may perceive cooperative members are being lazy or uncommitted, while cooperative members may perceive their competitive coworkers as being invasive, disrespectful. 9. Structure

It recognizes different perspectives and attitudes towards change, risk, ambiguity and uncertainty. The degree of comfort or discomfort with change and uncertainty are very much related to the cultural orientation operation in a given environment. Cultures value order, they try to reduce uncertainty and they value security, predictability and clarity. Change tends to be perceived as threatening and there is a need for rules, regulations, processes and procedures. In such cultures, stable employment and low job mobility are appreciated. Behaviors and decisions are guided by the desire to avoid failures. Individuals in this context tend to experience high levels of stress in the face of uncertainty, emotional resistance to change and less willingness to take risks. In flexible oriented cultures people are more tolerant of unknown situations, people and ideas. Deviation from established procedures tends to be tolerated. Conflict and personal risk are considerate natural, rather than threatening. Job mobility is higher and role and responsibility are relatively loose and there is a greater willingness to take a calculated risk. Pragmatism is the dominant philosophy. The role of the leader is to provide a strategy and let others determine how to carry it out. 10. Thinking

Thinking as a cultural dimension concerns the cultural ways of conceptualizing. We have deductive oriented cultures, Inductive, linear and systemic. Deductive oriented cultures emphasize abstract thinking and reality of ideas, moral values and theories as well as the principals that can be divided from them. A high value is placed on the power of thought. Appeal is made to theories or examples that have produces results in the past or are expected to produce results in the future. Inductive oriented cultures derive the theories from the analysis of data. Models and hypothesis are based on empirical observations and experiment and the goal is verification through empirical proof.

The linear oriented culture tends to dissect an issue into smaller problems that can be linked in chains of cause and effect. The emphasis tends to be on detail, precision and pragmatic results. In systemic oriented cultures an integrated approach called a holistic or a synthetic approach is valued. It focuses on the relationships between parts.