Culture In Business

Culture exists in every society. It is the specific learned norms based on attitudes, values and
beliefs. Culture is often based on long standing traditions that have been passed from elders
to the younger generation. It can be evolved through societal and religious influences.
Changing culture, though difficult, can be done through choice or imposition. When culture
are isolated they tend to stabilize and change is slow or ceases. When culture makes contact
with other cultures, a type of cultural borrowing takes place and is more prominent when
languages are similar or identical. Culture not only influences daily life but also effects
business transactions that take place in that community. Because culture can vary from
country to country and even area to area doing business in a foreign country can cause
complications for even the best of business managers. The culture of the country a company
does business in can and will effect many of the business decisions that the company has to
make. Cultures are made up of group affiliations. Ascribed group memberships include those
based on gender, family age, caste and ethnic/racial/nation backgrounds, they are determined
at birth. Acquired group memberships are not determined at birth and include religion,
political affiliation and professional and other associations. These affiliations often reflect the
status the individual has in the country's class system. Therefore manager's must make
themselves aware of the implications certain positions will have and target those job
vacancies to the appropriate groups or they must be aware that their products will appeal to
only a certain segment of the population of the country and determine who that segment is.
Another way that culture has effect on business decisions is the concept of competence. Some
countries feel that competence should be highly rewarded while others feel that seniority or
some other quality is more important when determining promotions or hiring. Some countries
legalize their cultural beliefs through laws regarding hiring and they too must be taken into
consideration when making business decisions in a foreign country. Cultural attitudes
towards the importance of work vary from country to country and impact the management
styles, product demand and levels of economic development. The reasons why people work
and how hard they work changes from area to area. Some work harder than they need to
make more money to purchase luxuries that are sought in that culture. Other cultures take a
more laid back approach to working. Often as economic gains are achieved attitudes change,
workers often do less work when incomes are raised. If workers believe that they will be
rewarded when they succeed and is there is uncertainty of success. Some countries value high
need achievers, or people who work very hard to achieve material success or career success
even if it negatively effects their social/family relationships. Other countries however, place a
higher value on the relationships one has with their family and their friends than the success
they achieve at work. Some cultures differ as well in their ranking their physiological,
security, affiliation, esteem and self actualization needs. They may feel that activities that
satisfy their self actualization needs are more important than activities that ensure their
security needs are achieved. Businesses must be aware of these factors for many of the
decisions they must make in order to be successful in that market. Different cultures differ in
the way they view occupations and the relationships between employer and employee. Many
cultures view certain jobs as the best jobs, but these jobs deviate from country to country or
culture to culture. Some cultures also find it demeaning to work for a boss while others feel
that it is important to be part of an organization. Some cultures use autocratic styles of
management, while others use consultative. Another area of concern is the degree of
uncertainty regarding rules and effects on the company. Some cultures want to know the
specific guidelines and rules of the organization and how breaking them could effect the
company. They also plan to work for companies for a long time. Other cultures do not have
as much loyalty to the company or their rules. Some cultures trust easily while others spend
lot's of money on monitoring other's actions and making contracts to ensure compliance.
Cultures that believe in self determination, rather than fatalism will work hard to achieve
their goals. In several countries they have a very collectivist culture and work for the group
instead of individual rewards. These variables all impact the success or failure of the
company in it's endeavors in a foreign market and an organization must be very aware of
these issues to ensure a smooth transition. Language, both silent and vocal, reflect the
environment of the society. Language in itself is a unifying force. Translating a language into
another can be difficult because of varying environmental factors. Words in different cultures
also may have different meanings, so a phrase that is socially acceptable in one culture would
be unacceptable in it's translation to another culture. Languages such as English, French and
Spanish are widely accepted and often people who speak these languages are not motivated to
learn new ones. Silent language is when messages are exchanged through nonverbal cues like
colours, appropriate distance between people, time, status cues and body language. When
meeting with foreign cultures a business person must be very aware of what is acceptable or
not acceptable to certify that they do not insult their prospective partners or customers. Many
countries deviate in the way that the receive and process information. Some cultures require
broad information while other's want more focused relevant information. Many cultures are
comfortable with dealing with many tasks while others want to handle one at a time. In
numerous countries national norms hold that principal issues should be handled first while
other cultures require small issues be cleared up before the main ones. If a company is going
to operate successfully in an international capacity they must be attentive of the process of
communicating and problem solving. As Canadian business people one has to understand the
differences between our culture and the cultures of foreign markets. Canadians are very self
determinate in their approach to business, and pay less attention to the effects of fate. We
usually have a scheduled approach to tasks and take one task at a time, rather than multi-task.
We are also time and task oriented, a Canadian business man might stay late to work on a
task that was supposed to be accomplished by 5 PM while other cultures will leave the office
early to have dinner with their family and finish the project tomorrow. Canadians rarely beat
around the bush they tend to get straight to the point while other cultures feel that it is more
sophisticated to be less blunt. Canadian tend to limit physical closeness to a pat on the back,
while other cultures hug and stand very close to each other, even other cultures believe that
physical touching in any way is inappropriate. Canadians also recognize and promote
individualism. We value the many subcultures that exist in our society and believe in an
individual achieving their goals. Other cultures take a more group oriented approach to
accomplishing goals and achieving recognition. An example of a foreign culture that many
Canadians do business with is the Japanese culture. The Japanese culture is one that is based
on collectivism. People work together to achieve goals that benefit the group as a whole.
Their primary motivation for work is the honour and welfare of the collective group.
Japanese language is very subtle, they believe that it is very sophisticated to derive the main
point from a broad conversation without having to spell it out. Japanese culture require
punctuality for business matters but allow tardiness for social engagements. The Japanese
also place meanings on every gesture and recognize negative responses through fanning of
the right hand in front of the face and sucking air. Japanese culture also regards individual
space as something that should be maintained at all times and that hand shakes should be
weak with a nod of the head and downcast eyes. The Japanese culture views gift giving as
extremely important and requires business gifts to be exchanged on Jan.1 and July 15 (year-
end and mid year). To the Japanese image is everything so gifts with well known logos are
important. Gifts should not be given in even numbers and never give four of anything.
Wrapping should be done in Japan by a wrapping service as many colours and decorations
have significant meanings for example, white means death and bows are not used. The
Japanese also believe in lavish entertainment and reciprocation. They place high value on
seating and will seat people according to their rank. The Japanese begin business negotiations
very formally but follow their dinners with several trips to the bar, each decreasing in
formality. The Japanese culture is very different from Canadian culture and is an example of
how one culture must be aware of the connotations of another culture when doing business
with them. Word Count: 1514
Budaya
Budaya ada dalam setiap masyarakat. Ini adalah norma belajar spesifik berdasarkan sikap,
nilai dan keyakinan. Budaya sering didasarkan pada tradisi berdiri lama yang telah berlalu
dari para tetua untuk generasi muda. Hal ini dapat berkembang melalui pengaruh masyarakat
dan agama. Mengubah budaya, meskipun sulit, dapat dilakukan melalui pilihan atau
pemaksaan. Ketika budaya terisolasi mereka cenderung untuk menstabilkan dan perubahan
yang lambat atau berhenti. Ketika budaya membuat kontak dengan budaya lain, jenis
pinjaman budaya terjadi dan lebih menonjol bila bahasa yang serupa atau identik. Budaya
tidak hanya mempengaruhi kehidupan sehari-hari tetapi juga transaksi efek bisnis yang
terjadi di masyarakat itu. Karena budaya dapat bervariasi dari satu negara ke negara dan
bahkan daerah ke daerah melakukan bisnis di negara asing dapat menimbulkan komplikasi
bahkan untuk yang terbaik dari manajer bisnis. Budaya negara perusahaan tidak bisnis di
dapat dan akan mempengaruhi banyak keputusan bisnis bahwa perusahaan harus membuat.
Budaya terdiri dari afiliasi kelompok. Dianggap berasal dari keanggotaan kelompok termasuk
mereka berdasarkan jenis kelamin, usia keluarga, kasta dan etnis / ras / latar belakang bangsa,
mereka ditentukan saat lahir. keanggotaan kelompok Mengakuisisi tidak ditentukan pada saat
kelahiran dan termasuk agama, afiliasi politik dan asosiasi profesional dan lainnya. Afiliasi
ini seringkali mencerminkan status individu memiliki sistem kelas di negara itu. Oleh karena
itu manajer harus membuat diri mereka menyadari implikasi posisi tertentu juga akan
menerima dan target mereka lowongan pekerjaan ke grup yang diperlukan atau mereka harus
sadar bahwa produk mereka akan menarik bagi hanya segmen tertentu dari populasi negara
dan menentukan siapa segmen itu. Cara lain bahwa budaya berpengaruh terhadap keputusan
bisnis adalah konsep kompetensi. Beberapa negara merasa kompetensi yang harus sangat
dihargai sementara yang lain merasa bahwa senioritas atau beberapa kualitas lain yang lebih
penting saat menentukan promosi atau menyewa. Beberapa negara mengesahkan keyakinan
budaya mereka melalui undang-undang mengenai pengangkatan dan mereka juga harus
dipertimbangkan ketika membuat keputusan bisnis di negara asing. Budaya sikap terhadap
pentingnya kerja bervariasi dari satu negara ke negara dan dampak gaya manajemen,
permintaan produk dan tingkat pembangunan ekonomi. Alasan mengapa orang bekerja dan
bagaimana mereka bekerja keras perubahan dari daerah ke daerah. Beberapa bekerja lebih
keras dari yang mereka butuhkan untuk membuat lebih banyak uang untuk membeli
kemewahan yang dicari dalam budaya itu. Budaya lain mengambil pendekatan yang lebih
kembali diletakkan untuk bekerja. Seringkali sebagai keuntungan ekonomi yang dicapai
perubahan sikap, pekerja sering melakukan pekerjaan kurang bila pendapatan dibangkitkan.
Jika pekerja yakin bahwa mereka akan dihargai ketika mereka berhasil dan apakah ada
ketidakpastian keberhasilan. Beberapa negara nilai prestasi yang terlalu tinggi, atau orang
yang bekerja sangat keras untuk mencapai keberhasilan material atau keberhasilan karir
meskipun efek negatif sosial / hubungan keluarga. Negara-negara lain Namun, menempatkan
nilai lebih tinggi pada hubungan seseorang dengan keluarga dan teman-teman mereka dari
keberhasilan yang mereka capai di tempat kerja. Beberapa kebudayaan berbeda juga dalam
peringkat mereka fisiologis mereka,, afiliasi penghargaan keamanan, dan kebutuhan
aktualisasi diri. Mereka mungkin merasa bahwa kegiatan yang memenuhi kebutuhan
aktualisasi diri mereka lebih penting daripada kegiatan yang menjamin kebutuhan keamanan
mereka tercapai. Bisnis harus menyadari faktor-faktor bagi banyak dari keputusan mereka
harus membuat agar bisa sukses di pasar tersebut. budaya yang berbeda berbeda dalam cara
mereka melihat pekerjaan dan hubungan antara majikan dan karyawan. Banyak kebudayaan
melihat pekerjaan tertentu sebagai pekerjaan terbaik, namun pekerjaan ini menyimpang dari
satu negara ke negara atau budaya ke budaya. Beberapa budaya juga merasa merendahkan
bekerja untuk bos sementara yang lain merasa bahwa penting untuk menjadi bagian dari
organisasi. Beberapa budaya menggunakan gaya otokratis manajemen, sementara yang lain
menggunakan konsultatif. Bidang lain yang menjadi perhatian adalah tingkat ketidakpastian
mengenai aturan dan efek pada perusahaan. Beberapa budaya ingin tahu pedoman khusus dan
aturan organisasi dan bagaimana mereka melanggar dapat mempengaruhi perusahaan.
Mereka juga berencana untuk bekerja untuk perusahaan untuk waktu yang lama. budaya lain
tidak memiliki sebagai kesetiaan banyak perusahaan atau aturan mereka. Beberapa budaya
kepercayaan mudah sementara yang lain menghabiskan banyak tentang uang untuk
pemantauan tindakan lain dan membuat kontrak untuk memastikan kepatuhan. Budaya yang
percaya dalam penentuan nasib sendiri, daripada fatalisme akan bekerja keras untuk
mencapai tujuan mereka. Di beberapa negara mereka memiliki budaya yang sangat kolektif
dan bekerja untuk kelompok bukan penghargaan individu. Variabel ini semua dampak
keberhasilan atau kegagalan perusahaan di dalamnya usaha di pasar asing dan organisasi
harus sangat menyadari masalah ini untuk memastikan kelancaran transisi. Bahasa, baik diam
dan vokal, mencerminkan lingkungan masyarakat. Bahasa itu sendiri adalah kekuatan
pemersatu. Menerjemahkan bahasa ke lain dapat sulit karena berbagai faktor lingkungan.
Kata dalam budaya yang berbeda juga mungkin memiliki arti yang berbeda, sehingga frase
yang secara sosial dapat diterima dalam satu budaya akan diterima dalam terjemahan itu ke
budaya lain. Bahasa seperti Inggris, Perancis dan Spanyol diterima secara luas dan seringkali
orang-orang yang berbicara bahasa-bahasa ini tidak termotivasi untuk belajar yang baru.
bahasa Silent adalah ketika pesan akan dipertukarkan melalui petunjuk nonverbal seperti
warna, jarak yang sesuai antara orang-orang, waktu petunjuk status, dan bahasa tubuh. Ketika
pertemuan dengan budaya asing orang bisnis harus sangat menyadari apa yang dapat diterima
atau tidak diterima untuk menyatakan bahwa mereka tidak menghina calon mitra atau
pelanggan. Banyak negara menyimpang dengan cara yang menerima dan memproses
informasi. Beberapa budaya memerlukan informasi luas, sedangkan yang lainnya ingin
informasi yang lebih relevan terfokus. Banyak kebudayaan yang nyaman dengan berurusan
dengan banyak tugas sementara yang lain ingin menangani satu per satu. Di negara-negara
banyak norma-norma nasional terus bahwa isu-isu pokok harus ditangani pertama saat
budaya lain memerlukan masalah kecil harus dibersihkan sebelum yang utama. Jika sebuah
perusahaan akan beroperasi dengan sukses dalam kapasitas internasional mereka harus
menjadi perhatian dari proses berkomunikasi dan pemecahan masalah. Sebagai orang bisnis
Kanada kita harus memahami perbedaan antara budaya kami dan budaya pasar luar negeri.
Kanada sangat diri tentu dalam pendekatan mereka untuk bisnis, dan kurang memperhatikan
efek nasib. Kami biasanya memiliki pendekatan yang dijadwalkan untuk tugas-tugas dan
mengambil satu tugas pada satu waktu, daripada multi-task. Kami juga waktu dan
berorientasi tugas, seorang pengusaha Kanada mungkin tetap terlambat untuk bekerja pada
tugas yang seharusnya dilakukan dengan 17:00, sementara budaya lain akan meninggalkan
kantor lebih awal untuk makan malam dengan keluarga mereka dan menyelesaikan proyek
besok. Kanada jarang mengalahkan sekitar semak mereka cenderung untuk mendapatkan
langsung ke titik sementara budaya lain merasa bahwa itu lebih canggih kurang tumpul.
Kanada cenderung untuk membatasi kedekatan fisik untuk tepukan di belakang, sementara
yang lain budaya memeluk dan berdiri sangat dekat satu sama lain, bahkan budaya lain
percaya bahwa menyentuh fisik dalam cara apapun adalah tidak tepat. Kanada juga mengakui
dan mempromosikan individualisme. Kami menghargai banyak subkultur yang ada di
masyarakat kita dan percaya pada seorang individu mencapai tujuan mereka. Budaya lain
mengambil pendekatan yang lebih berorientasi kelompok dalam mencapai tujuan dan
mencapai pengakuan. Contoh dari budaya asing yang banyak Kanada melakukan bisnis
dengan adalah budaya Jepang. Budaya Jepang adalah salah satu yang berdasarkan
kolektivisme. Orang bekerja sama untuk mencapai tujuan yang bermanfaat bagi kelompok
secara keseluruhan. motivasi utama mereka untuk bekerja adalah kehormatan dan
kesejahteraan kelompok kolektif. bahasa Jepang sangat halus, mereka percaya bahwa sangat
canggih untuk mendapatkan titik utama dari percakapan yang luas tanpa harus mengejanya
keluar. budaya Jepang membutuhkan ketepatan waktu untuk urusan bisnis tapi membiarkan
keterlambatan untuk keterlibatan sosial. Jepang juga menempatkan makna pada setiap
gerakan dan mengenali respon negatif melalui mengipasi tangan kanan di depan wajah dan
menghisap udara. budaya Jepang juga menganggap ruang individu sebagai sesuatu yang
harus dijaga pada setiap saat dan tangan yang gemetar harus lemah dengan anggukan mata
kepala dan tertunduk. Budaya Jepang memberi hadiah dilihat sebagai hadiah bisnis sangat
penting dan membutuhkan untuk ditukar pada Jan.1 dan Juli 15 (akhir tahun dan pertengahan
tahun). Untuk gambar Jepang adalah segalanya begitu hadiah dengan logo terkenal adalah
penting. Hadiah tidak harus diberikan dalam jumlah genap dan tidak pernah memberikan
empat dari apapun. Wrapping harus dilakukan di Jepang oleh layanan pembungkus sebagai
banyak warna dan dekorasi memiliki arti signifikan misalnya, putih berarti kematian dan
busur tidak digunakan. Orang Jepang juga percaya dalam hiburan mewah dan balasan.
Mereka menempatkan nilai tinggi pada tempat duduk dan akan orang-orang duduk sesuai
dengan peringkat mereka. Jepang memulai negosiasi bisnis yang sangat formal, tetapi
mengikuti makan malam mereka dengan beberapa perjalanan ke bar, setiap penurunan
formalitas. Budaya Jepang sangat berbeda dari budaya Kanada dan merupakan contoh
bagaimana satu budaya harus menyadari konotasi budaya lain ketika melakukan bisnis
dengan mereka.
“Culture In Business”
Culture exists in every society. This is a specific learning norms based on attitudes, values
and beliefs. Culture is often based on long standing tradition that has been passed from elders
to younger generations. This can be developed through the influence of society and religion.
Changing culture, though difficult, can be done through choice or coercion. When cultures
isolated they tend to stabilize and slow or stop the changes. When culture make contact with
other cultures, the type of cultural borrowing occur and more prominent when similar or
identical language. Culture does not only affect daily life but also the effects of business
transactions that occur in society. Because culture can vary from country to country and even
region to do business in foreign countries can cause complications and even to the best of
business managers. Culture is not a business enterprise in the country can and will affect
many business decisions that companies must make. Culture consists of affiliated groups.
Ascribed group membership, including those based on gender, age, family, caste and ethnic /
racial / national background, they are determined at birth. Acquisition of group membership
is not determined at birth and including religion, political affiliations and professional
associations and others. Affiliates are often reflect the status of the individual has a class
system in the country. Therefore, managers should make themselves aware of the
implications of a particular position will also receive and target their jobs to the appropriate
groups or they should be aware that their products will appeal to only certain segments of the
population of the country and determine who that segment. Another way that the cultural
influence on business decisions is the concept of competence. Some countries felt that
competence should be highly valued, while others felt that seniority or some other quality is
more important when determining the promotion or hire. Some states authorize their cultural
beliefs through the law on the appointment and they also must be considered when making
business decisions in a foreign country. Cultural attitudes toward the importance of the work
varies from country to country and the impact of management style, product demand and the
level of economic development. The reason why people work and how they work hard
change from region to region. Some work harder than they need to make more money to buy
luxury wanted in that culture. Other cultures take a more laid back to work. Often as the
economic benefits achieved by changing attitudes, workers often do not work if the revenue
raised. If workers are confident that they will be rewarded when they succeed and if there is
uncertainty of success. Some countries value achievements that are too high, or people who
work very hard to achieve material success or career success despite the negative effects of
social / family relationships. Other countries, however, place higher value on one's
relationship with the family and their friends from the success they achieve in the workplace.
Some cultures also differ in their rating of their physiological,, affiliation safety awards, and
self-actualization needs. They may feel that the activities that meet their self-actualization
needs are more important than activities that ensure their security needs met. Businesses
should be aware of the factors for many of the decisions they must make to be successful in
those markets. different cultures differ in how they view the work and the relationship
between employer and employee. Many cultures see certain jobs as the best job, but this work
deviate from country to country or culture to culture. Some cultures also felt humbled to work
for the boss while others feel that it is important to be part of the organization. Some cultures
use the autocratic style of management, while others use a consultative. Another area of
concern is the level of uncertainty about the rules and the effect on the company. Some
cultures want to know the specific guidelines and rules of the organization and how they may
affect the company's violation. They also plan to work for the company for a long time. Other
cultures do not have as much loyalty to the company or their rules. Some cultural beliefs
easily while others spend a lot of money for the monitoring of other actions and enter into
contracts to ensure compliance. Culture that believes in self-determination, rather than
fatalism will work hard to achieve their goals. In some countries they have a culture that is
collective and work for the group rather than individual awards. These variables all impact
the success or failure of companies in which business in foreign markets and the organization
should be very aware of these issues to ensure a smooth transition. Language, both silent and
vocal, reflect the community environment. The language itself is a unifying force. Translating
into other languages can be difficult due to various environmental factors. The word in a
different culture also may have different meanings, so that phrase to be socially acceptable in
one culture will be accepted in the translation into other cultures. Languages such as English,
French and Spanish are widely accepted and often those who speak these languages are not
motivated to learn new ones. Silent language is when messages are exchanged through
nonverbal clues such as color, the appropriate distance between people, time, status cues, and
body language. When meeting with a foreign culture business people should be very aware of
what is acceptable or not acceptable to state that they do not insult potential partners or
customers. Many countries deviate by receiving and processing information. Some cultures
require extensive information, while others want more relevant information focused. Many
cultures are comfortable with dealing with multiple tasks while others want to handle one by
one. In many countries national norms and hold that key issues must be addressed first while
other cultures require minor issues to be cleared before the primary. If a company will
operate successfully in an international capacity they should be attention from
communication and problem-solving process. As our Canadian business people should
understand the difference between our culture and the culture of overseas markets. Canadians
are very self of course in their approach to business, and less attention to the effects of fate.
We usually have a scheduled approach to the tasks and take one task at a time, rather than
multi-task. We also time and task-oriented, a Canadian entrepreneur may still be late to work
on tasks that should be done by 17:00, while other cultures will leave office early to have
dinner with their families and finish the project tomorrow. Canada rarely beat around the
bush they tend to get straight to the point while other cultures feel that it is more sophisticated
or less blunt. Canada tends to limit the physical proximity to a pat on the back, while others
embraced the culture and stand very close to each other, other cultures even believe that the
physical touching in any way is not right. Canada also recognizes and promotes
individualism. We appreciate the many subcultures that exist in our society and believe in an
individual achieve their goals. Other cultures take a more group-oriented approach in
achieving its goals and achieve recognition. Examples of foreign culture that many Canadians
do business with the Japanese culture. Japanese culture is one based on collectivism. People
working together to achieve goals that benefit the group as a whole. Their main motivation
for work is the honor and welfare of the collective group. Japanese language is very subtle,
they believe that the very sophisticated to get the main point of a broad conversation without
having to spell it out. Japanese culture requires punctuality for business but to let the delay
for social involvement. Japan also put meaning in every movement and recognize the
negative response by fanning his right hand in front of his face and sucking air. Japanese
culture also considers individual space as something that must be maintained at all times and
must be weak shaking hands with a nod of the head and downcast eyes. Japanese culture is
seen as giving gifts business gifts is very important and need to be exchanged on Jan.1 and
July 15 (year-end and mid-year.) For the Japanese image is everything so the prize with the
famous logo is important. Gifts do not have to be given in an even number and never give
four of anything. Wrapping must be made in Japan by wrapping service as many colors and
decorations have significant meaning for example, white means death and arc not used. The
Japanese also believe in luxury and entertainment in return. They place a high value on the
seat and will the people sit in accordance with their rank. Japan begin negotiations on a very
formal business, but following their dinner with a few trips to the bar, any reduction in
formalities. Japanese culture is very different from Canadian culture and an example of how
one should be aware of cultural connotations of other cultures when doing business with
them.
http://anthro.palomar.edu/culture/culture_1.htm
Edward B. Tylo
http://www.japaneselifestyle.com.au/culture/culture.html
www.worldbusinessculture.com
http://www.canadianculture.com/
http://www.kwintessential.co.uk/resources/global-etiquette/canada.html
http://www.culture-canada.ca/
http://www.venturejapan.com/japan-business-culture-company.htm