Undergraduate Degree

Multicultural Management and Leadership

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Why

Multi

Cultural
Management

Cultural communication
differences

Broadly speaking, body language can be

divided into the following categories:
Facial expressions
Eye contact
Touch
Use of space
Gestures
Sounds and other actions

Touch
Some cultures, particularly in the
middle east, may touch once or not at
all, while North Americans could touch
each other between two and four times
an hour, according to some
researchers.
People from the United Kingdom,
certain parts of Northern Europe and
Asia touch far less, while in France and
Italy people tend to touch far more
frequently.

Personal Space
An individual's need for personal space
varies from culture to culture. In the Middle
East, people of the same sex stand much
closer to each other than North Americans
and Europeans, while people of the opposite
sex stand much further apart.
Japanese men stand four or five feet apart
when having a discussion. Europeans and
North Americans would probably regard
having a conversation at this distance rather
odd.

Good

ThethumbsupsignhaspositiveconnotationsintheUKandUS

Good?

InIranandSpainthe'thumbsup'signisconsideredobscene

Okay?

The'okay'signisobsceneinGreece,partsofEasternEuropeand
LatinAmerica.Itcouldalsomean'worthless'or'zero'inFrance.In
Japan,thismeansmoney.

However,inLatinAmericaandFranceitisconsideredasan
insultingandhasnegativeconnotationsattachedtoit.
InAustralia,itmeanszero,andin
Germanyitmaymeanajobwelldoneoranoffensiveinsult
dependingontheregionyouvisit.
InNewZealand,thissignisnotusedmuchandconsidereda
cheapwayofsayingOK.
InTurkey,theOKsignmeansoneisahomosexual.

The Dog Call Hand Gesture

hand gesture in Philippines. This is because

this is one of the worst forms of hand
gesture that is to be used only for dogs.
This hand gesture could get you arrested
in Philippines or maybe even punishable
by breaking your finger.
In Asian countries like Japan, the dog call is
considered a rude gesture.
In Singapore, it is indication of death.

Finger Snap Hand Gesture

Snapping fingers over and over may mean

one is trying to remember something
someone has forgotten.
In Latin America = asking one to hurry up.
In Great Britain and America = one
remembers something or gets an idea.
However, in many cultures, snapping
fingers close to someone's face = an
offensive gesture.

Pointing Fingers Hand Gesture

In America and European cultures = rude.

This hand gesture is an indication of a
dominant - to - subordinate behavior in
the professional world.
It is considered a gesture to single out an
individual from a crowd. This aggressive
signal is not liked by many, as no one
likes to be singled out.

The V Hand Sign

The meaning of the V sign is partially dependent on the

manner in which the hand is positioned:
If the palm of the hand faces the signer (i.e., the back
of the hand faces the observer), the sign is an insult. This
usage is restricted largely to Australia, Ireland, New
Zealand, South Africa, and United Kingdom.
With the back of the hand facing the signer (palm of
the hand facing the observer), it can mean:
Two (the number);
Victory in a setting of wartime or competition;
V (the letter) used when spelling in American Sign
Language.

Nodding
Moving the head
from side to side
could indicate
agreement in Asia,
whereas elsewhere
in the world a
similar shaking of
the head means the
opposite.

How to be rude without

realising
Sit with the soles of your shoes
showing.
In many cultures this sends a rude
message. In Thailand, Japan and France
as well as countries of the Middle and
Near East showing the soles of the feet
demonstrates disrespect. You are
exposing the lowest and dirtiest part of
your body so this is insulting.

How to be rude without

realising
Wave hand with the palm facing
outward to greet someone.
In Europe, waving the hand back and
forth can mean No. This is also a
serious insult in Nigeria if the hand is
too close to another persons face.

True or False

The following expressions are universal

Anger
Disgust, contempt
Fear
Happiness
Interest
Sadness
Surprise

True or False
Eye contact is a universal sign of
respect and attention
Staring is always rude
Lowering eyes is a sign of respect in all
cultures
Russians have the most control over
their facial expressions and Americans
the least

Afro-Caribbean people
Communication tips
While in Western cultures eye contact
is taken to mean honesty, in some
Caribbean cultures people avoid eye
contact as it is considered disrespectful
and rude.
Some African cultures have a longer
look time, which people from Western
cultures may interpret as a stare.

Asian people
Communication tips
In some Asian cultures people tend to avoid
eye contact as it is considered disrespectful
and rude.
Some Asian women may find it difficult to
converse with males, particularly when
subjects of a personal nature are being
discussed.

Chinese people
Communication tips
Some Chinese people nod or bow
slightly when greeting another person.
A handshake is also acceptable.
Some Chinese people do not like to be
touched by people they dont know. A
smile is preferred to a pat on the back
or similar gesture.

Personal Space and British people

British people like a lot of space around
them.
They tend not to make physical contact
of any kind with strangers and feel
very uncomfortable if anyone stands
too close to them. They will
instinctively draw away if anyone
comes too close.

Personal space

Whenever I travelled on a bus in UK the

British person next to me would draw
away from me as if they were afraid of
catching a disease or of the colour
rubbing off my skin.
(Kenyan student)

The indirect British

In making polite requests, British people
tend to use very indirect language,
using the conditional tense and
negatives.
For instance, I dont suppose you could
open the window, could you? rather
than Please open the window.

British people never get to the point.

They go around this way and that way,
using twenty words where three would
do. Its really hard to communicate
with them. (Israeli student)
`Some nationalities do not always seem
very polite; `I want this or `I want that
, no smiles nor a please nor a thank
you.

Smiling

British people smile a lot, compared

to many national groups often for no
particular reason.

The British smile as a greeting, smile

when asking for something, smile on
receiving it.

I am Running Out of
Time

I am Running Out of
Time
Many times when one is getting late or
wants to indicate running out of time,
they tend to watch their wrist. This is
despite the fact that they may or may
not be wearing a watch on the wrist.
This is a subconscious gesture to
indicate an end of conversation or a
subtle way that one should take leave.
However, do not attempt this gesture
in Middle Eastern countries. It is
believed that once a conversation
starts, it should be allowed to take its
time to complete. Gesturing to end the

 The British are so insincere. They

smile even when they are not happy or
pleased to see you. One woman smiled
at me every time we passed each other
and I thought she really liked me. So I
asked her to come out and help me
,but she refused. She was leading me
on and then turned me down
(A male overseas
student)

Naming systems
Afro-Caribbean names
The vast majority of Afro-Caribbean names conform to
the traditional British pattern.
Black Africans may adhere to one of a variety of
naming structures. Generally, both men and women
have up to four personal names, which may be
shortened or lengthened. Here are some examples:
Adeyemisi (female) Ade, Adeyemi, Yemi, Yemisi
Adeyetunde (male) Ade, Yetunde, Tunde, Adetunde
Black African women tend to keep their own name on
marriage.

Chinese names
Traditionally, Chinese names are made up of
a family name followed by a personal name.
Family name
Leung

Personal name
Lan-Ying

Despite usually coming first, the family name should

be regarded as the equivalent of the traditional
British surname.
One word of warning, though: some Chinese have changed their names
so that the family name comes after their personal name. So how do
you know which is which? Well, its usually pretty easy because
personal names tend to be hyphenated. However, if neither of the
names are hyphenated, then its always best to ask the person how
they wish to be addressed.

Hindu names
Hindu names have up to three components:
Personal name Middle name
Ravi
Nath

Family name
Shah

Hindu women generally take on their husbands family

name when they get married. However, some
Hindus have dropped their family name in rejection
of the caste system. In this case, their middle name
should be regarded as their surname, which may
mean that married couples have different last
names.

Muslim names (Male)

Male Muslim names may have up to three
components:
A personal name and a religious name, in either order,
possibly followed by a hereditary name.
Personal (1st/2nd)
Religious (1st/2nd)
Hereditary
Amin
Allah
Choudhury
A Muslim should never be addressed by his religious
name alone it would be the equivalent of calling a
Christian Christ or God

Muslim names (female)

Female Muslim names usually have just two
components:
A personal name, followed by either a titular name or
second personal name, which is the equivalent of
the traditional British surname.
Personal
Fatima
Yasmin

Titular
Bibi

Second
Jan

This means that married Muslims often have different

last names, though some women do take their
husbands hereditary name upon marriage in this
country.

Sikh names
Sikh names have up to three components:
A gender-neutral personal name, followed by a
religious designation Singh for males, Kaur for
females - which in some cases is followed by a
family name.
Personal
Davinder
Kuldip

Religious
Singh
Kaur

Family
Grewal
Sohal

Many married Sikhs may have different last names.

Diversity is the one true thing we all

have in common. Celebrate it
every day.
Anonymous

Course Content
Culture.
Hofstede's Cultural Dimensions Theory.
Trompenaars' Cultural Factors.
Organizational Culture.
Multicultural Corporation.
Multicultural Leadership.
Multicultural Team Building.
Multicultural Communication.
Leading Multicultural Change.
Cross-Cultural Presentation & Advertising. Cross-Cultural Negotiation &
Disputes. International Business Meetings.
Cultural Gift Giving & Dining Etiquette. Cultural Blunders and Taboos.
Every day you waste is one you can never make up.

Working in a rapidly changing

globalized environment, we have to
deal with people who speak different
languages and live by different
customs and values.

6/25/2010

www.commlabindia.com

As a manager, you
will have to vary your
managerial style to
suit each individuals
needs and find
common ground to
cope with issues
across cultural
boundaries.
6/25/2010

Some of the
challenges faced
are

6/25/2010

Cultural differences.

6/25/2010

Lack of proper
communication.

6/25/2010

www.commlabindia.com

Difference of communication
styles, working styles and
quality of work.

Difference in time zones .

Cultural differences at the work place are

taking priority.
6/25/2010

How do you as a manager, manage

multi-cultural teams?
Many successful managers use four-point
strategies to tackle problems related to
multicultural team management.
They are:

www.commlabindia.com

Adaptation

6/25/2010

Physical intervention

Administrative involvement

6/25/2010

Exit

6/25/2010

www.commlabindia.com

Just as every person is unique, so too is

every culture. It allows us to share a
richness of experience if we can allow
ourselves to be open to it.

The most commonly used methods to

deal with multi-cultural teams are

Communicate
goals/objectives
openly and
clearly.

6/25/2010

Identify conflicting areas of interest and

practices for each culture.

6/25/2010

Coordinate cross-culture training

sessions.

www.commlabindia.com

Focus on connecting corporate strategy

with brand strategy for clients.

Recognize any progress and provide

positive feedback.

6/25/2010

www.commlabindia.com

Treat individuals as individuals.

6/25/2010

Trust and Motivation.

If your male employees are from a culture where they

consider women not their equals, don't put them on a
co-gender team.

6/25/2010

Give people a chance to participate in

discussions and debates.

6/25/2010

Working with a cross-cultural team is

significantly challenging as the manager must
develop strategies to cope not only with
differences but also motivate the team to be
productive and efficient.

www.commlabindia.com

Despite the challenges, there are

advantages too, such as

People from
different cultures
bring with them
an array of
creative and
innovative
experiences and
ideas.

Multi-cultural teams have the

advantage of 24-hour work rotations.

Offices across various geographical

locations.

www.commlabindia.com

A multi-cultural team has the potential

to address various business issues.

Culturally, it's a good thing

because neighborhoods
become multicultural and
we get to understand each
other a little better.
- Clarence Boykins

To read more such articles, please visit

www.commlabindia.com
info@commlabindia.co
m
http://blog.commlabindia.com/
http://www.facebook.com/CommLabGlobalOnlineUni
versity
http://twitter.com/commlabindia

Thank you

Course Content
Culture.
Hofstede's Cultural Dimensions Theory.
Trompenaars' Cultural Factors.
Organizational Culture.
Multicultural Corporation.
Multicultural Leadership.
Multicultural Team Building.
Multicultural Communication.
Leading Multicultural Change.
Cross-Cultural Presentation & Advertising. Cross-Cultural Negotiation &
Disputes. International Business Meetings.
Cultural Gift Giving & Dining Etiquette. Cultural Blunders and Taboos.
Every day you waste is one you can never make up.

The manager who knows only his or her own

country is doomed to become obsolete.
Most organizations can no longer afford to
employ culturally myopic managers.
- Philip R. Harris & Robert Moran, Managing Cultural Differences.

Culture
Culture: the sum total of the beliefs, rules,
techniques, institutions and artifacts that
characterize human populations or the
collective programming of the mind.
It is a system of communications that makes a
human society possible and that incorporates
the biological and technological behavior of
human beings with their verbal and nonverbal
system of experiencing behavior

Culture
Themeaningofcultureisthemeanstoestablishingmodesof
conduct,standardsofperformance,andwaysofdealingwith
interpersonalandenvironmentalrelationsthatwillreduce
uncertaintyandincreasepredictability,andthereby,promote
individualandgrowthamongmembersofsociety
Culturegivescountries,corporationsandindividualsananchoring
point,anidentity,
aswellascodesofconducttodobusiness.

FUNCTIONS OF
CULTURE
1. Culture enables us to communicate with others through
a
language that we have in common.
2. Culture makes it possible to anticipate how others in
society
are likely to respond to actions.
3. Culture provides the knowledge and skills necessary for
meeting sustenance needs.
4. Culture helps us to identify with others of similar
background.

One of the biggest problems in business is

ethnocentrism, which is the belief in the
superiority of one's own ethnic group,
overriding concern with race.
These groups tend to take for granted their
own values. U.S. cultural characteristics
(individualism, informality, materialism,
change, and time orientation) for example,
differentiate us from other cultures.

Elements of culture

Language
Language is critical to culture because it is
the primary means used to transmit
information and ideas.
Knowledge of local language can:
permit a clearer understanding of a situation;
provide access to local people;
allows the person to pick up nuances,
implied meanings, and other information that
is not stated outright.

Religion
Religions influence lifestyles, beliefs, values and
attitudes and can have a dramatic effect on the
way people in a society act toward each other
and towards those in other societies.
Religion also influences:
the work habits of people;
the work and social customs (from the days of the
week on which people work to their dietary
habits);
politics and business.

Values:
Attitude:
Customs
manners

Corporate culture
Corporate culture is a term used to
characterize, how the managers and employees
of particular companies tend to behave.
Corporate culture is also used by human
resource managers and senior management in
their attempts to proactively shape the kind of
behaviour (innovative, open, dynamic,
etc.) they hope to nurture in their organizations.
Promoting a distinctive corporate culture is also
expected to enhance the sense of community
and shared identity that underpins effective
organizations.

Geert Hofstedes four cultural

dimensions
Power distance: measures the degree to
which less powerful members of
organizations and institutions accept the
fact that power is not distributed equally.
Uncertainty avoidance: measures the
extent to which people feel threatened by
ambiguous situations and have created
institutions and beliefs for minimizing or
avoiding those uncertainties.

Geert Hofstedes four cultural

dimensions (Continued)
Individualism vs. collectivism
Individualism: the tendency of people to look
after themselves and their immediate family only.
Collectivism: the tendency of people to belong
to groups who look after each other in exchange
for loyalty.

Geert Hofstedes four cultural

dimensions (Continued)
Masculinity vs. femininity
Masculinity: the degree to which the
dominant values of a society are success,
money and material goods.
Femininity: the degree to which the
dominant values of a society are caring for
others and the quality of life.

Figure 5.2

Hofstedes power distance against individualism for 20 countries

Source: Hofstede, G. (1983). The cultural relativity of organizational practices and theories, Journal of International Business Studies, Fall, p. 92. Copyright Geert Hofstede

Fons Trompenaars seven

cultural dimensions

1. Universalism vs. particularism

Universalism: the belief that ideas and
practices can be applied everywhere in the
world without modification.
Particularism: the belief that
circumstances dictate how ideas and
practices should be applied and somethings
cannot be done the same everywhere.

Fons Trompenaars seven

cultural dimensions (Continued)
2. Individualism vs. collectivism: centres on

whether individual rights and values are dominant

or subordinate to those of the collective society.
3. Neutral culture vs. emotional culture:
Neutral culture: A culture in which emotions are
held in check.
Emotional culture: A culture in which emotions
are expressed openly and naturally.

Fons Trompenaars seven

cultural dimensions (Continued)
4. Specific vs. Diffuse: measures whether work
relationships (e.g. the hierarchical relationship
between a senior manager and a subordinate)
are workplace specific or extend (diffuse) into
the social context outside the workplace.
5. Achievement vs. Ascription: measures
whether ones status within organizations is
based on merit (achieved) or on class,
gender, education or age (ascribed).

Fons Trompenaars seven

cultural dimensions (Continued)
6. Attitudes toward time
Sequential: cultures that view time in a
sequential or linear fashion; order comes from
separating activities and commitments.
Synchronic: cultures that view events in parallel
over time; order comes from coordinating
multiple activities and commitments.

Fons Trompenaars seven

cultural dimensions (Continued)
7. Attitudes toward the environment:
measures the emphasis, a particular
culture places on peoples relationship with
nature and the natural environment.

The GLOBE projects nine

dimensions of culture

1. Assertiveness.
2.Future orientation: A propensity for planning,
investing, and delayed gratification.
3.Gender differentiation: The degree to which
gender role differences are maximized.
4.Uncertainty avoidance: A reliance on societal
norms and procedures to improve predictability,
a preference for order, structure and formality.
5.Power distance.

The GLOBE projects nine

dimensions of culture (Continued)
6.Institutional collectivism: individualism vs.
collectivism.
7.In-group/family collectivism: A pride in smallgroup membership, family, close friends etc.
8.Performance orientation: (much like
achievement orientation).
9.Humane orientation: An emphasis on fairness,
altruism and generosity.

Cross-cultural management

Figure 5.4

Management dimensions of culture

Useful strategies for

managing cultural diversity
Some useful strategies for managing cultural
diversity Recognize diversity.

Build diversity issues into recruitment, HRM planning,

strategy, location decisions, alliances and
partnerships.
Identify where and to what degree local divisions
should be encouraged or empowered to take the lead
in expressing and managing diversity.
Encourage cross-border discussion and interaction as
well as focused training.
Aim for a cultural balance in particular areas of
strategic and tactical decision-making.
Lead from the top.

Multinational organizational structures:

imperialist or independent?
Ethnocentric: top management is dominated
by home-country nationals and procedures and
management styles are transferred from head
office and imposed on regional subsidiaries in
place of local ways of doing things.
Polycentric: firms tend to act like a federation
of semi-autonomous organizations with
financial controls or strict reporting structures
holding them together.
Geocentric: An equal sharing of power and
responsibility between headquarters and
subsidiary.

Trade Culture
Dimensions

Professor Trompenaars has studied how people in specific

countries resolve dilemmas. After analyzing problem
resolution behaviors, Dr. Trompenaars has identified 7 basic
dimensions for culture.
International trade consultants and lawyers consider these
cultural dimensions when designing sales strategies where
buyers and sellers originate from different cultures. This is
particularly true for emerging markets unaccustomed to
dealing with
businesspersons from so-called more developed countries.

Achievement vs. Ascription

In an achievement culture, people are accorded status based
on how well they
perform their functions. High achievers are given status in
achievement-oriented
countries including Austria, Switzerland, the United Kingdom
and the United States.
Achievers must continue to prove their worth, as status is
accorded based on their
actions.
In an ascription culture, status is attributed based on who or
what a person is. This is based on age, gender and social
connections.

Individualism vs. Communitarianism

People make their own decisions and achieve success alone in
highly individualistic countries including Canada, the United
States, the United Kingdom and France.
Emphasis is on personal responsibility and decision-making,
and negotiations are
made on the spot.
Communitarianism is a culture like Japan that places the
community before the
individual. Success is achieved in groups, decisions are
referred to committees and groups jointly assume
responsibilities.

Internal vs. External

In an internalistic culture like the United States, people
believe that what happens to them is their own doing.
Many Asian countries have an external culture in which
the environment shapes their destiny. Because they dont
believe they are in full control of their destinies, often
externalistic people adapt to external circumstances .

Neutral vs. Emotional

In neutral cultures like Japan and the
United Kingdom, emotions are held in
check. People dont show their feelings.
In an emotional culture, feelings are
expressed naturally and openly. People smile
a great deal, talk loudly when excited and
greet each other with enthusiasm. Mexico,
Netherlands and Switzerland are highemotion countries.

Specific vs. Diffuse

In what is called a specific culture, individuals are open to

sharing a large public space with others and a small private
space they guard closely and share with only friends and
associates. Specific cultures like Austria, Switzerland, the
United Kingdom and the United States show a strong separation
between work and private life.
Invitations to public spaces are common.
A diffuse culture features similarly sized public and private
spaces. Like most introverts,
diffuse culture people guard both spaces carefully, because
entry into public space
also affords entry into private space. China, Spain and
Venezuela are examples of
diffuse cultures where work and private life are closely linked
but intensely protected.

Time Orientation
In sequential cultures like the United
States, people tend to do one activity at a
time. Appointments are strictly kept, with a
strong preference for following plans.
In synchronous cultures like France and
Mexico, people usually do more than one
activity at a time. Appointments are
approximate, subject to change at any
moment.

Universalism vs. Particularism

Universalistic countries focus more on formal rules than relationships.
Nations
characterized by high universalism believe that their ideas and
practices can be
applied worldwide without modification. Australia, Germany, Sweden
and the United Kingdom are universalistic countries. America is also
highly universalistic, which
explains why U.S. multinationals repeatedly ignore relationships in a
foreign culture. For example, Starbucks unsuccessfully launched its
coffee shop in Chinas Forbidden City while Germans rejected WalMarts standard big box stores.

Particularistic countries place more emphasis on relationships than

rules. Countries that practice high particularism include China,
Indonesia and Venezuela.
Particularistic peoples believe that circumstances dictate how ideas
and practices
are applied. Therefore, ideas and practices cannot be applied the
same
everywhere.

OrganizationalCulture

OrganizationalcultureisdefinedasApatternofsharedbasic
assumptionsinvented,discovered,ordevelopedbyagiven
groupasitlearnstocopewithitsproblemsof
externaladaptationandinternalintegrationthathaveworked
wellenoughtobeconsideredvalidandtherefore,tobetaught
tonewmembersasthecorrectwayto
perceive,thinkandfeelinrelationtothoseproblems

Ithasalsobeen
definedas"thespecificcollectionofvaluesandnormsthatare
sharedbypeople
andgroupsinanorganizationandthatcontrolthewaythey
interactwitheachother
andwithstakeholdersoutsidetheorganization."
organizationalcultureisasetofsharedmentalassumptionsthat
guideinterpretation
andactioninorganizationsbydefiningappropriatebehaviorfor
varioussituations.

Several methods have been used to classify organizational

culture. While there is no single type of organizational culture
and organizational cultures vary widely from one organization to
the next, commonalities do exist and some researchers have
developed models to describe different organizational cultures.
Two are described below:

Hofstede identified four dimensions of culture in his

study of national influences:

PowerdistanceThedegreetowhichasocietyexpectstheretobe
differencesinthelevelsofpower
Uncertaintyavoidancereflectstheextenttowhichasocietyaccepts
uncertaintyandrisk.
Individualismvs.collectivism
Masculinityvs.femininity

RobertA.Cooke

1) Constructive Cultures, in which members are encouraged to

interact with people and approach tasks in ways that help
them meet their higher-order satisfaction needs.
2) Passive/Defensive Cultures, in which members believe they
must interact with people in ways that will not threaten their
own security.
3) Aggressive/Defensive Cultures, in which members are
expected to approach tasks in forceful ways to protect their
status and security.

Multinational Corporation

A multi national corporation (MNC) or enterprise (MNE), is a

corporation or an
enterprise that manages production or delivers services in
more than one country. It can also be referred to as an
international corporation. The International Labour
Organization (ILO) has defined an MNC as a corporation that
has its management headquarters in one country, known as
the home country, and operates in several other countries,
known as host countries.

Seven Methods of managing across cultures

1) Hierarchy: "This refers to the way people view how much they
defer to people in
authority, whether they feel entitled to express themselves and
how empowered they feel to take the initiative on matters before
them. For example, Canada believes in egalitarianism, while
nations like India, Japan, China, Germany, Mexico are highly
hierarchical."
2)Groupfocus:Thisreferstowhetherpeopleconsiderthataccomplishmentand
responsibilityareachievedthroughindividualorgroupeffort,andwhethertheytend
toidentifythemselvesasindividualsormembersofagroup.Canadiansare
individualistswhileBrazilians,Chinese,MexicansandJapanesearegroup
focused.

3) Relationships: This is about whether trust and relationships are

viewed as a prerequisite for working with someone. Canadians
focus primarily on the transaction, rushing to deal, while the
Chinese, Italians, and Spaniards, for example, focus on nurturing
relationships first.
4) Communication styles: This covers matters like verbal and nonverbal expression, how directly or indirectly people speak, and
whether brevity or detail is valued in communication. Israel,
Denmark, Germany and Sweden use a direct style, while
indirect communication styles are the norm in China, United Arab
Emirates, and
Japan

5) Time orientation: This refers to the degree to which people

believe adhere to schedules. United States, Germany, Denmark
and Switzerland follow schedules while countries like Saudi
Arabia, Spain, Thailand, and the United Arab Emirates are
unconcerned about schedules and deadlines.
6) Change tolerance: How people are comfortable with change,
risk-taking and
innovation. Along with Australians, Canadians are the most
tolerant of change, while
Saudi Arabia, Indonesia, Mexico and Russia are change-averse.

7)Motivation:work/lifebalance:Thischaracteristicexamines
whetherpeopleworktoliveorlivetowork.Canadiansaredriven
byworkandthestatusitprovides
althoughnotasmuchaspeopleinChina,Japan,andtheU.S.
whileinNorway,SaudiArabia,UnitedArabEmirates,Indiaand
Mexico,familyworkbalanceis
treasured.

Leadership Across Cultures

Theearoftheleadermustringwiththevoicesofthepeople.
WoodrowWilson
Todaysleadersneedtobeadeptatleadingandmanagingpeople
ofdifferentcultures;theyneedtolistentothevoicesofthepeopleaswellas
understandwhatthosevoicesmayactuallybetellingthem.Thisinessenceisthecruxof
thechallenge;whenpeopleperceivetheworld,communicateandviewtheirleadersin
differentways,theleadersearsmayberingingwithmisunderstoodmessages.

Theleaderwillcomeacrossculturalissuesinmanydifferentguises.Bywayof
illustratingthechallengesofcrossculturalleadershipandforthesakeofbrevitythis
articlewillexaminetwointerdependentissues:theroleofaleaderand
communication.

The Leader
When thinking through the role of a leader one can not
escape the concept of hierarchy. Based on academic
paradigms we can generalize that all cultures fall
somewhere on a scale of hierarchical vs. egalitarian.
Where a culture falls will impact their perception of a
leader, their role and how they deem it appropriate to
interact with them.

Egalitarian cultures:
Prefer self-direction with minimal guidance from above Like flexibility in
their roles and others
Reserve the right to challenge authority
Make expectations, interpret rules and use common sense Treat sexes
equally
Hierarchicalcultures:
Takeandexpectclearguidancefromsuperiors
LikeclearlydefinedroleswithboundariesandlimitationsRespectandrarelychallengethose
inpower
Enforceregulationsandguidelines
Seesexesasnaturallydifferent

Communication
This relates to the manner in which people communicate and
interact with one another. We can scale cultures according to their
willingness to be direct or indirect in the manner in which they
communicate. Those in the direct camp (Germans, Americans,
Scandinavians) tell it how it is and are not overly concerned with
sentiment. Why say anything else but the truth? Those in the
indirect camp (Arab, Indian, British) would find such a style rude
and inconsiderate as it puts people in embarrassing situations. The
latter is concerned with face, honor and harmony in personal
relationships.

Direct cultures:
Are less concerned with how something is said but rather what is said
Openly confront difficult issues
Do not leave things to interpretation
Do not rely on non-verbal cues
Indirect cultures:
Focus on what is said and also how it is relayed Avoid open
confrontation
Express difficult issues with diplomacy and tact Count on the listener
to interpret meaning

MulticulturalTeamManagement&Leadership
Multiculturalteamshavebecomeverycommoninrecent
years.Withcrossbordermobilitybecomingmucheasierthe
numberofpeoplemovingfromonecountrytoanotherhas
grownsignificantly.Thishasalsoledtomorepeoplefrom
differentculturalandethnicbackgroundsintermarrying.Their
childrencouldbebornand
growupindifferentcountriesandhavehybridcultural
identities.Globalizationandtheadvancesincommunication
andtransportationtechnologyhavereducedtradebarriersand
increasedinteractionamongpeople

The skills needed for managing with people from diverse

backgrounds at work or outside the workplace can be very different
because in the workplace we are in our work roles and there are
many external constraints to our behavior. Many people actually
spend more time awake with their colleagues than with their spouse
and children. So any problems arising in this area will definitely spill
over onto the private life.

Looking carefully into the factors that affect

multicultural team leadership or management, we
can identify five factors that operate at team
levels:
1. National culture
2. Corporate culture of the organization
3. Nature of the industry or functional culture (coal mine, marketing,
accounting)
4. Stage of team development
5. Personal attributes

IntellectualLeader
Present day business requires working and dealing with people of
different cultures. It is so whether the companys dealings are in
international level or national level.
Culture shapes the behavior of individuals. The leaders of the company
are expected to be skilled in handling people of different cultures. They
should grab the core of each culture as early as possible.
Effective intercultural leadership is a long route but not tough. It will
give rise to greater flexibility and creativity. Working across cultures has
become a way of life at present.
And intercultural communication is a challenge. Learning the culture,
communication style and behavior of others will make the people of
different culture closer.
Reading of books of established academicians like Geert Hofstede, Fons
Trompenaars, David Hall etc. will go a long way in dealing with ins and
outs of culture.

Ten Tips of Intellectual Leader

1.Study cultures from people around you. You can take the
help
from websites.
2. Respect the other culture. Observe individuals of other
cultures.
That will pave way for close relationship with the
members of that
culture.
3. Get trained by intercultural specialists. You will then
realize what
effects the culture has on you.
4. Participate in events that will expose you to different
culture.
Watch how people communicate with each other.
5. Humor is an international term. There is none in the world
who
does not like humor. So induce some humor when dealing
with
them. But ensure that your joke is mistaken for an insult.

6. Watch your own communication style. Make necessary corrections

where
necessary and do your best to improve. Thereby set an example for
others. Make a
note as to how good you are at communication, how clean and clear
are your
words.
7. Be prepared for uncertainty. It is bound to be there while dealing in
business across
different cultures. You cannot expect concrete answers and exactly at
the time you
want.
8. Wait patiently. You will have to allow for some time for the
knowledge to come.
Working in an intercultural environment may be tiresome. Things may
not as easy and fast as you wish. Patience can be considered to be
the need of the hour.
9. Watch your progress. Make necessary corrections and adjustments
where required.
10. Be ready to apologize for your mistakes. That will only take you
closer to the
People and you will be appreciated. Take help when necessary. Clear
your doubts.

CrossCulturalCommunication

The financial breakdown occurring in the modern day world has led to a
large block
to the cross cultural business communication bringing down the business
levels in joint
ventures, mergers, and acquisitions. Deficiency in cross cultural training
and lack of
communication languages results in investment shortage leading to poor
internal
unity.
The outcome of restricted cross cultural communication leads to a
number of
problems such as loss of influential and prospective clients/customers,
unmanageable staff maintenance, downfall in the competitive field,
internal
misunderstandings/ power struggles, unhealthy working conditions,
stress and tension, low outsource along with poor income and shortage
of cooperation and
understanding.

The hurdles that exist in the path of cross cultural communication

can be outlined as follows:
Communication deficit:
Language:
Inappropriatelanguageusage:
Foreignlanguages:
Culture:
Companyculture:

CrossCulturalLeadership:HowtoBuildMutualTrust?
For leaders of todays and tomorrows businesses the ability to connect
people and build successful teams in cross-cultural environments is a
crucial competency. Many companies operate in globalized markets and
leadership has to deal with cross-cultural differences. How do modern
leaders create effective collaboration between members from
different cultures? How do they build trust in each other? How do
they install a sense of belonging together within the company?
Understanding how to create people alignment is crucial for todays
leaders.
People alignment is more than just aligning functions and tasks. The
essence of
people alignment is creating a sense of relatedness. A sense of
relatedness builds mutual trust between people. People that sometimes
literally come from different worlds. This requires not just an operational
focus, but also a mental focus.

Successful leaders understand the importance of creating cross-cultural

understanding and trust in their company. They understand their behavior
individually and as leadership team sets an example for others. They understand it
is part of their role to show how they build successful cross-cultural relationships
themselves. They understand they probably have to go outside their comfort zone
for it, and they show courage by doing it.

Leaders who are successful in creating cross-cultural alignment show a specific set of behaviors,
that is fueling mutual trust:

Activelybuildcrossculturalrelationshipsthemselves
Getoutsidetheircomfortzones
Embracediversityandexploreitspotential
Actthemselvestowardsrelatedness
Persistence

HelpingGlobalTeamsCompete

In global organizations, every team intervention - from measuring team perform

to team development training to other consulting initiatives - needs to consider
dynamics of global teams. The definition of "good team member" varies from c
to country. The concept of "effective leadership" may also differ. As a result, glo
teams sometimes find themselves reconfiguring into national collections of sub
- that is, a Japanese sub team, an American sub team, a French sub-team, and
forth - that may misunderstand each other's expectations and approaches.

Cultural values
Culturalandlanguagedifferences
Miscellaneousinterferences
Whyusemeasurement?
Outsideintervention
Combiningteamtrainingandleadershipdevelopment

Cross Cultural Communication Languages

Communication is an exchange of thoughts that take place between any two

people or among larger number of people.
Every person has a right to think, act and speak freely their own thoughts.
However for the purpose of expanding ones limited information exchange of
ideas, debuts, discussions all help a person only by means of communication
with a mixture of people. The term cross cultural communication refers to the
communication that takes place between people of diverse cultures situated
in the different parts of this whole wide world. Cultural differences exist due
to a large number of reasons such as nationality, language, belief, borders,
behavior and diverse cultures.
For a harmonious existence of humans in this world, healthy cross cultural
communication must be present so that mutual respect, love and
understanding prevails among all populations and generations

Diverse language knowledge, foreign travel, etc. are needed for getting
prepared for cross cultural communication. A few guidelines that can be kept
in mind for boosting communication skills have been listed below.

Listeningskills:
Speakingskills:
Patience:
Flexibility:
Observation:
Keepinginmindthesefivepointscrossculturalcommunication
andbondscanbestrengthenedtohigherlevelsofsuccess.

Ten Tips for Cross Cultural Communication

1)Be lucid
2) Oneatatime
3) Evadeoffputtingqueries
4) Taketurns
5) Notedown
6) Becompassionate
7) Verifygist
8) Shunjargon
9) Stareatthehumor
10)Maintainetiquette

Hurdles to Cross Cultural Business Communication

International businesses are facing new challenges to

their internal communication structures due to major
reforms brought about through internationalization,
downsizing, mergers, acquisitions and joint ventures.
Lack of investment in cross cultural training and language
tuition often leads to deficient internal cohesion. The loss
of clients/customers, poor staff retention, lack of
competitive edge, internal conflicts/power struggles, poor
working relations, misunderstandings, stress, poor
productivity and lack of co-operation are all by-products
of poor cross cultural communication.

obstaclestocrossculturalcooperation:

LackofCommunication
Language
Culture
CompanyCulture

Six Stepladder for Intercultural Communication

The world that we live in is defined as an extremely

complex one because it is mixed with a wide variety of
cultures, faiths and languages. For the success of the
business world one of the inevitable part is the
intercultural communications.
Effective communication between the team members of a
particular team from different cultural backgrounds
ensures its work melodiously.
The following six steps are the basic batons which all
teams should be aware about to ensure rather than a
barrier culture becomes a guide for affirmative
progression

1. Break assumptions
2. Empathize
3. Involve
4. Discourageherdmentality
5. Avoidnumbbehaviors
6. Beshrewd

Intercultural Communication
Tips

Working across cultures is a new experience for many people.

Intercultural
communication can be a dynamic and creative affair but occasionally
due to
the inability to interpret people correctly it can be a challenge.
Building an
understanding of other people's cultures, their communication styles
and behaviors can go a long way in improving relationships and being
more successful in an intercultural environment.
Even without trawling through lots of books, articles or even taking
part in an
intercultural communication workshop it is possible to implement
some basic
principles to help improve one's intercultural communication skills.
The following intercultural communication tips are provided to help
people working in international and multicultural environments get
some basic insight into dealing more effectively with people and not
letting culture become an issue

1. BePatient:
2. EstablishRules:
3. AskQuestions:
4. Respect:
5. TheWrittenWord:
6. Time:
7. Humor:
8. AlwaysCheck:
9. BePositive:
10. SelfReflect:

Leading Change: What does Change Mean to You?

The other day I heard a senior leader say: More than ever we live in times of c
Our organization will have to face the fact that what was will disappear. We will
to adjust and reinvent ourselves or we will be pushed aside and others will take
place.
True, we live in times of change. But, do we face more change than ever before
that true? Many of us like to believe that. Yes, Globalization, rising of the BRIC
countries and other emerging economies, technological innovation, social medi
name a few, they all have a strong impact on organizations and societies. And
companies are facing a lot of changes. And yes, these changes can cause
uncertainty, and temporary chaos and disruption. But is it actually worse than
before?

Why then do leaders experience difficulties in leading change? Why

do leaders
perceive the changes of today as more complex compared to before?
A big part of the answer can be found in the fact that the
technological evolution in the world shows an exponential growth.
During our grand parents lives there was a great technical evolution,
during our lives even more, and in our childrens lives this evolution
curve will still grow steeper. The impact of this technological progress,
its consequences and its possibilities are huge. The speed of change
has increased and the time for companies, leaders and employees to
respond and adjust to it seems to be shorter and shorter.

Lets put it in more black and white terms: you find two kinds of leaders,
those who lead change as a continuous learning experience versus those who
do not yet. And their mental models are reflected in the successes their
people achieve. A difference between two kinds of leaders:
Those who see change as being continuous versus those who see it as a
one-off assignment
Those who see their success as something temporary versus those who are
fighting to keep it
Those who believe everything is possible versus those who believe their
future depends on the past
Those who let change evolve versus those who hide in procedures to keep
everybody between the lines
Those who see live as non-stop learning experience versus those who
believe they
have reached their destination and dont want to move anymore
Those who keep their teams alert for change versus those who let their
teams nod
off
Those who see resistance to change as fuel for dialogue, improvement and
insight versus those who regard it as disturbing and annoying
Those who radiate energy and personal motivation versus those who show
fatigue and negative emotions
Those who believe they can gain something versus those who believe they
will lose something

Leading Change: How Great Leaders Deal with Criticism

We live in times of change. Shifting powers between West and East,

technological
evolutions, emerging countries and changing economic landscapes,
financial
systems that are under severe pressure, new innovative companies that
change
market places.
As I described in an earlier post these times demand from leaders to be able
to deal with exponential change. Also interesting to read is John Kotters
recent article in Forbes Can you handle an exponential rate of change?
As part of my work I am especially interested to observe how leaders
nowadays behave, communicate, make decisions, inspire and motivate
others under these
circumstances. A variety of successful and less successful behaviors can be
witnessed. Several qualities distinguish the great leaders from the not so
great
leaders, but there is one specific quality that is often overlooked or
underestimated, and that is how great leaders deal with criticism.

Todays leaders are dealing with an exponential change rate, and

with information and communication channels that are easier
accessible, faster and more widespread than ever before.
Leaders are exposed to external influences and pressures that
are less predictable and more quickly come and go. Leading
change requires leaders to cope with this higher level of
complexity. It also means that they, as part of their job, will
almost inevitably face criticism in many occasions.
Great leaders are aware of this and deal with criticism
constructively. They see it as a normal part of their role and they
approach it with an open mind. They have a fundamental and
positive impact on the change, precisely because they deal with
criticism effectively.
Look around you and you see numerous examples of leaders
dealing with criticism. Maybe yourself are facing criticism.
Observe closely how great leaders show some specific leadership
traits when dealing with criticism. I made a list of 6 specific traits
that stick out:

1)
2)
3)
4)
5)
6)

Donttakeitpersonally
Usecriticismasfuelforimprovement
Makecomplexityunderstandabletoothers
Communicateclearvalues
Admityourmistakes
Engagecriticsandkeeptheminformed

Greatleadersdontpushawaycritics,theypullthemaboard.

Cross Cultural Presentation

Understandinginterculturaldifferencesisdecisivein
ensuringsuccessfulinterpersonalcommunication.
Interculturalawarenessgoesalongwayineliminating
misunderstandingscausedbyinterculturaldifferences.
Resultantlyitimprovesbusinesspotential.Intercultural
awarenessisinevitableinbusinesspresentation.Business
personnel,whohavetodeliverpresentationsregularlytoan
audiencefroma
differentculture,havetoconsiderthefollowingfactorsfor
successfulpresentationwhichwillultimatelyhavea
bearingontheirbusiness

Language:
BodyLanguage:
Time:
Emotions:
StyleofPresentation:
UseofTechnology:
Content:
AudienceParticipation:

Cross Cultural Advertising

Cross Cultural Advertising

Cross cultural communication helps in bringing the people of

different cultures closer and to understand each others culture.
Cross cultural solutions are applied in Human Relations, foreign
trade etc. Cross cultural advertising requires Cross cultural
communication solutions. The aim of advertising is to make the
customer know how good a product is for the society. However
before starting a campaign in another country, it is a must to
know the culture of that country in detail.

Language:
CommunicationStyle:
CulturalValues:

negotiators and sales personnel give themselves an advantage over

Cross
Cultural Negotiation
competitors.
There is an argument that proposes that culture is inconsequential to cross
cultural
negotiation. It maintains that as long as a proposal is financially attractive it
will
succeed. However, this is a nave way of approaching international business.
Let us look at a brief example of how cross cultural negotiation training can
benefit the international business person:
There are two negotiators dealing with the same potential client in the Middle
East.
Both have identical proposals and packages. One ignores the importance of
cross
cultural negotiation training believing the proposal will speak for itself. The
other
undertakes some cross cultural training. He/she learns about the culture,
values,
beliefs, etiquette and approaches to business, meetings and negotiations.
Nine times
out of ten the latter will succeed over the rival. This is because 1) it is likely
they would
have endeared themselves more to the host negotiation team and 2) they
would be
able to tailor their approach to the negotiations in a way that maximises the
potential

EyeContact:
PersonalSpace&Touch:
Time:
GiftGiving:
Meeting&Greeting:

Techniques for Resolving Cross-Cultural Disputes

From a business perspective it's valuable to have a workforce that is
representative of the communities in which you do business.
If you are a local business, and do most of your sales to a homogeneous
client base,
the need for cross-cultural representation in the workforce may be less than if
you are a large international/ interstate company that sells its products
across cultural lines.
Though this may be true, it is important to understand the benefits of cultural
representation.
The value of cross-cultural representation in your workforce is that it adds to
your
ability to understand the product and marketing needs of your potential
customers.
Just like Mel Gibson in What Women Want, it is very difficult for those outside
a
gender, or cultural group, to know the needs of others.
Though it is always dangerous to generalize when discussing specifics, it is
important to understand the potential for disputes to arise in our multicultural work environment. These disputes may involve the ordinary disputes
that we as humans get ourselves into, and they may include those that are

Techniques

1. Don't assume all disputes that involve people of

different
cultures, have a cultural component.
2. Provide a thorough explanation of the dispute
resolution
process. Never assume that what you are saying is
being
understood.
3. If feasible, draft documents in the language of all
parties.
4. Provide for, or allow for, the use of interpreters.
5. Respect the other person's point of view.

6. Ask for frequent expansion on points that you are unfamiliar with,
especially if they
relate to cultural issues.
7. Investigate the cultural norms of the people that are involved in the
dispute.
It could be a matter of misunderstanding. This is also useful for validating
cultural claims.
8. Confront cultural discrimination in the workplace and show no tolerance for
it.
9. Highlight the presence of the various cultures at your work and foster
understanding through cultural events. Tolerance is built on understanding.
10. Recognize and investigate the cultural differences in the use of body
language,
emotions and problem solving.

11. Create opportunities for the parties to validate the concerns of

each other.
This includes the recognition and constructive expression of
differences.
Likewise, cultural similarities should be creatively sought out
and highlighted.
12. Educate those from other cultures on the values and norms of
our society, so as to diminish the potential for culture clash.
13. Be patient, flexible and willing to learn.
14. Be creative in fashioning solutions. Think out of the box and
encourage input on how things are done "over there".

Effective Multi-Cultural International Business Meetings

Of the many areas in international business where cultural
differences manifest is in the corporate meeting room.
International meetings are an area where differences in cultural
values, etiquette, interpretations of professional conduct and
corporate rules are at their most visible and challenging to
control.
In international business meetings, cultural differences between
professionals can and do clash. Although it cannot always be
avoided, the negative effects of cultural differences can be
minimized with careful and effective planning, organization and
consideration prior to meetings.
Culture influences what we do, say, think and believe. Culture is
different in different
countries and contexts. In the context of international business
it affects how people
approach, perceive and contribute towards meetings. A few
examples include

Time
Hierarchy
The Purpose of Meetings
Meeting Etiquette and Mannerisms
Expectations of Meetings

Take a Relaxed Approach to Meetings

Group Sizes in Meetings

Multi-Cultural Meetings
A major mistake made when dealing with diverse cultures in one
meeting room is to
suggest that those of similar backgrounds work, group or be seated
together. Rather
than allow for greater fluency in the meeting this will have the
opposite affect. Once
cosy in their cultural groups, participants will slip into their cultural
patterns. It is vital
you mix up your meeting. The additional benefit to this approach is
that it allows for
cross cultural interpersonal relationships to develop, strengthening
staff bonds.

International Business

Doing business around the world has been streamlined with

telephone calls, e-mails and video conferences. But the importance of
a personal meeting with associates and clients will never be replaced
by modern technology.
At times the meeting will be between, or among, trusted colleagues
who have done business together for years. At other times, a first
meeting will be taking place with the hope of establishing a beneficial
and rewarding relationship.
When a meeting is scheduled with people from other cultures, its
wise to be
cognizant of that cultures protocol. To establish a professional tone
for the meeting and make a good first impression, become familiar
with the standard greeting for the country, or the cultural group
within the country, you will be meeting.

The handshake is used as a greeting throughout the world. In

western countries its the standard, and in other countries it has
replaced the more traditional greeting. For countries that may
use the handshake, in addition to a traditional greeting, it is nice
to know both. Then, when greeting the other person, pause and
wait for a clue as to which greeting you should use.
Men are safe in extending a hand to another man. However, the
rules may change when a man greets a woman; or a woman
greets a man, or even another woman. Following are several tips
that will simplify the greeting and give you some helpful
information.

France, Guatemala, and Japan have more limp handshakes Singapore has
a longer handshake (10+ seconds)
Women should be the first to offer a hand for a handshake in New
Zealand, Singapore, South Korea, or Taiwan
In South Korea, more respect is shown by cupping your left hand under
your right forearm, as if supporting your right forearm during the hand
shake
A traditional bow may be used in China, Hong Kong, or Japan Traditional
greeting in India is namaste -place the hands in a praying position, palms
together with the fingers just beneath the chin, bow and say namaste
Traditional greeting in Thailand places the hands, palms together, in front of
the
chin, bow the head to touch the top of the fingers, and say Sawasdee - the
word
that means Good Luck
Women may greet other women by patting the right forearm or shoulder
in
Chile, Costa Rica, El Salvador, Honduras, Mexico, Nicaragua, or Panama
Countries with Hindu and Muslim religions forbid public contact between
men and
women. When in these countries, follow your hosts cue to determine if
religious
tradition will be followed.
Women should wait for a man to offer his hand first in a Hindu or Muslim
country,
If a western handshake is going to be used

Cross Cultural Gift Giving Etiquette

Within the interdependent, global and multi-cultural marketplace of

the 21st century, cross cultural differences in the approaches to and
practices of business people across the world are important to learn.
A lack of cross cultural understanding can lead to
misunderstandings which may result in offense. Cross cultural
awareness and an understanding of foreign etiquette is important
for today's globe-trotting business person.
One area of importance in cross cultural awareness is in the
different gift giving etiquettes of the world. Understanding gift
giving and the etiquette surrounding it can help international
business people cement better relationships with foreign
colleagues, clients or customers.

Cross cultural gift giving etiquette involves considering the following

points:
Who is receiving the gift? Is it a person or a group? What is the status
of the receiver(s)?
What types of gifts are acceptable or unacceptable?
What is the protocol associated with gift giving and receiving? Should
gifts be reciprocated?

Gift Giving Etiquette in China

It is the proper etiquette for gifts to be exchanged for celebrations, as
thanks for
assistance and even as a sweetener for future favours.
It is however important not to give gifts in the absence of a good reason or
a witness.
When the Chinese want to buy gifts it is not uncommon for them to ask
what you
would like.
It would be wise to demonstrate an appreciation of Chinese culture by
asking for
items such as ink paintings or tea.
Business gifts are always reciprocated. Not to do so is bad etiquette. When
giving
gifts do not give cash.
Do not be too frugal with your choice of gift otherwise you will be seen as
an
'iron rooster', i.e. getting a good gift out of you is like getting a feather out
of
an iron rooster.
Depending on the item, avoid giving one of something. Chinese philosophy

Gift Giving Etiquette in Japan

Gift-giving is a central part of Japanese business etiquette.
Bring a range of gifts for your trip so if you are presented with a gift you
will be able to reciprocate.
The emphasis in Japanese business culture is on the act of gift-giving not
the gift itself.
Expensive gifts are common.
The best time to present a gift is at the end of your visit. A gift for an
individual
should be given in private.
If you are presenting a gift to a group of people have them all present.
The correct etiquette is to present/receive gifts with both hands.
Before accepting a gift it is polite to refuse at least once or twice
before accepting.
Giving four or nine of anything is considered unlucky. Give in pairs if
possible.

Gift Giving Etiquette in Saudi Arabia

Gifts should only be given to the most intimate of friends.
Gifts should be of the highest quality.
Never buy gold or silk as a present for men. Silver is acceptable.
Always give/receive gifts with the right hand.
Saudis enjoy wearing scent - itr. The most popular is oud which
can
cost as much as 1000 an ounce.
It is not bad etiquette to open gifts when received.

Cross Cultural Dining Etiquette

A lack of cross cultural awareness can result in misinterpretations which may

cause offense. Such outcomes may end in your reputation being tarnished
and your
business objectives impacted. Cross cultural understanding and appreciation
of
foreign etiquette is important for today's globe trotting business person to
avoid such negative repercussions.
One area of importance in cross cultural awareness is the different dining
etiquettes of the world. Understanding dining etiquette can help international
business people polish their conduct and behavior while dining or
entertaining.

Cross cultural dining etiquette involves considering the

following points:
Seating - is there a protocol as to who sits where? Should one wait to be
seated?
Is it acceptable etiquette for men/women to sit next to one another?
Eating - what utensils, if any, are used? Is it a knife and fork, hands or
chopsticks?
Is there any etiquette around using them?
Body language - how should one sit? Is it bad etiquette to rest elbows on
the table?
If seated on the floor what is the correct position?
Conversation - is the meal the proper place to engage in conversation?
If so, is discussing business appropriate?
The food - what foods are common to eat? Is it good etiquette to
compliment
the cook and how?
Does one finish everything on the plate? Is it polite to ask for more.
Home/restaurant - what differences in etiquette or protocol would there be?
Does one take a gift to the home? Who pays the bill at a restaurant?

Dining Etiquette in Germany:

It is good etiquette to remain standing until shown where to sit.
Table manners are continental - fork in left hand and knife in right.
Do not begin eating until the host signals to do so.
It is bad etiquette to rest elbows on the table.
Try and cut food with the fork as it compliments the cook by
showing
it is tender. Everything should be eaten on the plate.
Indicate you have finished by lying the fork and knife parallel across
the right hand side of the plate.

Dining Etiquette in Japan:

An honored guest sits at the centre of the table furthest from the door and
begins eating first.
Learn to use chopsticks - never point them, never pierce food with them,
rest them on the chopstick rest when breaking for drink or chat.
It is good etiquette to try a bit of everything. Conversation is subdued.

Dining Etiquette in Turkey:

Meals are a social affair. Conversations are animate and loud.
The head of the family or honored guest is served first.
It is good etiquette to insist the most senior is served first instead of you.
Asking for more food is a compliment.
If taken to a restaurant, Turkish dining etiquette has strict rules that the
one who extended the invitation must pay.

Dining Etiquette in the USA:

The fork is held in the right hand and is used for eating.
To use the knife, the fork is switched to the left hand. To continue eating,
the fork is switched back to the right hand.
If you are more comfortable eating in the Continental manner it will not
offend
anyone. Foods or drinks can be refused without causing offense.
Many foods are eaten by hand.
Dining Etiquette in the Middle East:
Guests are honored with prime choice of meats - head, eyes, etc. Eaten with
right
hand only.
Meat is torn by holding down the piece against the dish and ripping off a
desired
amount with forefinger and thumb pressed together
Rice is scooped up.
Do not be afraid of making a mess.
If you are finished leave food on your plate otherwise it will be filled
immediately.
It is proper etiquette to compliment the host on the food and his hospitality.

Cross Cultural Business Blunders

American Motors tried to market its new car, the Matador, based on the
image of
courage and strength. However, in Puerto Rico the name means "killer" and
was
not popular on the hazardous roads in the country.
Leona Helmsley should have done her homework before she approved a
promotion that compared her Helmsley Palace Hotel in New York as
comparable
to the Taj Mahal--a mausoleum in India.
When Pepsico advertised Pepsi in Taiwan with the ad "Come Alive With
Pepsi"
they had no idea that it would be translated into Chinese as "Pepsi brings
your
ancestors back from the dead."

The fast food giant McDonald's spent thousands on a new TV ad to

target
the Chinese consumer. The ad showed a Chinese man kneeling
before a
McDonald's vendor and begging him to accept his expired discount
coupon.
The ad was pulled due to a lack of cultural sensitivity on McDonald's
behalf.
The ad caused uproar over the fact that begging is considered a
shameful
act in Chinese culture.
Pepsodent tried to sell its toothpaste in Southeast Asia by
emphasizing that it
"whitens your teeth." They found out that the local natives chew
betel nuts to
blacken their teeth which they find attractive.
In Italy, a campaign for Schweppes Tonic Water translated the name
into "Schweppes Toilet Water."

FEDEX (Federal Express) wisely chose to expand overseas

when it discovered the domestic market was saturated. However, the
centralized or "hub and spoke" delivery system that was so
successful domestically was inappropriate for overseas distribution.
In addition, they failed to consider cultural differences:
In Spain the workers preferred very late office hours, and in Russia
the
workers took truck cleaning soap home due to consumer shortages.
FEDEX finally shut down over 100 European operations after $1.2
billion
in losses.
A cologne for men pictured a pastoral scene with a man and his
dog.
It failed in Islamic countries dogs are considered unclean.
An American oil rig supervisor in Indonesia shouted at an employee
to
take a boat to shore. Since it is no-one berates an Indonesian in
public,
a mob of outraged workers chased the supervisor with axes.

A soft drink was introduced into Arab countries with an attractive

label that
had stars on it--six-pointed stars. The Arabs interpreted this as proIsraeli
and refused to buy it. Another label was printed in ten languages,
one of
which was Hebrew--again the Arabs did not buy it.
The concept of Big Brother was somehow taken to the Middle East.
The show was pulled of the air after its first few episodes due to
public
protests and pressure from religious bodies stating the show's
mixed
sex format was against Islamic principles.
A company advertised eyeglasses in Thailand by featuring a variety
of
cute animals wearing glasses. The ad was a poor choice since
animals
are considered to be a form of low life and no self respecting Thai
would
wear anything worn by animals.

A Japanese manager in an American company was told to give critical

feedback to a subordinate during a performance evaluation. Japanese
use high context language and are uncomfortable giving direct feedback.
It took the manager five tries before he could be direct enough to discuss t
he poor performance so that the American understood.
One company printed the "OK" finger sign on each page of its catalogue. In
many
parts of Latin America that is considered an obscene gesture. Six months of
work
were lost because they had to reprint all the catalogues.
A golf ball manufacturing company packaged golf balls in packs of four for
convenient purchase in Japan. Unfortunately, pronunciation of the word
"four" in
Japanese sounds like the word "death" and items packaged in fours are
unpopular.
In a Belgrade hotel elevator: To move the cabin, push the button for wishing
floor.
If the cabin should enter more persons, each one should press a number of
wishing
floor. Driving is then going alphabetically by national order.

A sales manager in Hong Kong tried to control employee's

promptness at work. He insisted they come to work on time instead
of 15 minutes late. They complied, but then left exactly on time
instead of working into the evening as they previously had done.
Much work was left unfinished until the manager relented and they
returned to their usual time schedule.
A US telephone company tried to market its products and services
to Latinos
by showing a commercial in which a Latino wife tells her husband
to call a
friend, telling her they would be late for dinner. The commercial
bombed
since Latino women do not order their husbands around and their
use of time
would not require a call about lateness.

Cross Cultural Taboos

Never touch the head of a Thai or pass an object over it. The head is
considered
sacred in Thailand.
Avoid using triangular shapes in Hong Kong, Korea and Taiwan.
It is considered a negative shape.
The number 4 is means Death in Japan and China.
The number 7 is considered bad luck in Kenya, good luck in Czech
Republic
and has magical connotation in Benin, Africa.
Red represents witchcraft and death in many African countries. The number
10 is bad luck in Korea.
Green is considered to be the all in all color in Islamic countries. In
Communist countries it is the Red.
The Japanese consider Black as unlucky.
In USA and UK 13 is considered as an inauspicious number.

Certain Japanese Airways avoid seat numbers 4 and 9.

Chinese Cultures:
Red is a lucky color; pink and yellow represent happiness; and the
number 8 is the luckiest number. The colors black, white and blue
and the #4, or four of anything, are negatively associated with death
or funerals.
Also included in this category are clocks, handkerchiefs, and straw
sandals. Sharp objects like knives or scissors represent a severing of
a friendship or relationship- including a business relationship.

Japanese Cultures:
In Japan symbolism is important. A gift with a pair of items is
considered lucky, but sets of four or nine are unlucky. Plus, the
number 4 also means death; and the color red is associated with
funerals, so dont give a pen with red ink, and dont write out a card
using red. Books arent appropriate; and sharp objects like knives,
scissors, and letter openers symbolize severing a relationship.
Latin Cultures:
Items associated with death or funerals that wouldnt be used include
handkerchiefs, and yellow, red or white flowers. As in other cultures,
sharp objects such as knives or scissors should never be given, since
they represent a severing of a relationship