2AJ414

Intercultural Communication
Intercultural communication 2AJ414

Cultural dimension of Greet Hofstede

and Fons Tropenaars
HOFSTEDE:
- the main cultural differences among relations lie in values

POWER DISTANCE
SMALL POWER DISTANCE LARGE POWER DISTANCE
Inequities among people should be Inequities among people are expected and
minimized desired
Hierarchy in organizations means an
Less powerful people should be dependent
inequity of roles
Decentralisation is popular Centralisation is popular
Narrow salary range between top and
Wide salary range
bottom of organization
Subordinates expect to be consulted Subordinates expect to be told what to do
The ideal boss is a benevolent autocrat or
The ideal boss is a resourceful democrat
good father
Privileges and status symbols are forward Privileges and status symbols are expected
upon and popular
Austria, Israel, GB, Germany, France, LA, Belgium, Third World
Scandinavian countries Countries
- Large power distance
o children are dependent
o student-teacher inequity => the educational process is teacher centered, teachers
are never publicly criticized or contradicted
o organizations centralize power as much as possible in a few hands; subordinates
expect to be told what to do; hierarchy
o cultural privileges, status symbols
o one party political system
- small power distance
o children – treated as equals ; encouraged to be independent
o need for independence – major component of the mental software
o teachers – treat students as equal and vice versa, educational process is student
centered
o organizations – decentralized; hierarchical pyramid – flat; small salary range
o laws guarantee equal rights
o revolutions – unpopular
o scandals – end political carriers

INDIVIDUALISM X COLLECTIVISM
People should remain attached to tight
Everybody for him or herself
groups
USA, GB, Germany East Asian countries, Arab cultures
- individualism
o societies in which ties between individuals are loose – everyone is expected to look
after him/herself and his/her family
o speaking one´s mind is virtue

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o children – encouraged to develop opinion; own pocket money
o “guilt societies”
o open discussions at schools
o relation between an employer and employee – business transactions
- collectivism
o people – strong, cohesive1 in groups
o maintenance2 of harmony
o direct confrontations => rude, undesirable
o personal opinion doesn´t exist
o shame society
o large family – children, parents, uncles, aunts, servants,…
o lifelong loyalty to one´s group

MASCULINITY X FEMININITY
MASCULINITY FEMININITY
Tough society Tender society
Dominant values: material success and
Dominant values: Earning for others
progress
People and warm relationships are
Money and things are important
important
People are supported to be assertive,
People are supported to be modest
ambitious and tough
Sympathy for the strong Sympathy for the weak
Live in order to work Work in order to live
Resolution of conflicts by fighting them out Resolution of conflicts by compromise
German, Japan, GB, USA Scandinavian countries
- masculinity
o Batman, Rambo
o boys/girls learn to be ambitious, competitive
o students – visible in class, compete openly with others
o conflicts should be resolved by a good fight
o manager – visible
o taxation favours wealthy people
o fights
- femininity
o boys/girls learn to be nonambitious, modest
o motto: just behave as everyone else
o resolving conflicts by compromise
o manager is less visible
o taxation redistributes public wealth
o compromise, negotiations

UNCERTAINTY AVOIDANCE
STRONG UNCERTAINTY
WEAK UNCERTAINTY AVOIDANCE
AVOIDANCE
Uncertainty is a threat and must be fought Uncertainty is a normal feature
High stress Low stress
What is different is dangerous What s different is curious
Emotional need for rules Strict rules are not necessary

1
soudržný
2
podpora, udržení
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Suppression of deviant and new ideas Tolerance of deviant and new ideas

- strong uncertainty
o classification of what is dirty and dangerous are tight and absolute
o plenty of taboos
o teachers – should know all the answers; not supposed to say “I don´t know”
o formal controlling rights and duties of employers and work process
o rules are nonessential and dysfunctional => but satisfy people´s emotional need for
a formal structure
o negative feelings toward politics

LONG TERM X SHORT TERM ORIENTATION

LONG TERM ORIENTATION SHORT TERM ORIENTATION
Adaptation of traditions to a modern context Respect for traditions
Social pressure “to keep up with the Joneses”
Thrift, being sparing with resources
even if it means overspending
Concern with respecting the demand of
Concern with processing the Truth
Virtue
East Asian countries Anglo-Saxon countries

TROPENAARS:
Culture =
- the way in which a group of people solves problems and reconciles3 dilemmas
- every culture – different way of solving these problems
1) those which arise from our relationship with other people
2) those which come from the passage of time
3) those which relate to the environment
- defined seven basic cultural dimensions

ad 1) relations with people

UNIVERSALISM vs. PARTICULARISM

- universalists
o rule-based behaviour
o fear that once you start to make expectations for illegal conduct, the system will
collapse
o “What is good and right can be defined and always applies”
o US, Australia, Germany, UK
o focus is more on rules than on relationships
o procedures and contracts adhered to very closely
- particularist
o friendship – 1st place
o focus on exceptional nature of present circumstances

INDIVDUALISM vs. COMMUNITARIANISM

- individualism
o characteristic feature of modern society
o people - individuals
- communitarianism
o traditional societies

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smířit, usmířit
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o people – part of a group

NEUTRAL vs. EMOTIONAL / AFFECTIVE

- neutral
o emotions are held in check
o emotions – confuse the issue
o Germany, USA, north-west Europe
- emotional / affective
o often smile
o talk loudly
o UK

SPECIFIC vs. DIFFUSE4

- specific
o individuals have large public space and readily let others enter and share it
o guard closely their relatively small private zone => they share it only with family
and close friends
- diffuse
o public and private zones – similar

ACHIEVMENT vs. ASCRIPTION

- Achievement
o status based on – how well they perform their functions
o high status is given to high achievers
- ascription
o status is based on – what a person is
o status based on age, gender, social connections

ad 2) attitude to time
- in certain cultures
o US, Sweden, the Netherlands, Germany
o time is perceived5 as passing in a straight line
- other cultures – time is moving in a circle
 differences in planning, stategy, investment

ad 3) attitude to environment
- inner directed
o people believe n controlling things
- outer-directed
o people believe in letting things take their own course

4
rozšířený
5
vnímat
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Non-verbal communications
different cultures => different meaning in non-verbal signals => interpret these signals
differently

- language forms (grammar, non-verbal gestures) – difficult to codify

- human body is capable of 270 000 gestures
- only 30 % of what is communicated in a conversation is verbal
- feelings:
o difficult to control
o difficult to recognize
o difficult to rationalize6
o difficult to reject
o express everything that is not said

two types of cultures:

- EXPLICITE CULTURE
o low context
o everything is said explicitly and directly
o e.g. Germanic culture
o the relationship between the parities is based on a contract (detailed, explained
obligations,..)
o communication - formal
o conflicts of interest are accepted
o each company tries to protect its own interests

- IMLICITE CULTURE
o high context
o use implicit or non-verbal messages
o e.g. China, Japan
o relationship is based on personal relations
o obligations – not carefully explained
o provisions about the future cooperations are not included
o communication – formal, informal
o companies try to work together to solve the problem

perception7 of time
- APPOINTMENT TIME
o deals with issue of punctuality
o Germanic, Anglo, Scandinavian cultures – the perception of punctuality is strict
o The Middle Eastern, LA cultures – less urgency to appointment time

- SCHEDULE TIME
o cultures where it is difficult to plan and control future – give much less importance
to scheduling
o constant pressure on people to finish their job => Arab countries
o Anglo and Germanic culture - needling8 is interpreted as bad manners

6
odůvodnit si
7
vnímání
8
popichování
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- DISCUSSION TIME
o individualist cultures: Anglo, Germanic, Central European)
 the main point is cover in as short time as possible
 the length of discussion depends on gravity9 of subject
o Latin cultures
 meetings, negotiations – longer
 the lengthening of the discussion time in order to develop relationship => good
manners
o Asian countries
 meeting, negotiations – long time
o interruptions and pauses in conversations
 e.g. Scandinavians and the Japanese – pause of 3 up to 7 seconds between
reactions during a conversations

- ACQUITANCE10 TIME
o US, European countries - very short
o Arab cultures
 with individual is more important than with the organization he/she represents
 longer => necessary to built a relationship of personal trust

- MONOCHRONIC TIME vs. POLYCHRONIC TIME

o Monochronic
 these culture perceive and use the time in a sequential and linear way
 Germanic cultures, Anglo-Saxons cultures
o Polychronic
 the simultaneity of different activities
 priorities are given to individuals rather than to a well fixed programme
 time schedules – neglected11
 programmes, projects changed easily and frequently
 relationships and people – more important than the task
 punctuality is relative
 Latin cultures

Stance and distance

- Arabs – 45 cm
- Anglos, Czechs – distance more than 120-150cm

Touching
- Latins – touch each other during the conversations => never China, Scandinavian
countries, Indonesia
- Europe, USA – firm handshake – strength of character
- Middle East – light handshake

Smiling
- Orientals – matter of etiquette
- Westerns – smile indicates pleasure, good humour

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závažnost
10
potvrzení příjmu
11
přehlížet
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Intercultural communication 2AJ414

Czech business
power distance : 44
- Czechs – relatively tolerant; reserved
- a personified, official authority x authority which is based on expert knowledge
- Czechs respect only such power which at the same time represents a natural, social and
moral authority with expert knowledge
- 3 types of employee:
o passive
 do not express disagreement; try to be part of a loyal collective
o rival
 self confidant expert
 heads of successful teams
 conflict character
o critical
 critical evaluation
 is expected to be a fair partner
- sensitive balance between enforcing12 formal power and keeping informal authority
- power distance – part of everyday life in Czech society
o based on a relatively complicated network of informal social relations and rules of
behaviour

individualism: 67
- personal independence
- autonomy
- responsibility
- Czechs need to have part of their work time free for their private interests and rest
 tendency against collectivism
 preferences for organizations which have a tolerant, sensitive attitude to their staff
and which at least partly create a home atmosphere
- collectivistic orientation – reflected in control mechanism
o the willingness of Czech to accept self-control is strongly influenced by the degree of
identification with the company and co-workers
- CZECH CULTURE IS COMBINATION OF INDIVIDUALISM AND COLLECTIVISM

masculinity: 42
- Czechs are more oriented towards feminine value
- non-conflict social relations
- tolerance
- solidarity
- the analysis results: the world of men and women in the Czech culture is divided in a
relatively strict way
- the role of men and women in family - clearly defined
o man
 head of family
 looks after the family from the material point of view
 oriented on: rationality, order, objectivity
 at work: managers, businessman, experts

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vynucený
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o woman
 takes care of children, household
 oriented on: harmony, kindness, romance
 at work: position of secretaries, administrative workers

uncertainty avoidance
- more than average fear of uncertain, unknown situations
- Czechs keep norms, regulations, plans

short-term orientation
- traditions at the present situation ( personal harmony, stability, quick profit) – important
- plans for future – do not go beyond a one year horizon

- particularism – in comparison with western cultures

- Czech culture is more implicit than other western cultures
o our communication style relies on a strong situational context
o non-verbal communication
o context of the communication
- Czech culture is diffuse
o spheres of life - not strictly divided => mixed together
o informal relations and groups at work place – typical
- strong emotions at workplace - as frequent as in private life
- Czech culture is polychromic
o keeping deadlines and punctuality - we are not very particular
o more activities at one time

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The United Kingdom of Great Britain

& Northern Ireland
- England
- Scotland
- Wales
- Northern Ireland

LEGAL ASPECT
- key to understanding the mentality of the people and the political culture
- Constitutional monarchy
- real power – parliament => the oldest parliamentary system
o no written constitution
- fully democratic state
- two large parties: Conservatives, Labour
- elections : every 5 years
- truly representative democracy (from 1928)
- before 2WW – right to vote only for men

SOURCES OF THE UK CONSTITUTIONAL ARRANGEMENT

1) Acts of parliament
o highest form of law
o Doctrine of Parliamentary Supremacy – the parliament = the highest lawmaking
power in the UK
 can make any law
 courts in UK - carry out will and attention of parliament
 parliament is elected by people => its will and attention can be understood as
will and attention of the people => “real” legislative sovereignty rests in the
“people” who vote
 Parliamentary supremacy – not limited
 can pass any law it wants
 limited by “real” enforceability of legislation
2) Case-law
o backbone of the common law
o works in the interest of legal certainty
 case must be decided in the same way as those previously decided by higher UK
courts
 when there is a new case, which (or similar one) has never happen in UK – IK
court can look foreign Common law jurisdiction courts for inspiration
3) Constitutional convention
o very important in constitutional arrangement in the constitutional arrangement of the
UK
o queen can :
 dissolve parliament
 grant pardons
 conclude international theaties
 declare war,….
 she acts only upon consultation with and on the advice of the prime minister
4) Authoritative works and European community (EU) law
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o great compilation of the legal theorists
o referred by judges
5) Law of custom of parliament
o relates to etiquette governing the internal working of parliament and the conduct of
its members
o guide lawmakers (when they are faced with the problem of integrating sth. new into
the UK legal system

BRITISH SOCIETY
- different to many Continental societies
- great emphasis on personal ability and merit of the individual
- regardless of their social background
- snobbism, elitism – not too much
- Self-made man – respected
- individual effort
- civil society
o responsible behaviour
o voluntarily from the individual
- sport fans

WORKPLACE
- hierarchical structures – as flexible as possible
- “ideas from bellow”
- boss – has his door always open; willing to listen to all reasonable comments and
suggestions from subordinates
- power distance – 35 – very low ( x French – 68)
- individualism – 89 ( 3rd position behind USA and Australia)

PROTECTION OF INDIVIDUAL RIGHTS IN THE UK

- no document outlining citizens rights
- what is not forbidden is allowed => “ negative rights”
- free speech – not guaranteed
- state – the same freedom as individuals
- Human rights act – 1998 – similar to European Convention of Human rights
o guarantee: freedom of expression; freedom from unlawful detention; right to
privacy,…

ENGLAND
- capital: London – one of the largest cities in the world
o more than 1 million inhabitants
o cosmopolitan city
- country of industry
o highly efficient agriculture
- dotted with “Stately homes” – former seat of the great Aristocratic families of England
- the South of England – associated with Aristocrats, the Royal family, fox hunting,
“snobbish accent”
o seen as: soft, lazy, impractical
- the North of England – industrial, populated by very practical, realistic, cynical people
o friendly, open, great dislike to snobbish and humbug
- not only urban society
- villages
o great place to see a cross section of England society

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o every village has its “big house” – member of local “great family”
o in every village: gossip, drunk, village idiot
o order people – view their home as the centre of the Universe => do not criticize
them
- for foreigners: do not criticize or poke fun at the Royal Family
- tea
o ritual
o in the past afternoon tea – served with sweet cake or cucumber sandwiches – high
point of the day
o symbolize their homeland

ENGLISH COUSINE
- many jokes by foreigners
- have character
- contains so much fat, sugar, salt
- breakfast:
o porridge, fry up, tomatoes, beans, large slice of bread
- lunch
o boiled potatoes, vegetables, bacon or roast beef
o fish and chips
- pub grub (bar snacks)
o soup, sandwiches, steak, kidney pie

SCOTLAND
- Celtic kingdom
- industrial power
- famous for shipbuilding
- capital: Glasgow
- agriculture – highlands
- sheep => wool, meat
- hospitable
- proud of their nation - Celts
- happy to be British
- never call a British person “English”
- love family
- interested who is related to whom

WALES
- Celtic
- different from Scottish
- own language
- dependent on coal mining and agriculture

THE NOTHERN IRELAND

- its own parliament and government

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The Republic of Ireland

- young people
o well educated
o articulate
o sophisticated
o forward looking
o very sure of their position in the world
o if you say : “ I love your music, writers, dance,..” => you will lost their goodwill
and respect
o friendliness

- power distance: 28
o managers do not hold themselves aloof from their subordinates
o first name terms – but – doesn´t mean familiarity
o invisible border

- individualism: 70
o highly prized in firms
o you get task to be done in a certain time – how you complete is up to you
o high level

- masculinity: 68

- uncertainty avoiding index: 35

o unwritten, unspoken limits
o they need less explicit laws

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Japanese Culture
- 3000 islands
- the eastern coast of Asia
- population: over 120 million
- 70 % of the people live in the area from Tokyo to Kyushu Island
- 75 % of the area is covered by forests
- parliamentary democracy under the rule of a constitutional monarch
- official language: Japanese
- literacy: 100 %
- secondary school education: 95 % of the population
- masculinity is the most significant value (=> Hofstede)
- the lowest ranking factor – individualism
- collectivistic culture
- status: age, rank and hierarchy determine position
- tradition: focus on heritage and precedent
- idealism: doing things the “right” way
- ambiguous work roles: no specific job description
- formality: respect demonstrated trough formality
- indirectness: saving face is the priority
- highly non-verbal: understanding from context
- reserved: avoid any position on others
- focus on relationship
- group come first !!!
- physical pleasure
o good and worthy
o love hot baths, sleeping, eating

VERBAL SIGNALS
- conversational counterpoint phrases
o listener – active part in the dialogue – short phrases every few seconds
o ensuring speaker of your attention
o keep conversation going
- indirect expressions
o large hedging vocabulary – neither yes or no
- abundant13 number of greetings and social phrases
o social phrases – in introduction, when entering / leaving the room, when starting a
dialogue

NON-VERBAL COMMUNICATIONS
- high context
- implicit culture
- same gestures as at us, but with different meaning
- bowing rather than shaking each others hand
- poker face
- mask of smile – use in adverse situations
- face of surprise – form of flattery14
- eye contact – give themselves privacy in crowded places

13
hojné
14
lichotka
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- silence – important part of non-verbal communication; pauses between words

BUSINESS:
- starts with small talk (weather, golf tournament,..)
- during the meeting all related matters should be discussed (systematically, in great details)
- relationships
- loyalty to the group
- long term orientation
- mutual trust – personal trust is more important than the contract
- people-oriented business – business relations = family ties15; agreement to work together
- reaching the agreement – need of trust; long time
- working style – job assignments are given to team, not to the individual
- team – one big open space office
- group orientation
o the main difference between Japan and West
o group defines the individual and the individual is only significant as he/she
represents the group
- emotions
o negative one – not openly expressed
- hierarchy
o hierarchical relationships are essential in the whole society
o ranking – very important
o seniority – traditionally an important criterion for promotion
- shame society

DECISION-MAKING PROCESS
- “down to top” system

HISTORY
- two main points which characterize Japanese history:
o over 10 000 years of cultural continuity
o the ability to adopt imported culture and technology to improve Japanese living
standards
- 1945-55 post war recovery
- 1955-72 rapid growth
- 1987-90 period of domestic demand-led expansion; increasing industrial and lifestyle
sophistication
- 1990´s collapse of bubble economy
- 1998 - recovery
- nowadays 1,3 million corporations; concentration of economic power

EMPLOYMENT
- tertiary sector – 60 % of all Japanese workers
- primary sector – less than 10 % of workers
- employment system – 3 essential institutions
o lifetime employment
 mutual commitment and loyalty
 recruited immediately upon graduation, continue till retirement (65)
 academic credentials – very important

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 graduating from good university – essential
o the seniority system
 based on employee´s rank
 salary, qualification – based on length of service in the company
o Enterprise Unionism
 unusual link between individual employee – company
 this relationship should be harmonious

- hard workers
- strong Buddhist traditions
- women
o lower salaries (60 % of men´s salary)
o administration positions ( men – managerial positions)
o expect to leave the position when they marry

What behavior would offend the Japanese in a business situation:

- losing your temper
- slouching in a chair
- putting your feet on your desk
- interrupting someone, or not letting someone finish his sentence
- refusing to accept a drink when offered, it can be non-alcoholic
- wearing shoes in the house, using the wrong slippers for the toilet

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China
- 1,3 bn people => 1/5th of the world´s population
- changing lifestyle
- “One child” policy
- minority groups live in border areas
- world´s fastest growing economy
- trading giant, 5th world´s exporteur
- communist party

- traditional values in Chinese society

o high power distance
o low ranking factor – individualism
 strong relationships in society
 everyone takes responsibility for fellow members of his / her group
o masculine country
 high degree of gender differenciation
 men take decisions in their families => accepted by Chinese women => part of
culture
o long-term orientation
 very high level

- the value of harmony

o harmony in all aspects of life is very important
o all people have to depend on each other
o in a broad sense
 hierarchy (dependence)
o in a narrow sense
 dependence within a family

- to achieve harmony one must fulfill duties and obligations in five cardinal relationships:
o between the emperor and the subject
o between father and son
o between husband and wife
o between brothers
o between friends

- group orientation
o one of the most characteristic features
o the group defines the individual
o belonging to the group / family gives the Chinese a feeling of psychological and
social security

- face consciousness
o shame society
o keeping face – very important
o shame = reaction to public criticism
o one does not need to worry as long as his bad behaviour does not get him out from
the group, as long as does not lose “face”

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- family
o very important
o sociability, security, support in need, loyalty, faithfulness16, devotion17, “face”
o grandparents + in-laws + other relatives => in one house
o children
 have to obey their parents
 centre of attention

- communication
o high context; implicit communication
o fixed word phrases

- Chinese weakness
o corruption
 almost every commercial transaction in China
o nepotism18
 distance between ordinary people and government
 the Chinese as a whole never desired to change the structural arrangement of
Chinese society
o unemployment
 especially in rural areas
o AIDS
 1.3 million people is infected
o the ageing population

- religion
o before communist revolution - number of religious
o Taoism, Confucianism, Buddhism, Christian, Islam,…

- Chinese conservatism
o modernization, compromise – typical
o interpretation of law – based on human feelings and situation
o what is right / wrong – relative

- business culture
o do not like doing business with foreigners
o establish relationships
o presenting business card has its own etiquette – both hands, face up
o last name + given name – use both !
o like to ask personal questions
o do not like to be touched
o business launches, evening banquets – very popular
o giving gifts – Chinese decline it two or three tomes before they accept it
 they should not be open immediately
 never wrapped in white paper
 fine whisky, cognac, foreign cigarettes, quality wines,…
o better than saying NO – MAYBE

16
věrnost, poctivost
17
oddanost, starostlivost
18
protekce
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o being late for appointment – rude

Way of communication
- High context (China)
o social roles
o situations
o participants
- Low context (Europe)
o language
o memos, letters, maps, manuals
o what people say

- Chinese people think that “Europeans doesn´t use correct speech formulas and are
impolite”
- European people think that “Chinese use speech formulas and are insincere”

Opportunities for business in China

- the largest consumer market in the Word
- rapid growth of consumer and corporate demand
- vast production capacities
- ongoing regulative loosening
- fast technology development Gross all industries
- relative cheap labour forces
- growing demand for luxury, expensive products and brands
- „european“ is associated with high quality

How to be successful in China:

- Start at home! => prepare your strategy well
- making relationships
- smart business
- slowly, gradually
- do not lose your face
- respect, modesty & honesty

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Arab Culture
- demographically divided into 2 major parts
- Muslims
- the most famous period of history - Muhammad
- modernization
o literacy – increased in last 30 years
o Arab women – becoming more educated and active professionally
o improved health care => life expectancy increased

ASPECTS
1) Bedouin origin
- individualism, no discipline, no respect to authorities
- solidarity, ability to speak => one of the best human skills
- hospitability – happy when you invite them to your house
- Arabic language – Arabs think, that it is the most difficult language in the world
- manliness – ability to behave as a man : courage, loyalty, generosity
- pride – Arabic are very proud people, pleased with themselves
2) Historical and cultural development
- influence of Greek, Roman culture and Persia
- the independent character of Arabic people
- they are not allowed to gamble
- pray 5 times a day
3) influence of Islam
- 90 % of Muslims
- values are summed up in Koran
o kindness
o attitude to parents
o inequity19 - people should be modest
o people who are not angry can see Eden
o true nobility20lies in forbiddness
4) response to the activities of Americans, British, French during the modern era
- modernization
o new society
o 3 new classes
o has produced disturbing inferiority21 complex
- dualism
o they are able to live with traditions (woman who is a doctor / scientist knows,
where is her place in family)
- fundamentalism
o rejection of western morals and western way of behaviour
o Islam prescribes usual day of life
- educated people feel, they are torn into two different systems
- vast majority of Arabic people life family and work life ( they have nothing in common
with terrorists)

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zločiny
20
urozenost
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podřízenost
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BELIEVES and VALUES

- things in life are controlled by Got
- values:
o person´s dignity22
o reputation
o honour – the most important value
o they must behave in the way to have good reputation
o loyalty to one´s family
- religious attitudes
o everyone should believe in God
o something depends on God´s will
o you should adore23 God
o no separation between state and church
o religion should be thought in school
o holy
o liberal interpretation which threaten religion believes must be rejected

Arabic
- generous
- polite
- loyal
- humanitarian
- they have rich cultural heritage
- clearly defined cultural group => “Arab nations”
o they have been victimized by the West
- they believe, they are misunderstood and wrongly described by the Western people

Concept of friendship
- FRIEND is someone whose company can enjoy
- help him / her as much as possible
- never openly refused his / her request
o the favour must not every time be done, but do it if you can
- moral priorities have their high price
- they expect loyalty from every “friend”
o you shouldn´t be angry, your answers should be positive
- they offer many invitations to each other
- no concept of privacy among Arabs
o privacy = loneliness
- generous with their free time

Office relations
- greeting every day (good morning, welcome back,…)
- very intensive
- supervisors and managers give from time to time their employees prizes => make good
relationships

Criticism
- Arabs do not like to be criticized roughly24

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- should be indirect
- should include some good points
- avoid criticism in front of others
- direct criticism is always taken as personal and distructive

Business
- personal contact – very valued; quickly established
- they never openly refuse request from friend
- business partners´ friends
- we should be: modest, friendly, keep to our promise, never look down upon them
- offer many invitations to each other
- conversation – long discussion
- little conversation before beginning a business
- atmosphere: quiet, free and easy, made more pleasant by frequent tea or coffee, showing
no stress or hurry
- several meetings – informal character – before real negotiation
- Formula: “In the name of God, the Merciful, the Compassionate” – whenever when they
are setting out on a trip, beginning the speech,…
- we: never criticize their different way of life, their appearance, behaviour
- no ask about their wife or daughters – it is up to them
- be aware of etiquette and body language

Business practices
- personal contact
- light conversation
- tea or coffee
- highly display emotions
- trust = sincere, interested people
- long-term, no deadlines / fixed time

Employment
- relaxed, personable, patient employee
- indirect criticism, good point first
- pride, self-esteem X loosing face, shame
- intermediary

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USA
AMERICAN CONCEPT OF TIME

PAST PRESENT FUTURE

over today’s plans for plans for
tasks January February
-
- the past is over
o they forget about their childhood, businesses which failed…
- present
o very important
- future
o outline
- time is comodity
- time = money (literally)
- do not be late
o shows lack of respect
o waste
o things will start without you

AMERICAN MANAGERS
- status
o intellectuality and refinement less valued in US than in Europe (they care about
results, and not about school…)
o virble achievement
1. no aristocracy
2. money sign
- motivations
o bonuses
o performance pay
o profit sharing
o stock options
o competition
o problem solving
o action (they don’t like to be stagnant, something has to be happening)
o unlike Europeans and Asians, Americans need constant feedback, encouragement
and praise from senior executives
- independence
o expect to
1. make decisions
2. take the initiative
3. think for themselves
o but…this spirit controlled by strict procedures and paper work

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- leadership structure
o structured individualism for speed and drive

French – autocratic British – casual leadership German – hierarchy and

consensus

Asian – concensus rule Latin / Arabs

USE OF LANGUAGE
- direct (don’t dance about)
- frank
- confrontational
BUSINESS MEETINGS
- a fight is communication
- objective – a plan of action
- concensus
- opening – direct to objective
- summary
- participation – expected from all
- deal ASAP
- self-image – equality, independence
INTRODUCTION - use of language – direct, to the point
- objective: find out who you are and add - nonverbal – informal, little emotion
you to contacts - decision making – fact based, risk
- business cards: formality, contact info taking
- opening: job identity crual - not a social ceremony
- language: informal, friendly - pragmatic
- nonverbal: eye contact, firm handshake - direct to topic
- space: individual space ( one arm - objective: mutual benefit
length) - persuasion through facts and figures
- info exchange: business related - no social egos on the line

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Intercultural communication 2AJ414
NEGOTIATION OBJECTIVES PRIORITIZED

o USA
1. current deal
2. short-term profit and rapid growth
3. consistent profit
4. relationship
o Japan
1. harmonous relationship and direction taking
2. securing market share
3. long-term profit
4. current deal
o LA
1. national honour
2. personal prestige of chief negotiator
3. long-term relationship
4. current deal

PRESENTATIONS BUSINESS WRITING

- expectation before you begin: - directness (no hedging)
o outline - avoid wordiness
o objectives - write to the point
o written materials - factual info to support conclusion
- the O-Ren Style - call for action
o be confident (do not humble) - a specific time frame asked for
o be simple
o stick to the point REMEMBER
- individualism and independence
- eye contact
- informal so do not be surprised
- voice needs to be confident
- time is always money
- body language (use hands, they like
- frank and blunt (to the point)
BL)
- like and want directness
- questions (they expect questions)
- fact-based FINAL THOUGHTS
- disagreement acceptable but expected - keep an open mind
to support with data and facts - ask open questions
- really listen to the answer
- look for more info using closed
questions
- acknowledge the other person’s
position
answer their concerns calmly and
reasonably

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