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1、whatarethemostimportantculturedifferencesandelementsofinterculturalcommunicationAsweallknow,differentcountrieshavedifferentcultures.'Cultureisthecollectiveprogrammingofthemindwhichdistinguishesthemembersofonecategoryofpeoplefromanother.'(Hofstede,1991)Itisinevitablethatthecultura
2、ldifferencehasimpactonbusiness.Forexample,whenacompanyhavingmeeting,theword"table"inAmericanEnglishthatmeanstoputsomethingontheagenda.ButinBritishEnglishitmeanstoputsomethingofftheagenda.Thisexampleindicatedhowthecultureaffectsthebusiness.Therearefourculturaldimensionsthatweredef
3、inedinHofstede'sresearch:Powerdistance,Uncertaintyavoidance,Individualism,Masculinity,andrecentlyHofstedeaddonemore:long-term-short-termorientation.WhatIthinkthemostsignificantinfluenceinculturaldifferenceisthepowerdistance.(Hoecklin,1995:28)"Itwouldconditiontheextenttowhichemplo
4、yeesacceptthattheirbosshasmorepowerthantheyhaveandtheextenttowhichtheyacceptthattheirboss'sopinionsanddecisionsarerightbecauseheorsheistheboss."Iconsidereditashowmuchsubordinatescanconsentordissentwithbossesormanagers.Itisthedistancebetweenamanagerandsubordinate.Amongmostoriental
5、corporatecultures,thereishierarchism,greatercentralization,sometimescalled'power-orientedculture',duetothehistoricalreasons.Thatisahighpowerdistanceculturethatmangersmakethedecisionandsuperiorsappealtobeentitledmoreprivileges.Theirdecisionalwaysclosesupervisionpositivelyevaluated
6、bysubordinates.Inthissituation,itisnotberegardedifasubordinateshaveadisagreementwiththeirmanagers,especiallyinMalaysia,Japan,China,India.Intheoriental,powerdistanceisalsoassociatedwith'thefamilyculture'(Trompernaars,1993:139).Inthiskindofcorporateculturethemanagerislikethe"caring
7、father"whoknowsbetterthanhissubordinateswhatshouldbedoneandwhatissuitableforthem.Thesubordinatesalwaysesteemthemanagers.Becauseofthemanagersageandexperience.Thatisusuallyhowemployeesgettheirpromotion.Therearebothpositiveandnegativepartsinthefamilycultures.Ifeelitisaneasymanagings
8、ystem.Butsometimeitishardtogetyoungcreat