what are the most important culture differences and elements of intercultural communication that int

《what are the most important culture differences and elements of intercultural communication that int》由會員上傳分享，免費(fèi)在線閱讀，更多相關(guān)內(nèi)容在應(yīng)用文檔-天天文庫。

1、--------------------------------------------精品文檔Word可編輯值得收藏------------------------------------------------WhatarethemostimportantculturedifferencesandelementsofinterculturalcommunicationthatintWhatarethemostimportantculturedifferencesandelementsofinterculturalcommu

2、nicationthatintAsweallknow,differentcountrieshavedifferentcultures.‘Cultureisthecollectiveprogrammingofthemindwhichdistinguishesthemembersofonecategoryofpeoplefromanother.’(Hofstede,1991)Itisinevitablethattheculturaldifferencehasimpactonbusiness.Forexample,whenacomp

3、anyhavingmeeting,theword“table”inAmericanEnglishthatmeanstoputsomethingontheagenda.ButinBritishEnglishitmeanstoputsomethingofftheagenda.Thisexampleindicatedhowthecultureaffectsthebusiness.TherearefourculturaldimensionsthatweredefinedinHofstede’sresearch:Powerdistanc

4、e,Uncertaintyavoidance,Individualism,Masculinity,andrecentlyHofstedeaddonemore:long-term-short-termorientation.WhatIthinkthemostsignificantinfluenceinculturaldifferenceisthepowerdistance.(Hoecklin,1995:28)”Itwouldconditiontheextenttowhichemployeesacceptthattheirboss

5、hasmorepowerthantheyhaveandtheextenttowhichtheyacceptthattheirboss’sopinionsanddecisionsarerightbecauseheorsheistheboss.”Iconsidereditashowmuchsubordinatescanconsentordissentwithbossesormanagers.Itisthedistancebetweenamanagerandsubordinate.Amongmostorientalcorporate

6、cultures,thereishierarchism,greatercentralization,sometimescalled‘power-orientedculture’,duetothehistoricalreasons.Thatisahighpowerdistanceculturethatmangersmakethedecision7----------------------------------------------------精品文檔值得收藏---------------------------------

7、----------------------------------------------------------------------精品文檔Word可編輯值得收藏------------------------------------------------andsuperiorsappealtobeentitledmoreprivileges.Theirdecisionalwaysclosesupervisionpositivelyevaluatedbysubordinates.Inthissituation,iti

8、snotberegardedifasubordinateshaveadisagreementwiththeirmanagers,especiallyinMalaysia,Japan,China,India.Intheoriental,powerdistanceisalsoas