Abstract This paper is a critical analysis of cross-cultural politeness using the Brown and Levinson's model as a basis for defining and understanding politeness and applying it to three Asian languages: Chinese; Cantonese and Japanese.
From the Paper "What is politeness? If I propose that 'politeness' be used as pragmatically terminology, the preferable definition is to be found in appropriateness. It can be also said to be universal only in the sense that every society has some sort of norms for the appropriate behavior, although these norms are vary. The primary purpose of this paper is to provide a cross-cultural context by applying a well-known Brown and Levinson's model (1978 and revised in 1987), which has been applied in various settings, from casual services, encounters to EFL classrooms. However, Brown and Levinson's model (1978) has been criticized for being too geared to Western (especially American) notions of "independence" and, hence, for its limited applicability in Asian contexts. I have attempted in the following by first giving a general and brief account for Brown and Levinson's model (1978), and then try to apply and analyze the Brown and Levinson's model (1978) in three Asian languages: Chinese; Cantonese and Japanese. "
Abstract This paper examines Procter and Gamble's (P&G) cross-cultural adaptation strategies. The paper claims that cross-cultural adaptation is essential for any company that wants to survive the globalization process. The adaptation required is to both the internal and the external environment. The paper includes graphs to illustrate this. It concludes that P&G's power to create successful brands for diverse populations worldwide is one of the most valuable keys of success for the giant manufacturer.
Outline:
Company Overview
Cross-cultural Adaptations
Adaptation Weaknesses
From the Paper "The company provides products for a wide range of customers: mid-income (Tide), higher income (Ariel), male (Gillette), female (Always), normal hair (Herbal essences), special care (Pantene), special need (Head and Shoulders), etc. The product portfolio diversification is one of the company's growth strategies. This is done by acquiring new products, such as Gillette or by engaging in strategic partnership, such as the one with Wrigley Co. One other growth strategy is innovation for existing products: new flavors, new recipes, new effects, new packaging, and so one. Finally, one other strategy is to keep fresh the customer's awareness through permanent promotional activity."
Abstract The writer of this paper critically analyzes the ways in which De Munch and Korotayev start out by explaining that it is difficult to research across cultures because of "cross-cultural pollenization" that is, one culture tends to absorb some traits of the other. They point out that without adequate controls, the research can give both false confirmations of the hypothesis as well as false negatives. This paper is a negative critique of Cultural Units in Cross-Cultural Research.
From the Paper "The first group might look culturally diverse at first: 4 Spanish; 4 Iraqi; 1 Russian; 1 Estonian; 1 Javanese; 1 Ganda; one Greek; one Maronite-Lebanese. However, this group had significant cultural similarities, which the authors of course knew because they contrived the group. Some of the clerics were Catholic and therefore celibate. Others were Moslem and allowed more than one wife. It is hard to imagine how this example sheds any light on either cross-cultural studies or statistical and research methods."
Abstract In an increasingly globalized marketplace, it has become more important than ever to recognize the fundamental differences required to effectively manage people from different cultures. Because organizations are comprised of people, the accomplishment of any organizational goal will require the cooperation and commitment of people who may be from drastically different walks of life who hold divergent worldviews. This study seeks to better understand these issues through a critical review of the relevant literature and a cultural survey of Asian expatriate employees assigned to major Norwegian industry. The results of the review and survey clearly indicates the need for management styles that recognized these cultural differences. The research also suggests that many managers of multicultural organizations today may be overlooking an opportunity for improvement by ignoring these cultural realities, and in some cases these omissions may spell the difference between success and failure of the organization. A summary of the research, relevant conclusions and timely recommendations concerning cross-cultural management issues are provided in the concluding chapter.
Table of Contents
Abstract
Chapter 1: Introduction
Statement of the Problem
Purpose of Study
Importance of Study
Overview of Study
Chapter 2: Review of Related Literature
Background and Overview
The Company and Setting
The Resource Based View
Cross-Cultural Management
Motivation Management
Commitment and Psychological Contract-Norwegians and Asians
Chapter 3: Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Chapter 4: Data
Chapter 5: Analysis of Data/Results
Chapter 6: Summary, Conclusions and Recommendations
From the Paper "The topic to be explored in this study concerned motivation management in a cross-cultural setting. To accomplish this investigation, a critical review of the peer-reviewed, scholarly and organizational literature will be followed by an analysis of how well a Norwegian organization manages expatriate employees from Asian countries in its domestic headquarters. It is reasonable to assume that people with the same cultural background will be able to better understand and appreciate the subtleties involved in human communication and those from diverse and different backgrounds will experience some problems. Furthermore, people with different worldviews may have trouble comprehending cultural concepts of others."
Abstract If the purpose of social science, at large, involves the testing of possible theories and models for social improvement, it will have to contend with what at first appear to be complicating factors in increased numbers of places and situations in which cross or inter-cultural dynamics are at work.
Abstract This paper discusses theories of crosscultural communication and applies them to Arab business communication. It uses a study of Kuwaiti businessmen's attitudes toward Western communication styles and activities. The paper reviews relevant literature on the subject.
From the Paper This report first examined the professional and scholarly literature on cross-cultural communication and its underpinning theory. The report contains ..."
Tags: crosscultural communication, Arab culture, Arab communication, Western communiction, Western Culture
Abstract In this essay, the writer presents an analysis of cross-cultural management, based on an article by Tomoko Masumoto entitled 'Learning to 'Do Time' in Japan: A Study of US Interns in Japanese Organizations'. The writer reviews and discusses the article, which presents a theoretical framework for analyzing the impact of U.S.-based interns traveling to work in corporations in Japan. The article specifically focuses on studying how time is perceived differently between the Japanese managers and the U.S. intern counterparts. The writer defines the framework in the article discussed as focusing on how the expectations of time itself vary between the two groups, measures the time taken to adapt and become productive, and also defines how space allocation and use of space correlate to the Japanese perception of time. The writer points out that this shared space and socialization aspect of the study presents a culture shock to American students, who have long equated status and independence with the relative level of privacy in American and westernized corporations. The writer notes that the study concludes with an analysis of the variation of how the relative level of feedback and its frequency fuel a sense of security on the job or not, and also with an analysis of short-versus long-term orientation on the part of each group.
Outline:
Synopsis
Assessment of the Theoretical Framework
Assessment of the Research Approach
Implications for Individuals Working Multinationally with the Japanese
From the Paper "The work completed by Masumoto has major implications not only for expatriates working in Japan yet for anyone going to work for a Japanese company anywhere in a westernized nation. The vast differences in how space is allocated are diametrically opposed to how western nations view work space given in companies being more of a relative indicator of independence, individuality, achievement and status. In Japan there more of an orientation on arranging working space to speed up the assimilation and socialization process. This is a critical point for anyone joining a Japanese corporation anywhere in the world to keep in mind, as many Japanese corporations continue this practice of using space for collaboration in the U,S, and Europe as well."
Abstract This paper discusses the relationship between various cultures, particularly in terms of how people communicate with one anther. In this article the writer describes how humans interact and communicate with each other in a situational frame - and looks at this issue from a Martian's perspective. It is noted that human affection is not just sent and received by one gender to the other.
From the Paper "In a world of cross-cultural societies, expertise in relationship building and acceptance is essential to succeed in a world of swift and profound cultural, political and economic changes. Some experts consider North America, to be a multi-nation and polytechnic continent that has accepted immigrants from countries around the world. It includes a diverse array of cultural traditions. Cultural identity is demonstrated through festivals, symbols, and landscape design. Multiple cultures must coexist, thus cultural conflicts must be resolved. Cross-cultural differences are relative to ethnic, national and religious differences."
Abstract This paper begins by addressing the challenges and barriers present in crosscultural communication. The paper then goes on to describe the research conducted in Penelope Benson's article, "The US-Japan Cross-Cultural Connection", as pertaining to the differences in Japanese and American styles of government. Next, the paper describes research conducted by Michelle LeBaron in her article, "CrossCultural Communication." The paper explains that the focal point of LeBaron's is that fate has a profound affect on cross-cultural communication. The paper lastly discusses Marcelle E. DuPraw's six fundamental patterns of cultural differences as examined in her article, "Working on Common Cross-Culture Communication Challenges."
From the Paper "In an article by Penelope Benson, the President of New York-Japan International, Benson researches a group of individuals who were interning from Japan regarding their perspective on America. These individuals, having been raised from Japan, have only read and studied about America but have never actually experienced it in person. Benson notes that there will obviously be a barrier in the communication of these people. Japan's culture differs immensely from America's culture in countless ways. During the Japanese individuals' internships, Penelope "had asked the interns to consider themselves as Ambassadors of Japan in their everyday interactions with the Americans they encountered, many of whom might never before have met a Japanese national" (Benson, P., 1997). Benson complimented the individuals by saying that they took cross-cultural responsibility into play and challenged the cultural differences by studying and working on them. Among each individual's observations, he/she concluded that, "The diversity of the US populace leads to opposing opinions at all levels of government as to what issues are critical"
Tags: japan america multiculturalism, penelope benson, marcelle dupraw, michelle lebaron
This paper discusses that no matter how enlightened the participants, inter-cultural harmony will always be hampered by differences in background and perspective.
Abstract In this article, the writer argues that inter-cultural or cross-cultural harmony will always be hampered by differences in background and perspective simply because human beings' (and how they react to the gestures and communicative strategies of others) are the most volatile and unpredictable variable of all when it comes to assessing the possible problems and rewards of a communication exchange. With that in mind, the paper explores why cross-cultural communication is so difficult. The paper also looks at some arguments which insist that inter-cultural exchanges can be harmonious and "worry-free" if enough training and education is provided. Finally, the writer concludes by reiterating why there will always be certain difficulties in cross-cultural communication and the paper finishes by suggesting that such tensions are just a "part of life" and must be accommodated to the fullest extent possible.
From the Paper ""Following this premise to its logical conclusion, it is clear that biological determinism, ecological factors, and simple evolution really are insufficient to wholly explain the nuances of each society - or at least to the satisfaction of a trained social scientist. Going further, each and every human being is a remarkably complex creature that will respond differently to essentially the same stimuli; consequently, it is impossible to avoid cross-cultural miscommunication because comments or gestures that someone else from the same culture finds tolerable might spark a highly unpleasant response from someone else who is also from that culture. In the end, the variables which constrain smooth cross-cultural communication are at least as numerable as there are people in the world.
"Still, some experts believe that cross-cultural communication does not have to be hampered by differences in background or by differences in perspective."
Abstract This paper discusses how to manage cross-cultural differences in the workplace so that the rights and sensibilities of each person are respected. It shows by example how a good manager can use determination and creativity to solve cross-cultural misunderstandings, but how it also requires a corporate culture that supports such managerial tasks. It considers how human nature makes us categorize automatically and how most workers and indeed most managers are unaware of the ways in which they may either discriminate against or try to suppress differences in today's multi-cultural workforce.
From the Paper "Although it is a clich? of the business world, it is nonetheless also true that no business that neglects ? or abuses ? its workers can prosper for long. Badly trained, badly prepared, or badly treated workers do not do their best ? and indeed, why should they? The best way to get the most out of a worker is to ensure that that worker feels appreciated and respected, and it is the job of those in supervisorial and managerial positions who must ensure that an environment of mutual respect in instigated and maintained."
Tags: business, world, worker, manager, employees, supervisors, communication
Abstract This paper discusses how multi-national corporations, which operate across international frontiers on a global level, manage their knowledge resources and their multi-cultural employees. It looks at how individuals of different nationalities and cultures must operate as a team with some control of the multi-national corporation's knowledge database. It shows how knowledge is the greatest of all assets, and how the provision of cross?cultural experiences should always be available with the minimum of hassles. Senior knowledge workers and cross-cultural managers should, by themselves, be an asset to the corporation for their knowledge, but their needs and past service should also be recognized.
From the Paper "A cross-cultural team may be absolutely necessary and the corporation's vital interests may depend on the smooth operation of such a team. The metaphors that can be derived from a multi cultural team include military, sports, community, family, and associates. There are different expectations about team roles, scope, membership, and objectives that arise in different cultural contexts and these as well as the success of the project have to be managed. Cross cultural management, therefore, has a human resource management dimension in the sense that cross cultural managers must be trained, acquired and deployed keeping in mind factors which are fair to the managers as well as the corporation."
Abstract Discusses issues involved in counseling & the therpeutic process for the cross-cultural population. General issues, individual race issues & issues related to the therapeutic process. Need for mental health professionals to have complete understanding of the issues invoolved to achieve effective counseling. Cultural attributes of Asian-Americans, Native Americans, African-Ameicans, Hispanic population. How to improve cross-cultural therapy.
From the Paper "Salient Issues in Cross-Cultural Therapy
Cultural competency in psychotherapy and counseling grew in importance in the last two decades, until the American Psychological Association (APA) accreditation criteria and Ethical mandates were established to ensure the comprehensive training in this area for all students in applied psychology (Neville, Heppner, Louie, Thompson, Brooks, & Baker, 1996).
This paper presents the issues that have been found to be salient in the therapeutic process for the cross-cultural population, including general issues, individual race issues, and issues related to the therapeutic relationship.
The mental health professional must have a comprehensive understanding of socio-cultural, biological, and psychological factors..."
An introduction to the South American Indian tribe, the Yanomamo and and an exploration into their customs, including their system of cross-cultural marriage.
Abstract A paper which examines the Yanomami people - a remote tribe in the Tropical Forest on the border between Venezuela and Brazil. The paper shows their customs and culture and focuses on their system of cross-cultural marriage which follows a bilateral cross-cousin marriage system. The paper also discusses Napoleon A. Chagnon, a young American ethnographer who brought the knowledge of Yanomamo ethnography to the world.
From the Paper "The practice of infanticide is practiced in their culture. This is one of the reasons why there are more males than women. If a female is born she is killed at birth. They feel that women are inferior. Some Yanomamo women kill their infant because they fear the wrath of their husbands for having a female baby. The Yanomano may choke the baby with a vine, suffocating the infant by placing a stick across her nose, or slamming her against a tree. "
A review of the article "A practical but theory-based framework for selecting cross-cultural training methods" by J. Stewart Black and Mark Mendenhall.
762 words (approx. 3 pages), 0 sources, 2002, $ 27.95
Abstract This paper examines the above article which establishes the need to create a bridge between business cultures in order to be successful in the business world. It discusses the necessity for a proper framework that effectively administers crosscultural training (CCT) that must be adequate to specific needs, must be flexible for different people and nationalities and must be complete in all respects so that business executives have the necessary confidence when they deal with other cultural groups in order to avoid misunderstandings that may cause the failure of a potential business feat. It discusses how Social Learning Theory (SLT) complements CCT in an effective training schedule and how this may be implemented to help pinpoint training requirements.
From the Paper "Since business operations cannot be delineated from good relationships, this aspect of doing business is very much important. In international businesses different nationalities have to interact with each other in various degrees. It is imperative to know the cultural backgrounds, customs and practices of a country before one tries to establish a long-term business relationship with the people of that country. In fact a long lasting business relationship will be in place only if people are comfortable with each other and are confident to interact with each other. It is here that the concept of cross-cultural training comes into the picture."
Tags: executives, managers, social, learning, theory, international, business
