COMMUNICATION

11. Profile a counterculture movement, either current or historical. To what is the

movement opposed? What values does it hold? Is it associated with a specific type of
music? Do its members dress in a particular style?
Emo is a counterculture movement built around the word “emotion”. Emo grew primarily out of
music styles and originated as a part of the hardcore punk movement in Washington, D.C. Emo
has no particular political message to the world, they exist as an interesting example of how the
Internet massively affected how ideas and culture could spread.

A major impact that remains from each of these groups is the music – many modern alternative
bands, such as Paramore, Fall Out Boy, and Panic! at the Disco, all got their start through the
emo counterculture, and have reached mainstream fame and success today.

Emo kids are highly sensitive and don’t try to hide their feelings. Emo has their own music
(emocore) and styles of dress.
Their dressing style consists of:
● tight clothing
● their band tee shirts with tight jeans
● hair is dyed black
● Thick rimmed glasses
● Studded belts
● Converse or Vans shoes are worn

12. Research the difference between Canadian and American (or British) culture. Briefly
describe five of these differences.

Canadian Culture American Culture

● Free health care in Canada
● Expensive flights across Canada
● Canada has two official languages;
English and French
● Hockey is the national sport
● Canadians use the metric system
● You have to pay for health care
● Cheap flights across the USA
● America’s official language is English
● Football is the national sport
● Americans use the older Imperial
system.

13. There are many critics of Hofstede’s cultural dimension theory. Search online for
critics of this theory and briefly summarize the main criticisms of Hofstede’s work by one
or more critics. Do you agree with them or not? Explain.
Some of the critics have mentioned that:
● Surveys are not a suitable way of measuring cultural differences
○ Culture presents itself in so many different ways one approach cannot represent
the values of each person.
 ○ Because so few people actually responded to the surveys (117,000) they cannot
possibly represent the culture of their country.
○ The IBM data are old and therefore obsolete; Hofstede conducted research in the
company of IBM by surveying each employee.
● Four or five dimensions are not enough.
● A study of the subsidiaries of one company cannot provide information about entire
national cultures.
● One of the main critics is from ​McSweeney​: “one company (IBM) cannot provide
information about entire national cultures, and that surveys are not suitable ways of
measuring culture”.

Hofstede’s reply to McSweeney:

● Hofstede said that he was not making an absolute measure; he was merely calculating
differences between cultures.
● 362 managers from about 30 different countries work at the IBM
○ Every nationality from IBM received the survey in their own language version

● “The sample is not representative, because it is drawn from a single company

comprising middle-class employees”
○ Robinson was another critic of Hofstede’s work.

Thus, I agree with the critics in terms of Hofstede’s just conducting research on one particular
company. However, in that company, there were a lot of employees that consists of different
cultures and by conducting research on those employees he came up with five cultural
dimensions. When you read about those cultural dimensions you can agree with what is said in
them. For example, for many cultures, there are certain people who have power over the rest,
and some cultures the women can do things that the men in that culture cannot do; in the
following example, the dimension of power distance and masculinity versus femininity were
used.

14. Prepare a chart that illustrates Hofstede’s cultural dimensions and explains what both
high and low scores in each of the five areas indicate about a culture.
15. Why are the terms masculinity and femininity no longer valid in Canada as
descriptors of one of Hofstede’s cultural dimensions?
That is because, in Canada, as well as many other Western cultures, the roles of males and
females are no longer rigidly prescribed. That is why, in order to promote equality, the terms are
no longer valid.

APPLICATION

16. Describe in detail the business etiquette in a country other than Canada, United
States, and Mexico. Use the internet to help you.

In a business setting, silence is valued over an
overabundance of talking​. As Larry Samovar, Richard Porter
and Edwin McDaniel put it in Communication Between
Cultures, "silence is linked to credibility." Silence speaks
loudly about wisdom and emotional self-control. This may
run counter to our approach back at home, where being
more outgoing can facilitate communication. A more
introverted, formal approach, especially at the beginning of a
business relationship, is likely to be better received when
doing business in Japan. The Japanese have many proverbs
that signal the importance that they place on silence, such
as, "The duck that quacks is the first to get shot." World
Business Culture, a company that specializes in global
cultural differences, made this astute observation about
silence: "In times of stress or difficulty during a meeting, the
Japanese will often resort to silence in order to release the
tension in the room and allow people to move away from the
area of difficulty (to preserve harmony which is tantamount)."
Resist the urge to fill the silence with more talk about an
issue your Japanese counterpart would rather avoid at the
moment.
It's widely known that ​Japan is a group-oriented
culture—group solidarity is valued over individualism. There
is strength in the group,​ as the famous Japanese saying
implies: "A single arrow is easily broken, but not ten in a
bundle." This cultural mindset impacts certain behaviours
such as how praise is received. While we value individual
contributions and strongly believe in recognition and
individual praise, the opposite is true in Japan. Singling out
an individual in the group for special recognition, no matter
how helpful he is to you, is likely to embarrass that individual.
Always remember that the ​team concept is very important for
the Japanese and strive to give public credit to the entire
group​.
For Japanese business professionals, a business
card (Meishi) is an extension of their identity.​ Therefore, it's
important to observe some engrained rules of etiquette that
signal respect for the person. Accept the card with both
hands, briefly read it and place it in your business card
holder if you are standing; if you are seated, place it on the
table for the duration of the meeting and then place it in your
business card holder. It's considered a big faux pas to place
their business card in your back pocket or wallet. When
presenting your business card, have the Japanese-printed
side facing the person you are offering it to, and give your
card with both hands. Even if you are sitting far away from
the person in a group, don't toss or push the card across the
table. Get up and walk over to them.
Notwithstanding the many changes in modern
Japan, ​age is revered in that country and can be
synonymous with rank in a business setting.​ A survey of
companies in the Nikkei 225 Index shows that the CEOs of
these companies were consistently older than those of other
countries, with an average age of 62. The youngest CEO
was 43. Hierarchy is paramount. ​Treat older executives with
a more marked deference than you do younger ones in the
group you're interacting with.​ For example, be sure to greet
the most senior person before you greet others. Likewise,
offer your business card to the senior person first.
A hard-sell approach will not succeed in Japan.
Replace the high pressure, confrontational approach with a
more gentle, persuasive presentation that showcases the
virtues of what you are proposing. Find points of agreement
and build on those. Don't drive too hard on decisions and
deadlines. Understand that the Japanese decision-making
style is by consensus—trying to speed up the process may
appear to be disrespectful of their way of doing business.
Rather than be impatient, try to see the long process as an
opportunity to build trust and cement the relationship.
Japanese people are notoriously private and
reserved​. As businessman Jeffrey Hays puts it: "Privacy is
important in Japan. People can have their names removed
from phone books if they want. Windows are designed so
people can't look in." So, asking a lot of personal questions
at the beginning of the relationship—which to us is a way of
building rapport—may be regarded as pushy or rude. This
might be the reason why Japan lags the world in social
media adoption. According to a 2012 article in Ad Age
Digital, only 28 percent of Japanese Internet users visit
social media sites on a monthly basis, and time spent on
social networking in that country is a mere 2.9 percent,
compared to 16.8 percent in the U.S.
We all know that a business gift exchange is an
important tradition in Japan, especially at the first meeting.
What can possibly go wrong when giving a small gift? Many
things, it seems: Flowers such as lilies, lotus blossoms and
camellias are used for funeral services and should,
therefore, be avoided. The same applies for any white
flowers. Potted plants also carry negative superstitions. And
buying a set of four of anything is deemed unlucky. The
number nine is also inauspicious. Furthermore, if you send
Christmas cards, avoid red, as funeral notices are
customarily printed in red.
17. You wish to expand your privately owned soft-drink business. You have one bottling
plant in Ontario, but would like to open a factory and a sales distribution centre in Brazil
to begin your expansion into South America. You have a Brazillian partner who would
run your operations there. Research Brazil to determine whether you would need a little
moderate, or high cultural awareness of Brazil to start your soft-drink business there.
Use the following chart to assist you.
Unlike on airlines, wipe your hands only, not your
face, on the damp towel (o-shibori) provided at the start of
the meal. When you serve yourself from shared dishes, if
there are no utensils for serving yourself, use the opposite
end of your chopsticks to pick up food to add to your plate.
Don't use chopsticks to pierce food—pick it up, even if it is
slippery. When you finish eating, leave your place setting
close to how you found it; this means placing your used
chopsticks in their paper envelopes or holder, and replacing
lids on small dishes. It may have been quaint at one time to
be ignorant about the different types of sushi. Today, with
the prevalence of sushi restaurants in North America, it pays
to know some of these differences so as not to appear
unsophisticated.
The operative word here for business clothes is
conservative. Men wear conservative business suits and
blend in with the group. Women are encouraged to keep
jewelry to a minimum so as not to stand out. It is also
considered in good taste for women not to wear high heels if
this results in towering over their male Japanese counterpart.
And if you wear a kimono, says Terri Morrison, in Doing
Business in Japan, "wrap it left over right! Only corpses wear
them wrapped right over left."
Observing the small details of politeness is a big
way of showing respect in Japan. For example, blowing your
nose in public, such as in a meeting room, is considered in
poor taste; best to excuse yourself and walk out. We all
know about taking our shoes off at the door, and wearing the
slippers your Japanese host will provide. However, it doesn't
stop there. When invited to a Japanese home, you might
have to remove your slippers once inside if you encounter a
tatami floor—a type of mat, which should only be stepped on
with bare feet or socks. If you go to the washroom, you have
yet another pair of slippers that's reserved for use in the
washroom. Remember to remove them before going back to
your seat. While you're not expected to know all of this, it's
noticed and appreciated when you do. It simply means
you've done some homework to honor your hosts. There is a
lot of goodwill in this—or as David Syrad, CEO of AKI Japan
Ltd., put it: "Use your knowledge of Japanese business
etiquette to demonstrate your flexibility and sensibility." It will
pay dividends.
 The Need for Cultural Awareness in Foreign Business Relationships

Little Need Moderate Need High Need

Extent of Foreign Since I only have one

Operations plant in Brazil, there
is a moderate need of
cultural
understanding.

Control of Foreign Since my Brazillian

Operations friend will run my
operations there, I do
not need a high-level
of cultural
understanding to
begin my business.

Degree of Cultural Brazillain culture is

Differences very different from
Canadian culture,
therefore it requires a
high-degree of
cultural
understanding.

Number of Foreign Because there will be

Operations one sales distribution
centre, I do not need
much cultural
awareness.

18. Profile the culture of one of the following countries: Israel, Finland, South Africa,
Cambodia, or Brazil. Discuss religion, geography, climate, politics and cultural history in
your work. Be sure to mention important holidays, food preferences, style of dress and
so on.

GEOGRAPHY The country contains no desert, high-mountain, or arctic

Brazil, officially Federative Republic of Brazil, Portuguese
República Federativa do Brasil, country of South America
that occupies half the continent’s landmass. It is the fifth
largest country in the world, Brazil stretches roughly 2,700
miles (4,350 km) from north to south and from east to west to
form a vast irregular triangle that encompasses a wide range
of tropical and subtropical landscapes, including wetlands,
savannas, plateaus, and low mountains. Brazil contains most
of the Amazon River basin, which has the world’s largest
river system and the world’s most-extensive virgin rainforest.
environments.
Brazil is the fifth most-populous country on Earth
and accounts for one-third of Latin America’s population.
Most of the inhabitants of Brazil are concentrated along the
eastern seaboard, although its capital, Brasília, is located far
inland and increasing numbers of migrants are moving to the
interior. Rio de Janeiro, in the eyes of many of the world,
continues to be the preeminent icon of Brazil. The nation’s
burgeoning cities, huge hydroelectric and industrial
complexes, mines, and fertile farmlands make it one of the
world’s major economies. However, Brazil struggles with
extreme social inequalities, environmental degradation,
intermittent financial crises, and a sometimes deadlocked
political system.
CLIMATE
Brazil has a humid tropical and subtropical climate except for
a drier area in the Northeast, sometimes called the drought
quadrilateral or drought polygon, that extends from northern
Bahia to the coast between Natal and São Luís; that zone
receives about 15–30 inches (375–750 mm) of precipitation
a year. Much of Brazil receives 40–70 inches (1,000–1,800
mm) annually, but precipitation often is much heavier in parts
of the Amazon basin and the sea-facing rim of the Serra do
Mar.
The central parts of the Brazilian Highlands
receive most of their precipitation during the summer months
(November to April), often in the form of torrential
downpours. Storms and floods may strike the Northeast at
that time, depending on weather patterns, but the region may
also experience prolonged drought.
In the winter (May to October) the Brazilian Highlands are
generally dry, and snow falls in only a few of the
southernmost states.
RELIGION
About two-thirds of the Brazilian people adhere to Roman
Catholicism, which ceased to be the official religion after the
proclamation of the republic in 1889. After independence,
which loosed the formerly close links between church and
state, the predominance of Catholics among the immigrants
of the 19th and 20th centuries contributed to the lasting
presence of that religion. Much of the rest of the population
is Protestant, including fundamentalist and Pentecostal
groups.
POLITICAL
Brazil is a federal republic divided into 26 states and the
Federal District (Distrito Federal), the latter including the
capital city, Brasília. Executive power is exercised by the
president, who is head of state and government, is directly
elected to a four-year term (and is eligible for one reelection),
and appoints a cabinet of various ministers of state and
several other heads of ministerial-level departments. The
executive has wide powers, particularly in economic and
foreign policy, finances, and internal security. The president
can submit bills to Congress and request legislative approval
within 30 days; if Congress does not comply within this
period, the bill is considered approved. The president can
partly or totally veto any bill submitted by Congress in
addition to issuing provisional measures that remain in effect
for 30-day periods. The president is also commander in chief
of the armed forces; in practice, however, civil-military
relations in Brazil have never been taken for granted
CULTURAL HISTORY
The cultures of the indigenous Indians, Africans, and
Portuguese have together formed the modern Brazilian way
of life. The Portuguese culture is by far the dominant of these
influences; from it Brazilians acquired their language, their
main religion, and most of their customs. The Indian
population is now statistically small, but Tupí-Guaraní, the
language of many Brazilian Indians, continues to strongly
influence the Brazilian Portuguese language; other Indian
contributions to Brazilian culture are most apparent in the
Amazon basin. African influences on the Brazilian way of life
are strongest along the coast between the Northeast and Rio
de Janeiro; they include traditional foods, religions, and
popular music and dance, especially the samba. Commercial
and cultural imports from Europe and North America have
often competed with—and influenced—Brazilians’ own
cultural output, and critics have argued that the nation’s
cultural identity is suffering as a result. Despite numerous
social and economic challenges, Brazilians continue to be
exuberant and creative in their celebrations and art forms.
DAILY LIFE
Brazilians’ family ties, both immediate and extended,
generally remain stronger than in western Europe and North
America; family members customarily live in relatively close
proximity to one another, holding frequent reunions or
gathering at a family farm or ranch on weekends and
holidays. However, this traditional system of kinship ties
depends on a certain degree of wealth and stability for its
preservation, and it is no longer as strong as it once was,
given the increased mobility and urbanization of the Brazilian
people. In the favelas, various members of an extended
family may occupy the same dwelling because of economic
pressures or family tradition. Automobiles have become a
household fixture for most middle-class families, to the
extent that Brazilians are said to have a love affair with cars;
however, families with lesser means must rely on bus trips
as the only practical way to commute to work or, on the
weekend, to the beach or countryside.
FOOD
The traditional national dish of Brazil is the feijoada
completa, a mixture of up to 20 different dried, salted, or
smoked meats simmered in a stew of black beans
(feijoadas) and often served with rice, vegetables, and other
foods. There are many dishes of African origin in Bahia, such
as vatapá, which is made of rice flour, coconut oil, fish,
shrimps, red peppers, and assorted condiments. Rio de
Janeiro contains acclaimed Portuguese restaurants,
whereas Italian cuisine is better represented in São Paulo.
Steak houses (churrascarias) abound throughout the
country. North American fast-food chains are rapidly
expanding in the large and medium-sized cities.
CARNIVAL
The four-day pre-Lenten Carnival is the most famous and
exuberant Brazilian holiday. Carnival in Brazil is the
traditional combination of a Roman Catholic festival with the
lively celebrations of people of African ancestry. It evolved
principally in urban coastal areas, notably in the former
plantation zones along the coast between Recife and Rio de
Janeiro.
Millions of Brazilians from the working and middle
classes find a social outlet in Carnival preparations. During a
considerable part of the year, they spend their leisure time
preparing for the annual activities and competitions of
Carnival in so-called samba schools (escolas de samba),
which function as community clubs and neighbourhood
centres. Both children’s and adults’ groups make up the
several thousand dancers and musicians of each samba
school, and many more people are involved in constructing
floats and making elaborate costumes. The samba schools
in Rio de Janeiro carry on the most extravagant expression
of the festival, focused mainly along Copacabana beach.
Most of the schools also attend competitions at the
85,000-seat Sambadrome, which was designed by Oscar
Niemeyer. Some Brazilians celebrate Carnival in nightclubs,
where dancing and elaborate look-alike contests have grown
in popularity. Nearly all the neighbourhoods of Rio de
Janeiro and other cities are festooned with streamers and
lights, and live samba music is ubiquitous. Salvador’s
Carnival is less highly commercialized and has a stronger
African component.