!Intercultural-Communication

communication
3. Hofstede’s cultural dimensions.
4. GLOBE – Global Leadership

and
and Organizational Behavior
Effectiveness.
5. How to improve intercultural
communication competence?

Today’s agenda

dramatically by 2050 – there
will

be no single majority group.

2. People of Hispanic origin (who may be of any race) will
increase from 36 million to 103 million.

3. The Asian population is projected to triple, from 11
million to 33 million.

4. The Black population is projected to grow from 36 million
to 61 million in 2050, an increase of 71 percent.

Fortune Global 500 companies had their headquarters in the U.S.,

16% outside the G-7 countries.

2. 2009 – 28% had headquarters in
the U.S., 33% outside the G-7.

McKinsey Global Institute, 2010

GLOBE (Global Leadership and Organizational Behavior Effectiveness)

model.

Latin American intuitive, and contemplative
Spanish
English
Italian
French
North American
Scandinavian
German
Swiss Low-context

cultures are
logical, linear, individualistic,
Low-context cultures and action-oriented

be vague or ambiguous
Use stories to get to the point


Use

lots of words to communicate
Present messages that are clear, concise
Rely on words to retrieve or deliver the message

High-context communicators
(indirect communication style)

Low-context communicators
(direct communication style)

additional cultural values that impact communication.

Power distance
Individualism
Masculinity
Uncertainty avoidance
Long-term

orientation
Indulgence

http://geert-hofstede.com/

(2004, 2007) builds on findings by Hofstede. It is one

of the most up to date research programs investigating the influence of culture on organizational behavior.

people interact in public.
In Egypt and

many North African countries, there is much more
interaction on the streets than in the United States.
In some European countries, there is much less smiling at strangers.
In Japan, there is very little interaction with strangers (verbal or
nonverbal) in public.

In contact cultures (e.g. Middle Eastern, India) people stand closer together while talking, touch more frequently, and speak in louder voice. There is no concept of “personal space” typical for the U.S.

something that is embarrassing isolating, or representative of a lack

of knowledge.

In contrast, many cultural groups (Japanese and East Asian cultures) place a primary emphasis on silence and harmony and a secondary emphasis on speech.

to differences in values and communication styles.
Most cultural groups

tend to be more formal in business contexts than are U.S.
Americans.
In Latin America, great importance is attached to courtesy.
In many European countries, high-level officials and business executives expect to be treated with solemnity and respect.
When conducting business in most cultures, people should be very careful
to avoid excessive familiarity (no slouching or lounging in general), especially in
initial meetings.
An emphasis on formality extends to language use.
Some cultures do not like informality, the use of first names, or other forms of familiarity because they are interpreted as signs of disrespect (e.g. European countries).
3. Concept of time and punctuality varies in different cultures – time is NOT money
everywhere (e.g. Mexico).

Don't assume that people speaking a language other than English

are talking about you.
Speak simple, but not simple-minded, English.
Avoid using slang or jargon (e.g. sport: football terms).
Try not to crowd too much into one sentence, and pause between sentences.
Pronounce words clearly and speak slowly.
Don't be condescending and don't raise your voice.



Even more importantly: be observant. The rule: treat others as you want to be treated doesn’t apply here!