intercultural business communicationPPT課件

Why is communication so important? Survey Business Communication Quarterly 2004 One hundred and four Silicon Valley employers responded to a survey asking them about communication skills of their recent college graduate new hires.第1頁/共50頁Discovery: 1. Employers reported they were less than satisfied with the oral and written communication skills. 2. The U.S. Department of Labor regarding workplace skills for the future determined that communication skills are essential workplace tools for the 21st century 第2頁/共50頁第3頁/共50頁Whats the difference? CommunicationIntercultural communication Intercultural business communication 第4頁/共50頁跨文化商務(wù)溝通 Intercultural Business CommunicationBusiness CommunicationIntercultural Communication in BusinessInternational BusinessCross Cultural Management第5頁/共50頁商務(wù)英語專業(yè)教學(xué)模式不同（王、張，2014）跨文化商 務(wù)交 際語 言國 別文 化商 務(wù)跨文化交際 宗教信仰 歐美文化 種族群體中國文化 社會習(xí)俗 文學(xué)藝術(shù) 歷史 各國政治、經(jīng)濟、地理概況（拉美、中東、歐盟、中亞、非洲、俄羅斯、美國、東盟、東南亞 ）經(jīng)濟學(xué) 金融 管理學(xué) 人力資源 國際商法 市場營銷 會計 進(jìn)出口貿(mào)易 保險 電子商務(wù) 信息科技 商務(wù)詞匯 語音、語調(diào) 語法 體裁 術(shù)語 話語 修辭 聽說讀寫譯 語用 . 第6頁/共50頁Intercultural Business Communication MarketingAdvertisingHuman resourcesLeadershipNegotiationTeam work Performance Evaluation第7頁/共50頁Objectives International outlook; Familiarity with Chinese and foreign cultures and etiquette; Abilities to follow international practices in international business, handle various relations, negotiate and transact第8頁/共50頁IBC Research P23-24 Theories of intercultural business communication Teaching intercultural business communication Business discourse studies Business pragmatic studies Researching intercultural business communication Intercultural business communication competencies Intercultural business negotiations Intercultural marketing and branding Media and international business第9頁/共50頁 Ethics in intercultural business communication Intercultural human resources management Cultures and mergers in multi-nationals Culture and consumer behaviors Cultural conflicts in international business Traditional cultures and international business Business cultures of the West and the East Business values of the West and the East Business acculturation and enculturation第10頁/共50頁課程結(jié)構(gòu) ： 課堂講授、課堂討論、案例分析與實務(wù)模擬、視頻觀摩與分析。 Grading: Attendance 10% Class performance 10% Case analysis 10% Term paper 10% Final test 60%第11頁/共50頁Review Culture Communication IC theories 第12頁/共50頁Metaphors of culturemetaphorsCulture Is Like An Iceberg第13頁/共50頁1. Culture Is Like An Iceberg Visible (Overt)Invisible (Covert)Subjective & Deep Culture第14頁/共50頁Culture is like an onion. Practices 第15頁/共50頁Metaphors of culture Think about the following similes and metaphors, how do you think culture is related to the references? 1. Culture is our software. 2. Culture is like the water a fish swims in第16頁/共50頁Culture Is Our Software第17頁/共50頁Culture Is Like the Water a Fish Swims In 第18頁/共50頁 Picture AnalysisWhat are the components of communication reflected in the following picture?第19頁/共50頁Sender/Source （信息源）A sender/source is the person who transmits a message. Message （信息）A message is any signal that triggers the response of a receiver. Encoding （編碼）Encoding refers to the activity during which the sender must choose certain words or nonverbal methods to send an intentional message. Channel /Medium （渠道）Channel/Medium is the method used to deliver a message. Components of communication 第20頁/共50頁Decoding （解碼）Decoding is the activity during which the receiver attaches meaning to the words or symbols he/she has received.Receiver （信息接收者）A receiver is any person who notices and gives some meaning to a message.Feedback （反饋）The response of a receiver to a senders message is called feedback. Noise （干擾）Noise is a term used for factors that interfere with the exchange of messages. Noise is inevitable.第21頁/共50頁IC Theories Kluckholn and Strodtbecks value orientation (p51) Hofstede-Bonds value dimension (p55) Halls High-and Low-Context orientation (p61)第22頁/共50頁1. Kluckholn and Strodtbecks Value Orientations The five basic questions: 1 the character of human nature 2 the relation of humankind to nature 3 orientation toward time 4 the value placed on activity 5 relationship of people第23頁/共50頁Human nature Basically Evil Mixture of Good and Evil Basically Good 第24頁/共50頁Relationship to nature People subject to nature People in harmony with nature People the master of nature 第25頁/共50頁Sense of time Past oriented Present oriented Future oriented 第26頁/共50頁Activity Being-orientated is a non-developmental model of society. Being-and-becoming is a kind of a spiritual good of inner harmony and peace. Doing orientated refers to activity that leads to external accomplishment. 第27頁/共50頁Social relationships Hierarchy Group Individual第28頁/共50頁2. Hofstede-Bonds Value OrientationGeert Hofstede: Dutch interculturalist 116,000 respondents40 countries2 surveys in 1968/19724 cultural value dimensions MasterpieceCultures Consequences 第29頁/共50頁 Hofstedes Cultural Value Dimensions Individualism versus Collectivism Power Distance Uncertainty Avoidance Masculinity versus Femininity Long-term versus short-term orientation第30頁/共50頁Individualism-Collectivism Self-perception as individual or part of a group Most widely studied Most complex Dimensions different across cultures i.e., Asian vs Latin American collectivism第31頁/共50頁Individualism-Collectivism (contd)Individualism High value on autonomy Individual achievement PrivacyCollectivism High value on group Family, clan, organization Loyalty Devotion Conformity第32頁/共50頁Masculinity-FemininityDescribes Importance of Achievement versus Relationships Success Assertive acquisition of money/power achievement Equality of genders Caring for disadvantaged harmony第33頁/共50頁Power DistanceAcceptance of differences in powerHigh-Power Distance Accept position Follow authority Concentrated & centralized authority Hierarchical Low-Power Distance Avoid concentration of authority Decentralized Fewer layers of management第34頁/共50頁Low UncertaintyAvoidance Embrace unpredictable Less adherence to rules, procedures, or hierarchies Risk taking desirableHigh UncertaintyAvoidance Threatened by ambiguity Need stable & predictable workplace Reliance on rulesUncertainty AvoidanceReaction to ambiguous events第35頁/共50頁Edward T. Halls ModelHigh-context cultures Long-lasting relationships Exploiting context Spoken agreements Insiders and outsiders clearly distinguished Cultural patterns ingrained, slow changeLow-context cultures Shorter relationships Less dependent on context Written agreements Insiders and outsiders less clearly distinguished Cultural patterns change faster第36頁/共50頁Cultural Classification-Hall Low-Context Cultures - What Is Said Is More Important Than How or Where It Is Said U.S. Germany High-Context cultures - What Is Said and How or Where It is Said Are Significant Asia Latin America Middle East第37頁/共50頁Low-context in businessBusiness before friendshipCredibility through expertise & performanceAgreements by legal contractNegotiations efficient第38頁/共50頁High-context in businessNo business without friendshipCredibility through relationshipsAgreements founded on trustNegotiations slow & ritualistic第39頁/共50頁A: Were going to Surrey this weekend.B: What fun! I wish we were going with you. How long are you going to be there? (If she wants a ride, she will ask.)A: Three days. By the way, we may need a ride to the airport. Do you think you can take us there?B: Sure. What time?Apply Your Knowledge第40頁/共50頁A: Were going to Surrey this weekend.B: What fun! I wish we were going with you. How long are you going to be there? A: Three days. (I hope shell offer me a ride to the airport)B: (She may want me to give her a ride.) Do you need a ride to the airport? Ill take you. A: Are you sure its not too much trouble?B: Its no trouble at all.第41頁/共50頁A: Were going to Surrey this weekend.B: What fun! I wish we were going with you. How long are you going to be there? A: Three days. (I hope shell offer me a ride to the airport)B: (If she wants a ride, she will ask.) Have a great time!A: (If she had wanted to give me a ride, she would have offered it. Id better ask somebody else.) Thanks. Ill see you when I get back.第42頁/共50頁Lead-in Case: What should Holtz do? Read the case and answer the following question: Brian Holtz is a U.S. businessperson assigned by his company to manage its office in Thailand. Mr. Thani, a valued assistant manager in the Bangkok office, has recently been arriving late for work. Holtz has to decide what to do about this problem. If you were Holtz, what would you do?第43頁/共50頁 After carefully thinking about his options, he decides there are four possible strategies: (1) Go privately to Mr. Thani, ask him why he has been arriving late, and tell him that he needs to come to work on time. (2) Ignore the problem. (3) Publicly reprimand Mr. Thani the next time he is late. (4) In a private discussion, suggest that he is seeking Mr. Thanis assistance in dealing with employees in the company who regularly arrive late for work, and solicit his suggestions about what should be done.Appropriate & Effective Communication第44頁/共50頁美國百思買失敗案例20062011第45頁/共50頁 萬得城退出中國市場 2010年11月2013年3月11日第46頁/共50頁 吉利收購沃爾沃 (2010)Steven Jackby 2010-2012Samuelsson 2012,10第47頁/共50頁 最新收購案例 印度阿波羅輪胎公司收購美國固鉑輪胎公司 2013年6月開始收購，2013年12月30日失敗 失敗原因何在？第48頁/共50頁第49頁/共50頁感謝您的觀看。第50頁/共50頁