Assignment Report

22 September 2008

COMMUNICATING ACROSS
CULTURES

Course Name : Business Communication

Lecturer : Nenen Ilahi, SPd, MA

Student’ Name & ID:

Johansyah Angellina (1071001061)

Management Program

Bakrie School of Management

2008
 PREFACE

GLOBAL MARKETPLACE AND DIVERSITY WORKFORCE

A global economy is now a reality. Globalization has created a global
marketplace and workforce. Nowadays, we can see the boundaries between
countries are gradually fading because the globalization. Global marketplace
and diversity workforce are gradually being shaped in today’s world.
Global marketplace is showed by existence of many multinational
organizations- organizations that do business in more than one country.
Then, diversity workforce- a workforce that’s heterogeneous in terms of
gender, race, ethnicity, age, and other characteristics that reflect differences.
(Robbins & Coulter: 2007; pp: 73)
As a result, now can be discovered business shareholders of business
originate from many cultural values and business practices. Organizations
now employ people with many differential backgrounds. With this situation,
surely that competition in business becomes more viable and the challenges
are increased. Not only just face the challenges from openness itself, but also
the challenges of managing diversity (how to deal with cultural differences).

OBJECTIVES

1. To accomplish one of compulsory assignment which is related in Business

Communication’ subject;
2. To understand how culture affects business communication, ensure culture
becomes a vehicle for positive advancement rather than a barrier;
3. To learn how to develop effective cross-cultural communication within
business context;
4. To enrich the knowledge of workplace’ culture around the global business.

Every country has its own way of saying things. The important thing is that which
lies behind people’s words - Freya Stark, The Journey's Echo Page 2
 PART ONE
THEORY OF COMMUNICATING ACROSS CULTURE

BUSINESS COMMUNICATION
With that precede explanation; now we realize that every aspect of
business is influenced by globalization. And one of them which are related
with cultural challenge is communication aspect. Business communication is
communication used to help organizations and the people in them achieve
their goals. It is one of fundamental aspect in business. Why is it so
important? Of course, because communication serves organization four major
functions: control, motivation, emotional expression, and information.
• Communication acts to control employee behavior in several ways.
• Communication encourages motivation by clarifying to employees
what is to be done, how well they’re doing, and what can be done to
improve performance if it’s not up to par.
• Communication provides a release for emotional expression of feelings
and for fulfillment of social needs.
• Communication provides information to get things done in
organizations that individuals and groups need.
(Robbins & Coulter: 2007; pp: 324)

CULTURE AFFECTS BUSINESS COMMUNICATION

In business communication, as we said earlier, the demand for
managing diversity skill is increasing as more and more businesses go global.
In context of being excellent in managing diversity, the fundamental
understanding is how culture affects business communication. Now, to figure
out how culture affects business communication is simply by considerate at
the figure below.

Fig 1.1: How culture affects business communications.

Culture is roughly anything we do and the monkeys don't -Lord Raglan Page 3
 Then, cultures itself can be categorized as High-context or Low
context.
• High-context cultures, such as China, Korea and Japan, tend to
emphasize personal relations, place high value on trust, focus on
nonverbal cues, and accent the need to attend social needs before
business matters.
• Low-context cultures, such as Germany, the United States, and
Scandinavian countries, tend to rely on written rules and legal
documents, conduct business first, and value expertise and
performance.

(Newstrom: 2007; pp: 287)

Finally, we can conclude that in this diversity of doing businesses, we

need one primary thing: Cross-cultural understanding. Cross-cultural
understanding refers to the basic ability of people within business to
recognize, interpret and correctly react to people, incidences or situations
that are open to misunderstanding due to cultural differences.

(http://www.kwintessential.co.uk/cultural-services/articles/cross-cultural-
understanding.html)

COMMUNICATING ACROSS CULTURE

In preceding paragraphs, we know that to win the battle of business
competition today, one of the ways is by having competence to communicate
across culture. Why is it so important to have cross-cultural competence?
Because without cross-cultural competence, many limitations and barriers
emerge, this can be leading to confusion and miscommunication.

Cross-culture competence or inter-cultural competence is defined by:

• The ability of successful communication with people of other cultures.

(en.wikipedia.org/wiki/Intercultural competence)

Every country has its own way of saying things. The important thing is that which
lies behind people’s words - Freya Stark, The Journey's Echo Page 4
 • The ability to understand behavior from the standpoint of the
members of a culture and to behave in a way that would be
understood in the intended way by the members of the culture.
(www.mvesc.k12.oh.us/curriculum/courseofstudy/foreignlanguage/Glos
sary%20of%20Terms.doc)
• Cross cultural competency is beyond knowledge, awareness and
sensitivity in that it is the digestion, integration and transformation of
all the skills and information acquired through them, applied to create
cultural synergy within the workplace.
(http://www.kwintessential.co.uk/cultural-services/articles/cross-
cultural-understanding.html)
Surely, how to dealing with this circumstances situations in reality isn’t
easy as in theoretic explanation. Many barriers are faced by every
organization around the world. We must consider that quote which said that
“One size does not fit all”. That quote is considered as basic understanding to
begin communicating across culture.
Here the five things that cross-cultural communication needs:
Cross Cultural Communication needs .Listening Skills
For cross cultural communication, attentive listening is critical to be able to
understand meanings, read between the lines and enable to empathize with
the speaker.

Cross Cultural Communication needs. Speaking Skills

Listening and speaking must work in tandem for effective cross cultural
communication. Cross cultural communication is enhanced through positive
speech such as encouragement, affirmation, recognition and phrasing
requests clearly or expressing opinions sensitively.
Cross Cultural Communication needs. Observation
Large amounts of cross cultural information can be read in people's dress,
body language, interaction and behavior. Be aware of differences with your
own culture and try to understand the roots of behaviors. Asking questions
expands your cross cultural knowledge.

Culture is roughly anything we do and the monkeys don't -Lord Raglan Page 5
 Cross Cultural Communication needs. Patience

Patience is definitely a virtue. Through patience respect is won and cross

cultural understanding is enhanced.
Cross Cultural Communication needs .Flexibility
Flexibility, adaptability and open-mindedness are the route to successful
cross cultural communication. Understanding, embracing and addressing
cross cultural differences leads to the breaking of cultural barriers which
results in better lines of communication, mutual trust and creative thinking.
Following these five cross cultural communication needs will allow for
improved lines of communication, better cross cultural awareness and more
successful cross cultural relationships.
(http://www.kwintessential.co.uk/cultural-services/articles/cross-cultural-
communication-needs.html)

Every country has its own way of saying things. The important thing is that which
lies behind people’s words - Freya Stark, The Journey's Echo Page 6
 PART TWO
PROBLEM ANALYSIS

CASE I

In preceding situation, we know that miscommunication has been

occurring. In this case, we notice that it was a cultural difference between
Allan and Mexican people. This actually occurs because between US culture
and Mexico culture is differ. As we said before, culture is categorized by High
Context and Low Context culture. U.S belongs to High Context culture
whereas Mexico belongs to Low Context Culture.
In this problem, I get three facts that may lead to miscommunication in
this case:
1. Punctuality; Allan is careful to be on time while his business partner
from Mexico seems that he or she doesn’t give full attention to time.
2. Allan wants to straight to business matters, whereas his host looks
interest in topics outside the business matters (ex: sightseeing and
family or private matters)
3. Allan gives full attention to one agenda item after another, but his host
does several things outside business matters at the same time of
meetings (talking with other people on the phone and get involved
with customer’s children).

Based on my findings, I conclude that miscommunication between

them is happened in context of how each of them values time. To understand
the facts above, now I want to figure out cultural background that may guide
Allan and his host behavior.

How cultures value at time is categorized by:

Culture is roughly anything we do and the monkeys don't -Lord Raglan Page 7
 • Monochronic or polychronic cultures; Monochronic cultures (including
U.S) treat time as a resource, and polychromic cultures (including Latin
American), which emphasize relationships.
(Locker & Kaczmarek: 2007; pp 46)
Therefore, we know that they just simply differ in valuing time.
Allan comes with his U.S perspective and so his host. Allan treat time
as resources, being on time is very important for him. On the other
hand, his host just behaves like Mexican do. Punctuality is less rigid in
his country. In Mexico, they are also attracted with private matters, like
family, personal hobby etc in ways to build a relationship. People from
Low Context culture are looking for relationship and empathy, in ways
they do business.
• Sequential or synchronic cultures. Some cultures think of time
sequentially - as a linear commodity to "spend," "save," or "waste."
Other cultures view time synchronically- as a constant flow to be
experienced in the moment, and as a force that cannot be contained
or controlled.
(http://www.hodu.com/across-cultures.shtml)

U.S culture belongs to sequential cultures and Mexico belongs to

synchronic culture. So, it’s usual for Allan’s partner to do several things
at same time. It explains point 3rd above.

Finally, based on analysis of their cultural background, we know that

Allan and his host just behave fitting their cultures. And actually, in this case
we can see that Allan isn’t handle yet the problem correctly. Allan suppose
not to desperate hastily of his Mexico project. Allan must learn and adjust
himself with Mexico’ culture.

CASE II

In this case, I find one fact that may cause miscommunication between
Susan and Kana:
Every country has its own way of saying things. The important thing is that which
lies behind people’s words - Freya Stark, The Journey's Echo Page 8
 • Susan wants to look into Kana’s capability as interpreter. However,
Kana answer her with unspecified and not in detail message.

First, we must notice that Kana Tomari is Japanese. She comes from
High-context culture. Some of characteristics of High-context culture are: low
reliance on words to communicate and low attention to detail.

So, this miscommunication is generated because Susan wants a

specific and detailed explanation, in other side Kana who comes from High-
context culture not fulfills Susan’ would like.

From this case, I generate some suggestion to resolve this problem:

1. Susan may not just rely on Kana explanation. Actually, she can rely on
Kana’s performance. Then, it’s much better if Susan not assume a
negative assumption of Kana’s behavior.
2. Conversely, it’s much better to Kana adjust herself with her client.

CASE III
In this case, I discover one fact that may lead miscommunication:
• Stan just not sure what’s going on with Chinese partner. He thinks in
preceding meetings, he received a good response from Mr. Lee by his
reply. But, in fact he doesn’t get the reply contract for Mr. Lee.

In my opinions, Stan may make wrong assumptions. This is may be

generated because of misunderstanding of Mr. Lee response. First, I want to
figure out what’s happen in this case. China as high-context culture may have
some characteristics below:

• Preferred communication strategy : Indirectness, politeness,

ambiguity.
• Uncertainty avoidance : Low

And here some information related with doing business in or with

Chinese are below:

Culture is roughly anything we do and the monkeys don't -Lord Raglan Page 9
 • Meetings are about building relationships and exchanging information
- it is rare for a decision to be made within the meeting.
(http://www.worldbusinessculture.com/Business-Meetings-in-
China.html)

• One of the reasons that communication can be such a problem in

China is that along with many other Asians, the Chinese find it
extremely difficult to say 'no'. Saying 'no' causes both embarrassment
and loss of face and it is therefore better to agree with things in a less
than direct manner. Thus anything other than an unequivocal 'yes'
probably means 'no'. Be very wary of phrases such as 'Yes but it might
be difficult' and 'Yes, probably'.
It is also difficult to deliver bad news and this is often done through the
use of an intermediary who can soften the blow and try to preserve as
much good will within the relationship as possible.
(http://www.worldbusinessculture.com/Chinese-Business-
Communication-Style.html)

Based on the explanation above, my opinions is Stan just gets the

wrong massages in his meeting. Here my analysis about this case:

• First, when Mr. Lee said “Your product is good….” It doesn’t mean that Mr.
Lee sends a signal of decision of this project. Because as Chinese culture,
meetings are about building relationships and exchanging information.
• I think what Mr. Lee said “….. People in West must like it.” It’s some kind
of a rejection. As the information earlier said; Chinese find it extremely
difficult to say ‘no’. In Chinese, saying 'no' causes both embarrassment
and loss of face and it is therefore better to agree with things in a less
than direct manner.

Therefore, I think it’s much better to Stan to learn about Chinese

culture in order to get his business success in Chinese.

Every country has its own way of saying things. The important thing is that which
lies behind people’s words - Freya Stark, The Journey's Echo Page 10
 CASE III

In this case, I would like to give some support information about

business culture in India related with the problem:

• Management style in India. It is imperative that there is a boss and that

the manager acts like a boss. The position of manager demands a certain
amount of role-playing from the boss and a certain amount of deferential
behavior from his subordinates.
(http://www.worldbusinessculture.com/Indian-Management-Style.html)
• Foreign women seem to have little difficulty being accepted in an Indian
organization. It would appear that the rank of an individual supersedes
any notions of gender inequality which may be inherent in Indian society.
(http://www.worldbusinessculture.com/Women-in-Business-in-India.html)

Based on the preceding information about business culture in India, I

conclude some several points about this case:

• Kind of participatory management style isn’t inapplicable in India.

Based on historical experience, India is an enormously hierarchical society
and this, obviously, has an impact on management style. So as has been
already stated, people in India expect explicit instruction and conventional
ways of boss. They need to be lead and not expect to join participation
within an organization.
• Gender issues in India; High masculinity.
India, as has been already stated, has a high masculinity. Therefore, if
Elizabeth has the position of boss, she must be there for a reason and her
instructions will be followed just as diligently as those of a male manager.
Besides that, Elizabeth must realize that being boss in United States and
India is very different. She must open her view of what’s happen in India
related with their culture.

Culture is roughly anything we do and the monkeys don't -Lord Raglan Page 11
 PART THREE
REFERENCES

Locker, K.O. and Kaczmarek, S. K. 2007. Business Communication:

Building Critical Skills, 3rd edn. McGraw-Hill, New York.
Newstrom, John W. 2007. Organizational Behavior: Human Behavior at
Work, 12th edn. McGraw-Hill, New York.
Robbins, Stephen.P and Mary Coulter. 2007. Management. 9th edn.
Prentice Hall, New Jersey.
en.wikipedia.org/wiki/Intercultural competence
http://www.hodu.com/across-cultures.shtml
http://www.kwintessential.co.uk/cultural-services/articles/cross-
cultural-understanding.html
http://www.kwintessential.co.uk/cultural-services/articles/cross-
cultural-understanding.html
http://www.kwintessential.co.uk/cultural-services/articles/cross-
cultural-communication-needs.html
http://www.worldbusinessculture.com/Business-Meetings-in-China.html
http://www.worldbusinessculture.com/Chinese-Business-
Communication-Style.html
http://www.worldbusinessculture.com/Indian-Management-Style.html
http://www.worldbusinessculture.com/Women-in-Business-in-India.html
www.mvesc.k12.oh.us/curriculum/courseofstudy/foreignlanguage/Gloss
ary%20of%20Terms.doc

Every country has its own way of saying things. The important thing is that which
lies behind people’s words - Freya Stark, The Journey's Echo Page 12