The document provides an overview of business culture in the USA. It discusses the scientific approach Americans take to business, with constant analysis and assessment of processes. This leads to an environment of constant change and employee mobility. Meetings are aggressive with direct confrontation and debate valued over diplomacy. Presentations are an opportunity to impress. Teams are temporary and focused on goals, with enthusiasm and commitment expected. Communication is also direct and to the point. Dress codes vary widely by region.
Business Communication in the United States - "Time is Money"Upamanyu Acharya
油
The document discusses key aspects of business culture in the United States. It outlines that Americans value a strong work ethic, individual initiative and merit-based achievement. As a result, there is often long work hours and a clear distinction between management and subordinates. Meetings and time are also highly valued in American business - meetings start promptly and lateness is seen as disrespectful. Informality, direct communication and assertiveness are also characteristics of American business interactions and culture.
Cultural differences can significantly impact business negotiations. Understanding a partner's culture is important, as cultures influence personal behaviors and styles of interaction. Some key differences that can affect negotiations include attitudes towards time, decision making processes, communication styles, and the appropriate way to exchange business cards. While generalizations about cultures should be avoided, being aware of cultural norms in countries like China, Japan, the US, France, Italy, and Germany can help businesspeople navigate interactions and avoid misunderstandings. Researching a partner's culture in advance and remaining sensitive to cultural behaviors and rituals is advised.
Powerful communication strategies briding the gender & generational gap...Brian Smith - PLD
油
This document outlines a seminar on powerful communication strategies for bridging gender and generational gaps. The seminar goals are to understand how one's own behavior affects others, respect individual differences, communicate more effectively, improve relationships, and motivate others. The seminar discusses emotional intelligence, understanding different behavioral styles like dominant, interpersonal, steady, and conscientious. It provides tips for relating to different styles and emphasizes developing good communication habits to achieve good results.
This document provides guidance on marketing a mediation practice. It discusses the challenges of getting people to choose mediation over litigation and emphasizes garnering trust through emotional appeals. It suggests emphasizing personal contact and targeting people's worst fears to help them feel empowered through mediation. The document then provides tips for mediators on getting their name out through client referrals, networking, developing external partnerships, and finding advocates to introduce them to prospective clients.
For Indian professionals - Learn how to adapt your behavior to work effectively with Americans by tuning your Communication, Meeting Management and Documentation (CMD).
The document repeats the phrase "United States of America" 20 times. It focuses exclusively on referencing the country known as the United States of America without providing any additional context or information.
Two-factor authentication (2FA) provides an additional layer of security beyond just a password. It uses two separate pieces of identifying information to verify a user's identity, such as something they know (a password) and something they have (a one-time security code). 2FA helps protect users and accounts from unauthorized access even if a password is compromised. It is recommended for authenticating users when accessing accounts from unknown devices, creating new accounts, or accessing secure servers or sales leads. The benefits of 2FA include that it is difficult for hackers to break, most people have mobile phones to receive security codes, and it does not require internet access for the user.
The document provides an overview of key aspects of U.S. culture and business practices. It discusses that the U.S. is a multicultural society that emphasizes individualism, equality and a low-context communication style. In business, Americans value punctuality, adhere strictly to deadlines, and distinguish work from personal relationships. Proper etiquette includes a firm handshake, maintaining eye contact, and addressing colleagues formally until given permission to use first names. Gift giving to business counterparts should be avoided unless solicited.
Americans value independence and self-reliance due to their geography and history of immigration. In negotiations, they prefer direct, candid communication and taking firm positions early on. Decision making is often individual and fast-paced to respect the value of time. While relationships are only moderately important, establishing trust is key. Regional differences exist but diversity is tolerated.
This presentation offers definitions of National and Corporate Culture and shows where, when and why they are important in establishing successful international partnerships. The same principles around Corporate Cultural Differences apply in domestic JVs and M&As.
This document discusses Geert Hofstede's model of cultural dimensions which identifies five dimensions along which national cultures can be compared: uncertainty avoidance, masculinity vs femininity, individualism vs collectivism, power distance, and long-term vs short-term orientation. It provides descriptions and examples of each dimension. It also gives tips for intercultural business communication based on where a culture falls on each dimension. The conclusion cautions against stereotyping and notes each dimension simplifies complex cultural variations.
This document discusses the importance of understanding cultural differences between the United States and China when conducting business. It provides examples of how cultures vary in areas like ethical standards, interpersonal relationships, and communication styles. Specifically, Chinese culture places more emphasis on relationships and context than legal contracts. Americans view contracts as more binding and focus on specifics. The document stresses that respecting different cultural values is vital for business success across borders. Failure to understand these cultural foundations can damage relationships and lead to ethical conflicts or business failures.
The document discusses six barriers to intercultural communication: anxiety, assuming similarities instead of differences, ethnocentrism, stereotypes and prejudice, nonverbal misinterpretations, and language problems. It states that knowledge of intercultural communication allows people to communicate across cultures without prejudices and effectively conduct business anywhere in the world. Some key barriers are language, ethnocentrism, and stereotyping. To overcome these barriers, one needs to understand other languages and cultures without biases or prejudices.
The document provides an overview of cultural differences and strategic approaches to managing across cultures. It discusses Hofstede's model of cultural levels and four strategic predispositions: ethnocentric, polycentric, regio-centric, and geocentric. Key cultural differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries.
The document provides an overview of cultural differences and strategic approaches to conducting business across cultures. It discusses Hofstede's model of cultural levels and strategic predispositions like ethnocentric, polycentric, regio-centric, and geocentric approaches. Specific differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries. Cultural similarities across some regions are also noted.
The document discusses several topics related to culture and its influence on management and business practices internationally. It first covers the concept of culture and the required degrees of adaptation when working across cultures. It then summarizes typical American management styles and contrasts them with styles found in other parts of the world. The document also briefly touches on topics like gender bias, business ethics, and how culture can shape strategic thinking. Finally, it differentiates between relationship-oriented and information-oriented cultures.
Australia has a small population relative to its large land area, with most people living in urban areas. Australian business culture values egalitarianism, with non-hierarchical structures and an emphasis on equality. Meetings are less formally planned than in some other cultures, allowing for open debate and discussion to find solutions. Teamwork and collaboration are highly valued in Australian workplaces.
The Art of Modern Sales Management ASTD PressAnup Soans
油
Learn everything you need to know to be a top sales manager!
Sales management has changed dramatically in the past decade. With increasing globalization and many companies adding more virtual workers, the task of managing these diverse sales teams has become increasingly complicated. In a connected and evolving world it is hard to offer a definitive guide, but this book strives to sketch out a blueprint for managing performance in a changing sales landscape.
Each chapter is written by a sales professional and thought leader, many with experience as both a salesperson and as a sales manager. Learn from their experience and utilize the action plans at the end of each chapter to grow into a better leader for your team, whether they are down the hall or across the world.
Sales self perception social style & versatility profileAzvantageLLC
油
The Sales SOCIAL STYLE Self-Perception Profile measures a salespersons SOCIAL STYLE and Versatility using an online self-assessment. The profile report is unique to the roles and responsibilities of a sales professional and uses norms of other sales professionals. The Improving Sales Effectiveness with Versatility (ISEV) Concepts Guide is included with the profile.
MGM316-1401B-01Quesadra D. GoodrumClass Discussion Phase2.docxandreecapon
油
MGM316-1401B-01
Quesadra D. Goodrum
Class Discussion Phase2
Colorado Technical University
Professor: Edmund Winters
4/07/2014
In an ever-changing world, intercultural business communication is one of the most vital aspects of carrying out business in foreign countries. We are set up to fail if we enter into foreign business agreements blindly. In the absence of proper communication skills, cultural awareness comes into play knowing the culture in which we are dealing. All of your concepts you may have grown up with and ideas that you have formed beforehand need to be thrown away and cast to the side. Your concepts and ideas in these business meetings will only be as effective as your communication skills. If your communications skills are weak so will be your presentation of your projected business plan. If I was going to develop a training program on the same, my lesson plan would look as illustrated below:
I. Class Objectives: The goals or objectives for class include understanding how language affects intercultural business communications and learning about different cultures and how they communicate when conducting business activities.
II. Connection to Course Goals: The classs daily objectives will connect to the overall course goals by dealing with one topic at a time.
III. Anticipatory Set: What is usually involved in intercultural business communication and how should one behave if relocated to foreign countries such as United Arab Emirates, Mexico, China and Israel?
IV. Cultural Awareness
V. High vs. Low Context Cultures
VI. Language: Verbal vs. Non-Verbal
VII. Conversational Taboos
VIII. Interaction: Ethical/Unethical awareness
IX. Conclusion: connecting the objectives
My developed training program will help my students target and grasp the importance of the concepts listed and how they connect to one another. You will need to know a number of things regarding Cultural Awareness, High vs. Low Context Cultures, and Verbal vs. Non-Verbal, Conversational Taboos, and Interaction Ethical/Unethical awareness, and connecting the objectives. Low context language is where things are fully spelled out or made explicit where there is also considerable dependence on what is actually being said or written (Gibson, 2002). Western cultures tend to be inclined more toward low context language while Eastern and
Southern cultures are more inclined to use high context language (LeBaron, 2003).High context language is whereby communicators assume a great deal of commonality of opinions and knowledge so that not much is made explicit (Novinger, 2001). In other words, communication is in indirect ways. It is of crucial importance for business individuals venturing overseas to learn more about the business culture and etiquette present in countries such as Mexico, China, United Arab Emirates and Israel as they are not the same as the American business culture.
International Business Communication
Understanding other cultures tend to greatly enh ...
Cultures deal with failure differently. In the US, failure is seen as a learning experience, but it can still negatively impact individuals. In Japan, business failure severely damages one's reputation and career prospects. Germany also views failure unfavorably and aims to minimize risk. Islamic cultures and more conservative societies have little tolerance for failure. Attitudes are changing in emerging economies like India and the UAE as entrepreneurship increases. Discussing failure can help reframe it as a normal part of learning and growth rather than something to be ashamed of. Teams are more likely to fail without clear direction, accountability, collaboration and learning from mistakes. Pre-mortems and considering worst-case scenarios can help organizations plan for and learn from
Cultural Awareness: Self-Study Guide to Cross-Cultural CommunicationNeil Payne
油
Do you work across cultures? Cross-cultural communication is all about helping people better understand how to work smarter when working with people from different cultures, whether at home or abroad. This is a free self-study manual that covers the basics of cultural awareness with focus on how we communicate.
Avoid Bad Meetings: Understand Cultural Differences of Time, Hierarchy and De...DEI 360 Assessment
油
The meeting went poorly due to cultural differences in views of time, hierarchy, and decision-making among the leaders from different countries. The CMO was early according to their culture but the CEO was late based on their culture. The COO and CMO clashed over leadership roles due to their different views of hierarchy. When decisions were needed, the CIO favored short-term solutions per their culture while the CMO focused on long-term, and no resolution was reached due to the desire for consensus from the CEO and CFO based on their cultures. Being aware of these common differences in different cultures could have prevented the conflicts and allowed for a more productive meeting.
Avoid Bad Meetings: Understand Cultural Differences of Time, Hierarchy and De...Centerfor HCI
油
Cultural awareness comes from learning about other cultures, with a sincere effort to understand them. There is a need to understand cultural differences in time, hierarchy, and decision-making.
Leadership Style Assessment Results
Your assessment results show that you have the characteristics of these types of leaders:
Ambassador your score is油21油油points out of 25
Advocate your score is油19油油out of 25
People Mover your score is油19油油out of 25
Truth-Seeker your score油21油油out of 25
Creative builder your score is油18油油out of 25
Experienced guide your score is油21油油out of 25
See the sections below for more detail on your natural roles and some suggestions for油next steps.
Ambassador
Ambassadors instinctively know how to handle a variety of situations with grace. They tend to be the people diffusing nasty situations. The ones getting involved in conflicts on behalf of broad constituencies, as opposed for their own benefit. They are apt to be persistent in a gentle way -- to be persuasive and at the same time respectful.
An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and development frameworks with the result that employees understand and accept the new order easily.油
Advocate
Advocates instinctively act as the spokesperson in a group. They tend to be articulate, rational, logical, and persuasive. They also tend to be relentless (in the positive sense of the word), championing ideas or strategic positions. Advocates tend to use both linear and non-linear approaches when they argue a point.
Top managers who are natural Ambassadors may do very well at navigating through rough waters. But for Advocates, being in rough waters is part of the reason they revel in their work. (Many Advocates tend to see things in black and white only. Advocates very often need Ambassadors on their senior management teams -- to help them temper their messages and persuade employees to buy into their decisions.)
People Mover
Think: Talent-spotter, career-builder, motivator, someone with parental, nurturing qualities. People Movers instinctively take the lead in building teams. Theyre also instinctive mentors. They generally have large contact lists; they are always introducing new people to new ideas and new paths. Theyre also generally mindful of their employees lives outside of work; they view performance through the larger lens of potential.
There is a certain holiday card joy that comes with being a People Mover; when people continue to update you on their progress because they know youll care, even if you have nothing in common with them and are effectively out of touch with them, you know youre a People Mover.
Truth-Seeker
Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high standard. This is the only role for which there is a prerequisite; Truth-Seekers are unfailingly competent in their field; their competence is unquestioned.
Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and policies. They act to preserve the integrity of processes. The ...
Communication and conflict resolution skillsQatar Charity
油
This document discusses communication, conflict resolution, and negotiation skills for leaders. It covers topics like inspirational speaking, listening, nonverbal communication, dealing with cross-cultural barriers, conflict management styles, and negotiation techniques. The document provides guidance on developing strong communication abilities, handling disputes effectively, and gaining agreement through principled discussion. Overall, the document aims to equip leaders with interpersonal strategies for motivating others and resolving issues constructively.
Paper Presentation on Problems Related to Global Business due to Cultural Div...Sonali Srivastava
油
This document discusses problems related to global business due to cultural diversity. It examines differences in attitudes, behaviors, communication, and implications between cultures that can impact business decisions. Misunderstandings may occur when working with people from other cultures or marketing to customers with different cultural backgrounds. Successful global companies manage this issue effectively by understanding different cultural preferences and offering culturally appropriate products and services.
The document provides an overview of key aspects of U.S. culture and business practices. It discusses that the U.S. is a multicultural society that emphasizes individualism, equality and a low-context communication style. In business, Americans value punctuality, adhere strictly to deadlines, and distinguish work from personal relationships. Proper etiquette includes a firm handshake, maintaining eye contact, and addressing colleagues formally until given permission to use first names. Gift giving to business counterparts should be avoided unless solicited.
Americans value independence and self-reliance due to their geography and history of immigration. In negotiations, they prefer direct, candid communication and taking firm positions early on. Decision making is often individual and fast-paced to respect the value of time. While relationships are only moderately important, establishing trust is key. Regional differences exist but diversity is tolerated.
This presentation offers definitions of National and Corporate Culture and shows where, when and why they are important in establishing successful international partnerships. The same principles around Corporate Cultural Differences apply in domestic JVs and M&As.
This document discusses Geert Hofstede's model of cultural dimensions which identifies five dimensions along which national cultures can be compared: uncertainty avoidance, masculinity vs femininity, individualism vs collectivism, power distance, and long-term vs short-term orientation. It provides descriptions and examples of each dimension. It also gives tips for intercultural business communication based on where a culture falls on each dimension. The conclusion cautions against stereotyping and notes each dimension simplifies complex cultural variations.
This document discusses the importance of understanding cultural differences between the United States and China when conducting business. It provides examples of how cultures vary in areas like ethical standards, interpersonal relationships, and communication styles. Specifically, Chinese culture places more emphasis on relationships and context than legal contracts. Americans view contracts as more binding and focus on specifics. The document stresses that respecting different cultural values is vital for business success across borders. Failure to understand these cultural foundations can damage relationships and lead to ethical conflicts or business failures.
The document discusses six barriers to intercultural communication: anxiety, assuming similarities instead of differences, ethnocentrism, stereotypes and prejudice, nonverbal misinterpretations, and language problems. It states that knowledge of intercultural communication allows people to communicate across cultures without prejudices and effectively conduct business anywhere in the world. Some key barriers are language, ethnocentrism, and stereotyping. To overcome these barriers, one needs to understand other languages and cultures without biases or prejudices.
The document provides an overview of cultural differences and strategic approaches to managing across cultures. It discusses Hofstede's model of cultural levels and four strategic predispositions: ethnocentric, polycentric, regio-centric, and geocentric. Key cultural differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries.
The document provides an overview of cultural differences and strategic approaches to conducting business across cultures. It discusses Hofstede's model of cultural levels and strategic predispositions like ethnocentric, polycentric, regio-centric, and geocentric approaches. Specific differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries. Cultural similarities across some regions are also noted.
The document discusses several topics related to culture and its influence on management and business practices internationally. It first covers the concept of culture and the required degrees of adaptation when working across cultures. It then summarizes typical American management styles and contrasts them with styles found in other parts of the world. The document also briefly touches on topics like gender bias, business ethics, and how culture can shape strategic thinking. Finally, it differentiates between relationship-oriented and information-oriented cultures.
Australia has a small population relative to its large land area, with most people living in urban areas. Australian business culture values egalitarianism, with non-hierarchical structures and an emphasis on equality. Meetings are less formally planned than in some other cultures, allowing for open debate and discussion to find solutions. Teamwork and collaboration are highly valued in Australian workplaces.
The Art of Modern Sales Management ASTD PressAnup Soans
油
Learn everything you need to know to be a top sales manager!
Sales management has changed dramatically in the past decade. With increasing globalization and many companies adding more virtual workers, the task of managing these diverse sales teams has become increasingly complicated. In a connected and evolving world it is hard to offer a definitive guide, but this book strives to sketch out a blueprint for managing performance in a changing sales landscape.
Each chapter is written by a sales professional and thought leader, many with experience as both a salesperson and as a sales manager. Learn from their experience and utilize the action plans at the end of each chapter to grow into a better leader for your team, whether they are down the hall or across the world.
Sales self perception social style & versatility profileAzvantageLLC
油
The Sales SOCIAL STYLE Self-Perception Profile measures a salespersons SOCIAL STYLE and Versatility using an online self-assessment. The profile report is unique to the roles and responsibilities of a sales professional and uses norms of other sales professionals. The Improving Sales Effectiveness with Versatility (ISEV) Concepts Guide is included with the profile.
MGM316-1401B-01Quesadra D. GoodrumClass Discussion Phase2.docxandreecapon
油
MGM316-1401B-01
Quesadra D. Goodrum
Class Discussion Phase2
Colorado Technical University
Professor: Edmund Winters
4/07/2014
In an ever-changing world, intercultural business communication is one of the most vital aspects of carrying out business in foreign countries. We are set up to fail if we enter into foreign business agreements blindly. In the absence of proper communication skills, cultural awareness comes into play knowing the culture in which we are dealing. All of your concepts you may have grown up with and ideas that you have formed beforehand need to be thrown away and cast to the side. Your concepts and ideas in these business meetings will only be as effective as your communication skills. If your communications skills are weak so will be your presentation of your projected business plan. If I was going to develop a training program on the same, my lesson plan would look as illustrated below:
I. Class Objectives: The goals or objectives for class include understanding how language affects intercultural business communications and learning about different cultures and how they communicate when conducting business activities.
II. Connection to Course Goals: The classs daily objectives will connect to the overall course goals by dealing with one topic at a time.
III. Anticipatory Set: What is usually involved in intercultural business communication and how should one behave if relocated to foreign countries such as United Arab Emirates, Mexico, China and Israel?
IV. Cultural Awareness
V. High vs. Low Context Cultures
VI. Language: Verbal vs. Non-Verbal
VII. Conversational Taboos
VIII. Interaction: Ethical/Unethical awareness
IX. Conclusion: connecting the objectives
My developed training program will help my students target and grasp the importance of the concepts listed and how they connect to one another. You will need to know a number of things regarding Cultural Awareness, High vs. Low Context Cultures, and Verbal vs. Non-Verbal, Conversational Taboos, and Interaction Ethical/Unethical awareness, and connecting the objectives. Low context language is where things are fully spelled out or made explicit where there is also considerable dependence on what is actually being said or written (Gibson, 2002). Western cultures tend to be inclined more toward low context language while Eastern and
Southern cultures are more inclined to use high context language (LeBaron, 2003).High context language is whereby communicators assume a great deal of commonality of opinions and knowledge so that not much is made explicit (Novinger, 2001). In other words, communication is in indirect ways. It is of crucial importance for business individuals venturing overseas to learn more about the business culture and etiquette present in countries such as Mexico, China, United Arab Emirates and Israel as they are not the same as the American business culture.
International Business Communication
Understanding other cultures tend to greatly enh ...
Cultures deal with failure differently. In the US, failure is seen as a learning experience, but it can still negatively impact individuals. In Japan, business failure severely damages one's reputation and career prospects. Germany also views failure unfavorably and aims to minimize risk. Islamic cultures and more conservative societies have little tolerance for failure. Attitudes are changing in emerging economies like India and the UAE as entrepreneurship increases. Discussing failure can help reframe it as a normal part of learning and growth rather than something to be ashamed of. Teams are more likely to fail without clear direction, accountability, collaboration and learning from mistakes. Pre-mortems and considering worst-case scenarios can help organizations plan for and learn from
Cultural Awareness: Self-Study Guide to Cross-Cultural CommunicationNeil Payne
油
Do you work across cultures? Cross-cultural communication is all about helping people better understand how to work smarter when working with people from different cultures, whether at home or abroad. This is a free self-study manual that covers the basics of cultural awareness with focus on how we communicate.
Avoid Bad Meetings: Understand Cultural Differences of Time, Hierarchy and De...DEI 360 Assessment
油
The meeting went poorly due to cultural differences in views of time, hierarchy, and decision-making among the leaders from different countries. The CMO was early according to their culture but the CEO was late based on their culture. The COO and CMO clashed over leadership roles due to their different views of hierarchy. When decisions were needed, the CIO favored short-term solutions per their culture while the CMO focused on long-term, and no resolution was reached due to the desire for consensus from the CEO and CFO based on their cultures. Being aware of these common differences in different cultures could have prevented the conflicts and allowed for a more productive meeting.
Avoid Bad Meetings: Understand Cultural Differences of Time, Hierarchy and De...Centerfor HCI
油
Cultural awareness comes from learning about other cultures, with a sincere effort to understand them. There is a need to understand cultural differences in time, hierarchy, and decision-making.
Leadership Style Assessment Results
Your assessment results show that you have the characteristics of these types of leaders:
Ambassador your score is油21油油points out of 25
Advocate your score is油19油油out of 25
People Mover your score is油19油油out of 25
Truth-Seeker your score油21油油out of 25
Creative builder your score is油18油油out of 25
Experienced guide your score is油21油油out of 25
See the sections below for more detail on your natural roles and some suggestions for油next steps.
Ambassador
Ambassadors instinctively know how to handle a variety of situations with grace. They tend to be the people diffusing nasty situations. The ones getting involved in conflicts on behalf of broad constituencies, as opposed for their own benefit. They are apt to be persistent in a gentle way -- to be persuasive and at the same time respectful.
An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and development frameworks with the result that employees understand and accept the new order easily.油
Advocate
Advocates instinctively act as the spokesperson in a group. They tend to be articulate, rational, logical, and persuasive. They also tend to be relentless (in the positive sense of the word), championing ideas or strategic positions. Advocates tend to use both linear and non-linear approaches when they argue a point.
Top managers who are natural Ambassadors may do very well at navigating through rough waters. But for Advocates, being in rough waters is part of the reason they revel in their work. (Many Advocates tend to see things in black and white only. Advocates very often need Ambassadors on their senior management teams -- to help them temper their messages and persuade employees to buy into their decisions.)
People Mover
Think: Talent-spotter, career-builder, motivator, someone with parental, nurturing qualities. People Movers instinctively take the lead in building teams. Theyre also instinctive mentors. They generally have large contact lists; they are always introducing new people to new ideas and new paths. Theyre also generally mindful of their employees lives outside of work; they view performance through the larger lens of potential.
There is a certain holiday card joy that comes with being a People Mover; when people continue to update you on their progress because they know youll care, even if you have nothing in common with them and are effectively out of touch with them, you know youre a People Mover.
Truth-Seeker
Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high standard. This is the only role for which there is a prerequisite; Truth-Seekers are unfailingly competent in their field; their competence is unquestioned.
Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and policies. They act to preserve the integrity of processes. The ...
Communication and conflict resolution skillsQatar Charity
油
This document discusses communication, conflict resolution, and negotiation skills for leaders. It covers topics like inspirational speaking, listening, nonverbal communication, dealing with cross-cultural barriers, conflict management styles, and negotiation techniques. The document provides guidance on developing strong communication abilities, handling disputes effectively, and gaining agreement through principled discussion. Overall, the document aims to equip leaders with interpersonal strategies for motivating others and resolving issues constructively.
Paper Presentation on Problems Related to Global Business due to Cultural Div...Sonali Srivastava
油
This document discusses problems related to global business due to cultural diversity. It examines differences in attitudes, behaviors, communication, and implications between cultures that can impact business decisions. Misunderstandings may occur when working with people from other cultures or marketing to customers with different cultural backgrounds. Successful global companies manage this issue effectively by understanding different cultural preferences and offering culturally appropriate products and services.
Paper Presentation on Problems Related to Global Business due to Cultural Div...Sonali Srivastava
油
Business in the_usa
1. Background To Business in The
USA
The USA
More than any other industrialised country, the United States has
adopted what could be labelled a 'scientific' approach to business.
Every aspect of commercial life is studied and analysed and this
scientific approach is both respected and acted upon. Far more
resource is available in the US for the study of the methodology of
business than in any other country and most new management
theory and doctrines have their origins in the States.
In the States everything is quantified and assessed. All processes,
even down to such issues as HR and Training are analysed in a
detailed manner and the results of this analysis carry weight with
decision makers.
This 'scientific' approach - the constant search for better, more
effective methods - has led to a business environment typified by the
presence of change as a constant factor. The most common response
to a changing environment is realignment of the organisation and
this, in turn, has produced a work force in a state of constant flux.
People leave, are fired or made redundant and then reappear in
another organisation. This sense of employee mobility should not,
however, be equated with a lack of loyalty to the employer for whom
you are currently working. Whilst working for the company you put
everything into the job and are totally committed.
American Meetings
When asked to describe meetings in the USA, a word which
Americans often use is 'aggressive'. This 'confrontational' approach,
(where openly and directly debating all the relevant issues even at
2. the expense of personal relationships is valued, ) is very alien to
those cultures who always put diplomacy and harmony at the heart of
their approach to meetings.
Of course, many cultures mistakenly see this direct approach
between colleagues as a sign of bitter, personal animosity which it
always invariably is not. It is endemic to the American approach to
communication in meetings and is seen as a positive step towards
addressing whatever the vital and pressing issues might be. Time
pressured, ambitious American business executives do not have time
for the vagueness, diplomacy and lack of focus which they perceive
as typifying meeting situations in such diverse cultures as the UK and
Japan.
Meetings often include formal presentations by one or more of the
participants and these presentations are a vital element in the
demonstration of professional competence. Thus, presentations
should not only be relevant and well researched but also delivered in
a positive, enthusiastic and committed manner. The meeting and
especially one in which a presentation has to be made, is seen as an
opportunity to impress important if personal success is to be
achieved.
American Teams
In the States, teams are groups of individuals brought together for
the moment to complete a given task or project. During the period
that the group is together, everybody is expected to be fully
committed to the common goals and to work with dedication and
purpose to ensure that those goals are achieved. It is important to
show enthusiasm for the project and to show belief in the ultimate
achievement of the objectives. cynicism is not really appreciated or
understood.
3. When the project is complete, the team will rapidly dissipate, its
members moving on the next task with equanimity. To break up a
team in the fluid employment environment of the USA is less
traumatic than in other group-oriented cultures where identity is
subsumed to the group. In the States, teams are expected to be
transitory in nature.
American Communication Styles
Communication styles in business in the States are determined by
many of the approaches to business we have already described
above. The desire to debate issues directly and openly leads
Americans to be seen by some cultures as aggressive and even rude.
Coded speech and verbosity is often seen as time wasting and in time
pressured corporate USA, that is a crime.
Thus, when an impasse is reached in meeting situations, the reaction
is often to address it directly and 但with feeling.但 This direct,
robust debate can often be viewed by more harmony seeking cultures
as signalling the breakdown of meaningful discussions and as the
signal to try to abandon the interaction - whereas in the States it is
seen positively and as a sign of definite progress.
Paradoxically, on first introductions, American can seem very friendly,
polite and solicitous of your well being which seems to be at odds
with the verbal behaviour exhibited half an hour later in the meeting.
This overt friendliness (Have nice day!, Hi, how are you doing? etc.)
should be taken for what it is part of the protocol of the language
and not as an attempt at establishing a life long friendship.
Although coded speech and over-verbosity are frowned upon, the
latest 但management speak但 is often to the fore in business
dealings which can make Americans sound extremely jargonistic
almost to the point of obscuring the real message.
4. Americans are much more open in conversation about private affairs
than many European cultures and the converse of this is that
Americans will often, quite naively, ask very personal questions at an
early stage in a relationship which may be perceived by some people
as intrusive. (但What do youmake?)
American Dress Code
Describing dress codes for men travelling on business in the States
can be a risky business. It is far more difficult to generalise on this
subject than for just about any other major industrialised nation.
Dress will vary from the formal, dark business suit, shirt and tie to
literally T-shirt and shorts.
One general dictum could be that the further West you are doing
business, the more likely you are to encounter informal dress in
business - but this is not always the case.
The best advice would always be to check before departure with
others who have visited your particular destination - failing that, take
a variety of types of clothes to meet all eventualities.
Dress code for women is as varied as that for men and the above
advice would hold true.
The USA
Top Tips on usa Business Culture
Tip 1
Americans value straight talking and 'getting to the point'.
Tip 2
5. Respect is earned through conspicuous achievement rather
than through age or background.
Tip 3
Self-deprecation is often misunderstood by Americans as a sign
of weakness. Sell your plus points.
Tip 4
Humour is frequently used in business situations but is unlikely
to be appreciated when matters become very tense.
Tip 5
Remember that time is money in the States - wasting people's
time through vagueness is lack of a sense of purpose which will
not produce good results.
Tip 6
Compromise is often sought - at the brink. This can often
equate to the end of a quarter or financial year.
Tip 7
Do not be offended by seemingly overly personal questions.
Tip 8
Dress code in the States is very variable - check on the
appropriate mode before departure.
6. Tip 9
Short-termism is endemic. Structure proposals to emphasise
quick wins rather than long-term objectives (although these
should also be included.)
Tip 10
You may encounter an 'American is best' view to doing things -
be prepared to counter this with quantitative and qualitative
counter- arguments.
Tip 11
Many Americans never leave the States. Be prepared for a
parochially American view of the world.
Tip 12
Enthusiasm is endemic in business. Join in. Do not exhibit a
jaundiced, 'old world' approach as this will be interpreted as
defeatist.
Tip 13
New is good. Change is ever present in American corporate life
and therefore so is the easy acceptance of new ideas, new
models etc.
Tip 14
Gift giving is unusual in the States and many companies have
policies to restrict or forbid the acceptance of presents.
7. Tip 15
Americans tend to work longer hours and take fewer days of
vacation than their European counterparts.
Tip 16
Try to be punctual for meetings - if you are late apologise.
Tip 17
Despite the seeming lack of hierarchy within an American
organisation, the boss is the boss and is expected to make
decisions and is held accountable for those decisions.
Tip 18
Americans often socialise with work colleagues outside the
office - and this often includes the family.
Tip 19
Titles are an unreliable guide to relative importance within an
organisation due to their proliferation.
Tip 20
Business is a serious thing in the States and it is important that
you are seen to be serious in your intent and commitment.