Chöông 3

Quan nieäm aån baét nguoàn töø

giaù trò vaên hoùa DAÂN TOÄC

• Phaàn III.
• PHÖÔNG ÑOÂNG- PHÖÔNG TAÂY
(VALUES)
Western culture views.
• Democracy .
• Equality
• Self-determination
• Individualism
• Human rights
• Equality for women
• Social mobility
• Status through achievement
• Asian culture views.
▪ Hierarchy.
▪ Inequality
▪ Fatalism
▪ Collectivism
▪ Acceptance of status
▪ Male doninance
▪ Established social class.
▪ Status through birth and
wealth.
 Toùm taét vaên hoùa phöông Ñoâng- Phöông Taây
(values)
▪ Facts and figures. • Relationships
▪ Social justice. • Power structure
• New solutions • Good precedents
• Vigor • Wisdom
• Linear time • Cyclic time
• Results orientation • Harmony orientation
 Vaên hoùa phöông Taây- vaên hoùa chaâu AÙ
phong caùch giao tieáp ( communication styles)
• Direct • Indirect
• Blunt • Diplomatic
• Polite • Very courteous.
• Talkative. • Reserved
• Extrovert • Introvert
• Persuasive • Recommending.
 Vaên hoùa phöông Taây- vaên hoùa chaâu AÙ
phong caùch giao tieáp ( communication styles)

• Medium strong eye- Weak eye contact

contact
• Unambiguous Ambiguous.
• Decisive Cautious.
• Problem solving Accepting of the situation
• Interrupts Does not interrupt.
• Quick to deal Courtship dance.
 Vaên hoùa phöông Taây- vaên hoùa chaâu AÙ.
(Organizational patterns)
• Individuals as a Unit • Company and society as a unit.

• Promotion by achievement • Promotion by age and seniority.

• Profit orientation • Market share priority.

• Contracts as binding • Contracts as renegotiable.

• Decisions by competent Individuals

• Decisions by consensus
• Specialization
• Job rotation
• Professional mobility.
• Fixed loyalty.

Nguồn: managing cultural differences p. 121.

 Moät caùi nhìn löôùt qua vaên hoùa Myõ
• Personal control over the
environment.
• Change.
• Control over time.
• Equality and egalitarianism.
• Individualism and privacy.
• Self-help.
• Freedom and self-reliant
• Competitive and aggressive
• Generosity
• Future orientation.
• Action and work
orientation.
• Informality.
• Directness, openness and
honesty.
• Materialism.
• Goal and achievement
oriented.
• Highly organized and
institutionally minded
 The ‘Great Divide’ in Cultures
X-cultural Management

• Deal-focus vs relationship-focus cultures

• Informal vs formal cultures
• Rigid-time vs fluid-time cultures
• Expressive vs reserved cultures

Source: R.R. Gesteland (1996)

 Deal-focus vs Relationship-focus
X-cultural Management

Deal-focus Culture
Nordic and Germanic Europe
Great Britain
• Making initial contact North America
Australia and New Zealand
• Indirect approach
South Africa
• Face to face contact
• The role of contract

Moderately Deal-focus Relationship-focus

Latin Europe The Arab world
Easter Europe Most of Africa
The Mediterranean region Latin America
Hong Kong, Singapore Most of Asia

Source: R.R. Gesteland (1996)

 Informal vs Formal
X-cultural Management

Very Informal Cultures

• Status
• Hierarchies Australia
USA
• Power
• Respect (status,
gender, youth…)

More Formal Cultures

Moderately Informal Most of Europe
Mediterranean region
Canada
Arab world
New Zealand
Latin America
Denmark, Norway
Most of Asia

Source: R.R. Gesteland (1996)

 Rigid-time vs Fluid-time

Very Monochronic
X-cultural Management

Business Cultures

• Punctuality Nordic and Germanic Europe

North America
• Agenda (fixed/flexible) Japan
• Schedules and deadlines

Moderately Monochronic Polychronic

Business Cultures Business Cultures
Australia and New Zealand The Arab world
Eastern Europe, Southern Europe Africa
Singapore, Hong Kong, Taiwan Latin America
China, South Korea South and Southeast Asia

Monochronic: Clock -and schedule worshipping cultures; polychronic:

paying less emphasis on strict punctuality and deadlines (E.T. Hall)

Source: R.R. Gesteland (1996)

 Expressive vs Reserved
X-cultural Management

Very Expressive
Cultures
The Mediterranean region
• Low context Latin Europe
• High context Latin America
• Body language

Moderately Expressive Reserved Cultures

USA and Canada
Australia and New Zealand
Eastern Europe East and Southeast Asia
South Asia Nordic and Germanic Europe

Source: R.R. Gesteland (1996)

 Communication/Negotiation Pattern

The American Way

X-cultural Management

A Concession
All Spells it Confronts
FIGHT Conciliation
the cards all out Provokes

Wants to close the deal as soon as possible on Success

Message
his terms (win-lose)

on Sarcasm is
the table louder
Kidding commu- Summary
nication
 Communication/Negotiation Pattern

The Indian Way

X-cultural Management

Domina-
Provokes ting
Spells Conciliation
Few cards is a
only
way of
Wishes to do business as soon as possible, but
Message Success
at his own way and pace

on Partly Self- Reassertion

the table commu-
louder boasting to prove his
nication
point
 Communication/Negotiation Pattern

The Chinese Way

X-cultural Management

Eating
Some of Spells Confronts and Making
the cards it out Challenges Drinking friends

Wishes to close the deal and establish long-

Message Success
term guanxi (win-win)

on Concession
Considers is nice
the table gently or
options commu-
long-term
nication
relationship
 The Asian Way of Negotiation

• Treat people with courtesy

X-cultural Management

• Dress and behave in an acceptable way

• Punctuality
• Respect the local customs and practices
• Persuasion by honest heart
• Trustworthiness is the basis of negotiation
-- do not talk without full consideration
-- do not break your promises

Source: MBA Research, AIT 1998, N=26 managers

 Difference between Japanese and American
communication styles
Japanese Ningensei style of Us. Adversarial style of
communication communication
1. Indirect verbal and nonverbal 1. More direct verbal and
communication. nonverbal communication
2. Relationship communication. 2. More task communication.
3. Discourages confrontational 3. Confrontational strategies more
strategies. acceptable.
4. Strategically ambigous 4. Prefer more to-the point
communication communication
5. Delayed feedback 5. More immediate feedback.
6. Patient longer term negotiators. 6. Short-term negotiators

Ningensei: human beingness

 Difference between Japanese and American
communication styles
7. Uses fewer words.
8. Distrustful of skillful verbal
communicators
9. Group orientation.
10. Cautious, tentative
11. Complementary
communicatiors
12. Softer heartlike logic.
13. Sympathetic, empathetic;
complex use of pathos
7. Favor verbosity.
8. Exalts verbal eloquence.
9. More individualistic
orientation.
10. More assertive, self-
assured
11. More publicy critical
communication.
12. Harder analytic logic
preferred.
13. Favors logos, reason
 Difference between Japanese and American
communication styles
14. Expresses and decodes complex
relational strategies and nuances.
15. Avoid decision-making in public
16. Makes decision in private venues,
away from public eyes.
17. Decision via ringi and nemawashi
( complete concensus process)
18. Uses go-betweens for decision
making
14. Expresses and decodes complex
logos, cognitive nuances.
15. Frequent decision making in
public
16. Frequent decision making in
public at negotiating tables.
17. Decision by majority rule and
public compromise is more
commonplace
18. More extensive use of direct
person-to-person, player-to-
player interaction for decisions
 Difference between Japanese and American
communication styles

19. Understatement and hesitation 19. May publicy speak in

in verbal and nonverbal
communication
20. Uses qualifiers, tentativeness ,
humility as communicator
21. Received/listening- centered
22. Inferred meanings, looks beyond
words to nuances, nonverbal
communication.
23. Shy reserved communicators
superlatives, exaggerations,
nonverbal projection
20. Favor fewer qualifiers, more ego-
centered
21. More speaker and message-
centered
22. More face-value meaning, more
denotative.
23. More publicy self-assertive
 Difference between Japanese and American
communication styles
24. Distaste for purely business 24. Prefer to “get-down to
transactions business”or “ nitty gritty”
25. Tends to keep business
25. Mixes business and social negotiating more separated
communication from social communication
26. Utilizes matomari or “hints” for 26. More directly verbalizes
achieving group adjustment and management’s preference at
negotiating tables.
saving face in negotiating
27. Pratices more linear, analytical
27. Pratices haragei or belly logic logic; greater reverence for
and communication cognitive than for affective.

Nguoàn: International Management : Helen Deresky

Managing across borders and cultures.p 104.
Caùm ôn caùc baïn
ñaõ laéng nghe