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Justification, Clarification and Advantages of Cross-Cultural Training

Following the American Psychological Associations Guidelines
Ashwin Jeyakrishnan
Indiana University-Purdue University, Indianapolis

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Abstract
On reading through the prescribed textbooks and articles I was able to formulate many of
my own ideas and concepts. Furthermore, I was able to gain a better understanding and
clarity on many different cultures and their reactions to various social stimuli.
The readings were able to exhibit the need and advantages of cross-cultural training in a
workforce, whether for global marketing or domestic growth. Effective communication
with a wide spectrum of audience members is a skill that cannot have a price tag placed
on it, the potential benefits heavily out weigh the potential starting investment.
The task at hand was to produce a paper, which could highlight (a.) the presence of
cultural difference, (b.) whether they affect organizational behavior, and (c.) a training
program is essential for a successful expansion into Latin American and East Asian
markets.
Keywords: cross-cultural training, ascription, power distance, culture

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Globalization has made the world smaller and international business has become far
more common than it once was (Stoller, 2007). Adler states that cultures do vary but each
are equally valid. Globally, we strive to satisfy basic human needs. Cultural differences
arise from the various behaviors exhibited while satisfying these needs (Adler, 2008). It is
important for us to well verse ourselves with different cultures as different cultures deal
with social dilemmas in varying methods (Adler, 2008).
Cultural blindness arises as a tendency in which an individual views all cultures as
the same (Adler, 2008). This can be potentially harmful as it inhibits us from gaining any
sort of value from cultural diversity, and furthermore it begins to create generalizations
within our mind (Adler, 2008). After reading the studies presented by Adler, It is safe to
say that the first step towards becoming culturally competent is to acknowledge that
cultures vary.
Businesses all over the globe are looking to expand and ventures between global
heavyweights are common. Creating a team of representatives who can represent the
company globally and adjust to various cultural norms to help promote harmonious
organizational behavior and business shall be a fruitful investment. Companies that are
able to send culturally able and competent representatives are the ones that make the most
profits (Garfinkel, 2004). Human behavior across cultures can completely repulse
individuals or win their good will (Garfinkel, 2004). It is up-to us to ensure the latter.
Translators are viewed as worthy investments for international business, often it is
forgotten that there is more to foreign culture than just the language, such as non verbal
communication, hence cross-cultural training is equally important (Garfinkel, 2004;
Mohn 2010). Representatives who have taken the time to study the habits and views of

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their foreign counterparts usually win over their good will and appreciation, and will not
make rookie mistakes which may come across as insulting (Stoller, 2007). In relationship
oriented cultures this could prove devastating (Adler 2008; Stoller 2007).
Latin American countries exhibit rich culture (Adler, 2008). Culturally there are
many differences between two races and what might not be viewed as offensive by one
might come across as a grave injustice to the other (Mohn, 2010; Stoller 2007), for
example showing the soles of your feet is not concerned a big deal in many western
cultures, but in Thailand this is concerned as an insult (Diemer, 2014).
If we are to send American representatives to various Latin American companies
we must educate them on the cultural differences they shall face. Latin Americans come
from synchronic cultures (Trompenaars, 1998), and this is quite the opposite of what we
follow here in America. Business cannot be merely signed and proceeded upon (Adler,
2008). Our representatives must know that it is alright to be flexible on deadlines with the
main objective of developing a strong rapport with the Latin American partners
(Tromperaars, 1998). This ties in with the fact that our representatives are going to be
highly task oriented while their Latin American counterparts shall be highly relationship
oriented (Adler, 2008). It shall be necessary to develop a strong relationship before
initiating any significant legal documentation (Adler, 2008). Understanding one another
is imperative to avoid miscommunication and foster a mutual sense of trust and respect.
Latin Americans, like many other relationship-oriented cultures, are known to
physically show affection and trust through various bodily contacts (Diemer, 2014), this
can come across as a violation of personal space to some of our representatives who are
not used to such an affective culture (Trompenaars, 1998). To avoid confusion and to

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foster a comfortable working environment for our representatives and others, we must
educate them on cultural differences and competency (Mohn, 2010).
In my personal experience, matters of respect and authority are of utmost
importance in many Middle Eastern and southeast eastern cultures. The use of grammar
changes for elders as compared to individuals with less seniority or authority. The use of
the thumbs-up is concerned as a grave offense in Iran. It is equivalent to the western use
of the middle finger. Pointing with the index finger is concerned rude in Malaysia and
people rather be directed using an indication using a closed fist or general gesture by
hands. Growing up in a southeast eastern culture I have witnessed many cultural
difference and I am personally aware of the hardships individuals face while making
transitions between highly contrasting cultures.
Southeast Asian culture is extremely contrasting to American culture (Stoller
2007). Asians prefer to maintain a large power distance, it must be known who is in
charge, all pressing matters must be addressed to senior officers even though there may
be subordinates who could tackle the task better (Adler, 2008). This notion seems very
left of center for Americans as we view the most logical solution as approaching the most
qualified individual (Trompenaars, 1998). Personal experiences have led to believe that
maintaining eye contact with superiors in many Asian cultures is considered disrespectful
and is not taken very well. Asians are known to follow social laws carved by ascription
(Trompenaars, 1998). Their authority is based on their rank and status while we view an
individuals authority based on his achievements and qualifications (Adler, 2008).
Awareness of such difference can go a long way, adjustment to other cultures is
challenging because people do not anticipate such a major change and are usually caught

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off-guard (Mohn, 2010). The manner in which we are capable of adapting can go a long
way and influence organizational behavior in either a positive or negative way (Adler,
2008).
Culture impacts individual and group behavior in an organization to a great extent
(Adler, 2008). An individuals reaction to various social stimuli can be assessed from
their cultural values and norms. This allows representatives to fit in with the norm and
integrate with the organization without disrupting the harmonious behavior (Mohn, 2010;
Garfinkel, 2004; Stoller, 2007).
The potential cost of implementing cultural training is far less expensive when
compared to the amount of money that could potential be lost due to lack of awareness,
or when compared to the potential that could be generated by goodwill and trust in
professional business etiquette that knows no borders (Garfinkel, 2004).
After undergoing basic training representatives will have an edge on the market
and will be efficient at carrying out business (Stohler, 2007). Fine planning shall be
possible as an efficient schedule of events can be planned which would allow
representatives to form strong relationships with oversees clients before hastily jumping
towards the job at hand (Adler, 2008).
The cost of potentially insulting large clients can be highly minimized (Garfinkel,
2004). International clients shall not only see this as a fruitful investment but also as a
venture built on trust and hard work as we went the extra mile to learn about their culture,
business, customs and organizational behavior (Stoller, 2007).
Training more culturally aware and competent representatives does not need to be
viewed as a task (Mohn, 2010). Major companies have made it their sole duty to spread

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this education and knowledge (Mohn, 2010; Stohler 2007). Representatives can be
trained via online sessions and tools, group activities and role-playing (Mohn, 2010).
Each of there options are viable and highly affordable when compared to the cost of
hiring a specific instructor to host sessions on such education (Mohn, 2010). Many of
these resources can be used over and over for multiple generations of representatives
(Mohn, 2010).
Recognizing the fact that various cultures exist and their affect on organizational
behavior shall allow us to tap into global markets far more successfully (Garfinkel, 2004)
and allow ourselves to conduct business far more efficiently without large percent of
human error (Stoller, 2007). Walmart is a great example of such loss and triumph (Adler,
2008). Walmart entered the German market with the generalization that the German
consumer would be similar to the American consumer (Adler, 2008), this generalization
cost Walmart heavily as it was one of its main reasons for failure in the European market
(Diemer, 2014). Before entering the Asian markets, Walmart made sure to well verse their
representatives with Asian business etiquette and knowledge on the economy, this
allowed them to win over Chinese clients and dominate the global and domestic markets
(Adler, 2008). Examples like these show the benefits of cross-cultural training, not only
in avoiding failure but also in ensuring success.

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1. Adler, N.J. (2008). International dimensions of organizational behavior (5th
edition). Cincinnati: South-Western College Publishing
2. Trompenaars, F.( 1998). Riding the waves of culture: Understanding cultural
diversity in business (2nd edition). New York: McGraw Hill.
3. Gary Stoller (2007, August 24). Doing business abroad? Simple faux pas can sink
you. Retrieved from
http://usatoday30.usatoday.com/money/industries/travel/2007-08-23-fauxpas_N.html
4. Tanya Mohn (2010, March 8). Going Global, Stateside. Retrieved from
http://www.nytimes.com/2010/03/09/business/global/09training.html?
_r=2&scp=3&sq=%22Cross-cultural%20training%22&st=cse&
5. Perry Garfinkel (2004, July 13). BUSINESS TRAVEL; On Keeping Your Foot
Safely Out of Your Mouth. Retrieved from
http://www.nytimes.com/2004/07/13/business/business-travel-on-keeping-yourfoot-safely-out-of-your-mouth.html?scp=1&sq=international&st=nyt
6. Timothy Diemer (2014). Instructor for OLS 327: Leadership for a Global
Workforce, IUPUI