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Multicultural Networks

Multicultural Networks. Effective Communication in a Global Environment. What is culture. Observable behaviour. Values and assumptions. Layers of culture. Right or wrong. Language, food, dress religion, buildings, fashion, art . Good or Bad. Assumptions about existence.

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Multicultural Networks

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  1. Multicultural Networks Effective Communication in a Global Environment

  2. What is culture Observable behaviour Values and assumptions

  3. Layers of culture Right or wrong Language, food, dress religion, buildings, fashion, art Good or Bad Assumptions about existence

  4. Cultural differences Type of Culture How we relate to people How we relate to time

  5. Relationship with people Individualism Communitarian Neutral Emotional Universalism Particularism Achievement Ascription

  6. Universalist • Rules, regulations and procedures very important • Agreement is usually supported by legal contract • There is the law, and that is that • A person’s trustworthiness is based on honouring their word or contract

  7. Particularist • Relationships more important than rules • Legal contracts and be easily modified • The law is relative • A person’s trustworthiness is based on whether they respond to changing circumstances

  8. High-Context Cultures • Indirect and circuitous forms of relating • Tactful, evasive and ambiguous • Operates through personal relationships and trust • Negotiations slow and ritualistic

  9. Low Context cultures • Direct and to the point • Precise, blunt and transparent • Operates through legalistic framework • Negotiation as structured as possible

  10. Low context High Context

  11. Individuals • Use of the “I” form in communication • Instant decision making by representatives • Achievement is personal • Individual assumes responsibility for actions • Holidays taken in pairs or sometimes alone

  12. Communitarians • Use of the “we” form • Decisions referred back by delegates to organisations • Achievement is group based and joint responsibility is assumed for actions

  13. Individualism Encourage individual freedom and responsibility However….. We need to avoid Conformism and slow Decision making, so we must…. We don’t want to degenerate Into self-centredness, so we Must…… Encourage individuals to Work for consensus in the interest Of the group although…… Communitarianism

  14. Verbal communication Low-Context A B High-Context A B Oriental A B

  15. Tone of voice Low-Context High-Context Oriental

  16. Neutral Cultures • Hide emotions • Cool and controlled behaviour is admired • Physical contact and strong expression of body language is taboo • Emotions that are controlled may sometimes explode

  17. Affective Cultures • Thoughts and feelings are expressed verbally and non-verbally • Expression of disagreement is uninhibited • Lively discussion with lots of emotion admired • Frequent physical contact and open expression of body language permissible

  18. Achievement • Titles are only used when relevant • Respect for hierarchy is based on effectiveness and ability of jobholder • Senior managers may be of varying age and gender • Senior managers hold their position based on competence and qualifications

  19. Ascription • Titles used extensively to indicate status in organisation • Respect for hierarchy is required to demonstrate commitment to the organisation • Senior managers are usually male, middle-aged and qualified by background, formal qualifications and connections

  20. Time Sequentially Synchronically

  21. Resolution Respect Tolerance Understanding Cooperation

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