working with foreign cultures by tracey wilen - italian restaurant main dishes

Culture differs in how it communicates, how it takes time, and how it sees itself in terms of empowerment and decision making.
These differences may become apparent in business meetings with people in other countries.
As described in this chapter, anthropologist, psychologist and businessman have done a lot of research on what these differences are and how we can work effectively in other cultures.
The main variables we will discuss are selected from Edward Hall's studyL.
Strödbeck and Hert Horst
Many business people are unprepared for some of the basic differences they will experience when working with other cultures.
Whether it is a businesswoman or a businessman, they will experience many styles, habits and behaviors of different cultures. Women in particular often find themselves thinking about whether certain behaviors they observe are culturally related or gender-related.
It is important to understand that these differences do exist, to learn to identify them and to develop strategies to address them.
There are many aspects of cultural differences, and each country has many unique aspects. High-Background and low
Asians know their image or status very well and be careful not to belittle others.
If an Asian loses face, he or she cannot function effectively in the community.
The reputation of a company or country is equally affected.
Therefore, Asians will do their best to avoid damaging the reputation of their colleagues and fellow citizens.
So it is important for Westerners to avoid criticism or ridicule, even if it seems reasonable.
As the criticized party may even seek revenge, this often makes the situation worse.
While retaliation may be verbal, it may also cause more specific harm to you and your business.
In any case involving criticism, discipline, disagreement or anger, be careful about diplomacy.
(Palo Alto, California)-
I was on a business trip in Germany and one day after dinner I walked into an art gallery and found a very interesting painting.
I asked the woman who was working there how much that thing cost and she gave me a price.
I read a few more works and asked her for a few more prices she gave me.
After a stroll through the gallery, I came back to her and told her that I would take the first painting I asked.
She said, oh, that's sold.
To my surprise, I pointed to my second choice and then my third one, and she replied that they were sold too.
Confused, I finally asked which painting is not sold?
She replied, oh, that's the one.
I asked her why she didn't tell me at first.
She looked surprised and said, "Well, you didn't ask.
As Hall describes, the culture is different in terms of using contextual information. In x93low-
Under a cultural background like the United States, people are relatively direct and clear in communication and social interaction, and they tend to look at life in a segmented and classified way.
In contrast, high-
In a cultural context like Japan, people interact in a more subtle and implicit way.
More specifically, at low
Context society often requires clear information to make business decisions.
However, high-
Context culture usually does not rely on a large amount of research data or
When making business decisions, gain insight into the background information and instead gather information from many intimate relationships in their extensive network of families, friends, colleagues and clients. Americans (low-
Context) is often very direct in the way they communicate.
Americans usually say exactly what they mean and try to be very clear and concise.
Americans want to save time and clarify the issue, and they may try to get people in indirect style back to the issue and often clarify the issue to stay focused.
When Americans do business transactions, emotions rarely work openly because they think business should be a matter of fact exchange. Many high-
Context culture does not like this direct dialogue of American style, Americans often miss the subtleties that exist in high-level dialogue
Context culture.
Business skills in high schoolx95 The U. S.
Most of Europe is considered low.
Context culture.
These cultures have a high degree of emphasis on oral information.
The contextual culture in parts of Asia and Latin America, they believe that words are not persuasion but a tool for coordination.
Sensitive to subtle clues, don't think the information will be expressed directly. x95 In a high-
Culture, it is very important to maintain harmony.
When doing business, businessmen in Japan or Latin America may not say "no" or express their differences publicly.
So you need to understand how the culture you are using expresses disagreement so that you can identify it.
In many cases, differences are implied when your foreign colleague asks another question or uses expressions such as "this is a difficult question to answer. x95 Low-
Context culture can be seen high-
Culture is a waste of time.
On the contrary, high
Context culture may find
The context style of communication is not sensitive and rude.
Please note how you encounter and adjust your style if needed.
My first business meeting in Milan, Italy, had to be late, but my colleague realized this and told me to drop by whenever I arrived.
As I approached the meeting room, I heard everyone talking to each other.
I peeked to see if I had the right meeting and I saw the real meaning of the multiple Chronicles.
Some Italian men walk on the floor with cigarettes in their mouths;
Others scribbled on the whiteboard and made crazy gestures;
They have multiple conversations in both English and Italian;
Espresso coffee has always been infiltrated and delivered.
Finally someone noticed me, handed me a marker, pointed to the whiteboard and said, "Well, what are you waiting?
What do you think? !
As Hall observed and described, the way people view time is also different in different cultures.
A single Time culture, such as that of the United States and most of the Nordic countries, emphasizes the precise calculation and timeliness of timelines, time.
Time is seen as a discrete commodity.
People in these cultures do one thing after another, completing each activity before starting the next one.
On the other hand, in multicultural cultures, such as those in Latin America and the Middle East, people tend to be at the same time (or intermittently over a period of time) do more than one thing and emphasize the number of transactions completed and the number of people involved, rather than following the schedule.
In many chronic cultures, punctuality is less important than single chronic cultures.
Americans tend to think of time as something fixed in nature, which cannot be evaded.
We tend to look at activity and time in discreet clips or compartments that handle one at a time.
It is not logical to carry out two activities at the same time.
When Americans work with people from multiple cultures, they tend to get frustrated because they think time is flowing and it's easy to change the schedule to change priorities.
In this case, the meeting starts very late, and external issues may interrupt business transactions, while multiple activities may be arranged, and compliance with deadlines may depend on the strength of the relationship.
Plan to stay a few more days in the country you're going to, and be aware that meetings may not be on the schedule you're used.
In this way, you will not feel depressed or stressed if the meeting is timed out.
Even if you don't expect the meeting to start on time, attend the meeting on time.
This shows respect for your business partners.
It is expected that the meeting will start and end very late and there will be many interruptions.
Try not to let it disturb you.
The time spent with your foreign colleagues is important to the business, even if it is not always productive.
Many times you need to allow meetings to run their classes and resist the urge to get attendees back on track.
This often happens when you are a guest of an overseas company.
If you host a meeting at your company, you will have more flexibility to guide the meeting according to your standards.
I found that different cultures have different rules for personal space. In the U. S.
We often feel comfortable talking about the handshake distance between each other.
In Japan, the distance from the bow is even greater.
But when I work with Latin Americans, it's a lot closer.
I think it's important to understand these social differences so that you don't move on a person, force them to step back, or, if someone is closer to you, you don't, give them a sense of distance.
All cultures have unwritten rules for members to keep their distance face to faceto-
According to Hall, face-to-face interaction, queues and public places.
Each of us has a comfortable area, which is a physical space around us and we don't want anyone else to invade.
It is understandable that this distance is variable and varies depending on who we are dealing;
You may allow a family member to stand closer than a business colleague.
When doing international business, be aware that if people from another culture, in which individual distance rules are different, then members of a culture may be offended, violated his or her space rules.
For example, when Americans work with a culture closer to comfort, they may stay away from people in the conversation, and if they are moved, they may retreat.
However, people from cultures accustomed to close contact may interpret this as indifferent or distant behavior.
Different cultures also have different views on physical space, such as what is appropriate in an office environment.
For example, Americans tend to work in small compartments, have open-ended offices, and feel free to walk into a colleague's office without an appointment.
At the same time, Germans use many heavy doorways, compartments or corner offices to create barriers for easy access.
On the other hand, the Japanese are accustomed to sitting face to face in a large office without any walls.
For the Japanese, there seems to be more hurdles for the Americans because of their cubicle structure and office.
Recognize that every culture has its own view of personal and physical space.
Try to understand what are the criteria for the country you are visiting on a business trip.
If you feel that your space has been violated in another culture, try not to retreat because the owner may think that this behavior is indifferent and objective.
In the culture of using closer space, people tend to have more contact with each other;
This is not necessarily a gesture of personality.
In other cultures, more space may be needed between people.
Be sensitive to this and retreat if necessary to provide ample space for your colleagues.
In some cultures, very limited gestures are used and there is no touch even in greetings.
Don't touch others or even force yourself with a handshake.
One of my American friends recently opened a factory in Taiwan.
Although he lived there for a while and married a Taiwanese woman, he ignored the popular belief system in China, namely, Feng fengshui.
According to many Chinese and Taiwanese, following many rules of feng shui can determine the future success of the company by telling details such as the location and direction of the builder's building, how the doors and windows should be faced, where the tables and chairs should be, even if it is the luckiest day.
When my friend's business opens, the workers will not enter the building because it faces an unfortunate direction because they think it is an unfortunate opening day.
He has to bring in a consultant of wind and water experts to rebuild part of the building to face it correctly and then open again on a lucky day.
Studies, particularly of Kluckhohn and Strodtbeck, show that, relative to the power of the environment, culture has a widely different belief in its own power in some cases.
For example, Americans often think they are in control of the environment and have internal control.
If they work hard, they will overcome the obstacles through initiative and motivation and guide the outcome of their fate.
In some other cultures, people tend to believe in external forces such as feng shui, fate, God, government and nature ---
Control what happens to them.
In this culture, there are few or no things that individuals think a person can control his or her own destiny, so many things are left to fate.
Therefore, a culture may look at the business from the perspective of adapting to unpredictable and uncontrollable environmental reasons (which is God's will ).
Instead of managing the process, make it more predictable.
Listen to your opponent and collect data on his point of view instead of jumping to conclusions or making comments in a hurry.
Flexible response to changes that may occur in situations that you cannot objectively understand.
Open to unpredictable situations, which may be due to the will of God or other external forces that the individual considers beyond his control.
I remember working in the purchasing department of a Silicon Valley company, we purchased computer monitors from various suppliers in Japan, Italy, Canada and Taiwan to produce our products.
As a US company, we are closely related to production and delivery deadlines and we let suppliers know the date of arrival of the monitor required to allow shipment of our products.
I soon learned that the "due date" means different things in different countries: although Japanese orders arrive on time, the first batch of Italian goods I ordered was more than a week late and was not completed
I called the company to see what happened and the Italians were very surprised.
What's a few days late? x94 they asked.
Maybe we will send it a few weeks in advance next time.
So the number is a little low this time?
Maybe we will send more next time.
When you develop a business relationship with another culture, it is important to understand their views on time, deadlines and urgency.
Usually, time is not perceived or valued as it is in the United States. S.
Researchers Kluckhohn and Strodtbeck believe that culture may be oriented to the past, present or future.
On the other hand, Americans tend to emphasize the future and always expect it to be bigger and better than it is now.
Americans tend to see change as a kind of progress, so they think it is desirable, and they tend to give high priority to goals and achievements.
Indeed, many Americans want to be able to capitalize on the future in order to take advantage of the opportunities or events that are coming.
Instead, many cultures try to preserve the past.
They tend to be pessimistic about change and therefore cautious about the future.
This is especially true in cultures that realize that they have a long history and do not want to cut ties with the past.
There are other cultures that don't want to see the future so that it doesn't cause concern or pain, while others think that individuals are victims of the environment and therefore prefer to spend the dayto-
Today, or now.
Americans often appear arrogant or outspoken in international business as they move towards the future, which may increase sensitivity with colleagues from another culture.
Take the time to learn and appreciate the traditions and history of the culture you are visiting.
You can take time out of your trip to visit historic sites to do this.
Don't try to change the rhythm of work in another culture, and don't comment negatively;
On the contrary, slow down and reach this speed.
In my last company, I have established many relationships with the Japanese.
I cultivated a special relationship on the phone and then I had to visit my Japanese counterparts for the first time so we could close a contract --to-
According to their requirements, face.
I was sent to Japan for only three days.
My Japanese colleague picked me up at the airport and took me out for a great dinner saying they were happy to meet their family
Work, American Friends
To make the most of our time, I came up with my agenda and list of questions in three days.
They accepted it gracefully and said don't worry.
The next day, I arrived at the local office and was very eager to continue to perform the contract, but found that the Japanese had arranged for their contract and it was difficult
Work, visit the sights of Kyoto with American friends.
So let's look at those websites.
They had a well prepared cocktail party that night and I met more members of the company, but by this time I was very upset and worried that they might not take me seriously, or I have to go home empty --handed.
I mentioned my concerns to my colleagues and he said don't worry and then we went to dinner.
When I was eating, the highest ranking person in the company was present and gave me very special treatment.
He toasted our very good, hard-working people.
American friend, working they submitted me a signed contract and the necessary details on my agenda so that when I came home it looked like we were working very hard during our stay in Kyoto.
As the researchers Kluckhohn and Strodtbeck describe, the culture is also different at the level of activity, from slow and unplanned to tight
Booking and over-planned.
Americans are often very efficient and effective.
Many goals and activities are directed, planned and completed, and enjoy achievements.
We expect each meeting to be purposeful and each agenda to be productive.
Other cultures, including Japan, allow more time for unplanned activities and highlight relationships rather than achievements.
In such a culture, it is often time for you to invest in building relationships, which may help overcome obstacles in business negotiations.
Try to take the time to develop a business relationship.
You think it is worth using your time. x95 Relationship-
Emphasis on culture is often done in the network of close friends and acquaintances.
Build a network of friends and trust.
Be personable, compassionate and sincere.
Many cultures value these qualities, not just a more pragmatic manner.
Arrange social time when you are on a business trip.
Look forward to having dinner, drinks, or sightseeing with your host.
I have a consulting firm that helps our clients in Mexico find partners in the USS.
For pollution control devices.
We established a relationship with one of our clients in Mexico City that we thought was very good after we found out they were an ideal US clientS.
Partner, we want some kind of celebration of the new business.
We thought Carnival would be appropriate, we arranged a party at a local hotel and sent an invitation to the entire team we worked.
We don't get too much rsvp, just think it's not necessarily a part of culture.
When we arrived at the party, we were very shocked to see that although many administrative assistants were there, none of the executives we worked with were there.
Later, we learned from one of our Mexican colleagues that in Mexico, the level of business is very high and you will not mix grades in society, so when key executives see that administrative help is invited, they choose not to come.
According to researchers Hofstede and others, business companies are organized in a variety of hierarchical structures, depending to a certain extent on their culture.
Today, many Americans, as well as Austria and Israelis, work in organizations where the hierarchy has become flat, so that titles and positions have become blurred.
Superiors and subordinates think of each other as colleagues;
The power of these companies is often distributed in the ranks;
Money has become a status indicator of company rankings and titles.
The management is expected to have the authority to make their own decisions and to be responsible for their actions.
The promotion of American companies is often based on personal achievements and performance, not loyalty to the company.
In stark contrast, business organizations in some countries still have the power of a large number of regulators to focus on upper management.
Keep a distance between managers and subordinates, titles and positions are important.
Decisions are executed by managers, not by subordinates;
The manager does not authorize.
In such organizations, interpersonal trust is low and there is greater control over workers' behavior.
This is especially true in countries such as the Philippines and Mexico.
In these countries, employees are often afraid of expressing differences with their bosses and prefer to work for a manager who makes decisions, takes responsibility and tells employees what to do.
Always respect the higher level of authority.
Understand what the hierarchy is and how individuals rank.
Don't try to bypass the hierarchy.
Don't try to change the structure by mixing the layering levels in meetings or elsewhere.
Make sure you exchange business cards and take the time to appreciate the business cards, titles and duties of the people you meet.
Do not use the name unless invited.
I received a group of Japanese in the headquarters office.
We always take them out for dinner as part of the meeting.
I arranged dinner at a local Italian restaurant and I know the staff very well.
I know our guests want Italian food.
Since I am a vegetarian, I asked the foreman in advance what meat and seafood dinner he suggested so I could advise my guests.
This restaurant is known for its delicious meat and fish preparation.
Everything went as planned when my guest arrived and we had the best table, quiet setting, proper wine etc.
When my gust asked for advice, I told them the foreman's advice and they nodded and agreed.
At the time of ordering, as the only lady, the waiter accepted my order first.
I ordered my standard vegetarian, pasta.
To my dismay, despite suggestions, everyone in the group ordered the same dish I made (vegetarian pasta ).
I learned that the Japanese are team members.
I think, even by the time they eat, they tend to be consistent in their decisions.
I will remember the last meal in the future.
In some cultures, such as the United States, individual initiative is more encouraged and rewarded than collectivism or collectivism --
According to Hofstede and other researchers, this focus is concentrated. In the U. S.
Everyone should take care of him or herself and his or her immediate family.
Having emotional independence with organizations and institutions, individuals feel that everyone has the right to live a private life and to express their opinions.
The consciousness of the individual is very strong, and the identity of the individual is based on the initiative and achievement of the individual.
The goal is to be a high achiever with a focus on personal contribution and leadership.
In contrast, the collective society emphasizes the importance of members of extended families and business organizations.
Expect and reward harmony, loyalty and hard work.
For example, the family of one family plays an important role in the professional life of employees, as the company is expected to participate in marriage, funerals, birth celebrations and other family activities.
The collectivism culture tends to group cooperation and emphasizes group consensus.
Don't force a person to be a decision maker.
Collectivism culture often has a network of relationships you need to understand so that disagreements with one group do not inadvertently jeopardize your business with another group.
The collectivism culture values harmony, unity and loyalty more than the individualism culture.
You need to emphasize the value of the team in good faith.