A brief about how to do business in different cultures. The statements are made out of interview with seniors about their experiences. Have a look at how does things carry on in different cultures from a business perspective.
Business communication in Chinese culture
When talking, maintain good posture and a quiet voice. Some Chinese will look others in the eyes, while some will not. Lowering the eyes is considered a sign of respect; direct eye contact may be considered too personal or even rude. The Chinese generally do not like being touched by strangers. Chinese are typically modest; in China one should always exhibit a humble spirit and never boast or exaggerate ones abilities. The Chinese believe humility to be a virtue; they will also investigate ones claims. Excessive hand gestures and facial expressions while communicating are not common. Chinese business negotiations nevertheless continue to be heavily influenced by the peoplecentric
philosophies of Confucius and Lao Tzu, and their core values of collectivism, honor, respect,
obedience, and harmonious relationships. Chinas unique guo qing adds another layer of complexity
to negotiating behavior by shaping the decision-making process politically and setting the tone for
doing business with foreigners. The western business practices admitted through Chinas open doorhave paved the way for smoother communication during business negotiations, albeit sometimes constrained by conflicting concepts or values.
The document discusses key aspects of Chinese business culture, including establishing relationships through referrals and personal connections that become social over time. It emphasizes respecting seniority when giving gifts or disagreeing with others, as well as striving for diplomacy, consensus, and repaying favors. Building long-term commitment and avoiding praising certain regional rivals are also advised.
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
The document provides advice and reflections on doing business in China. It discusses Chinese culture, business practices, and intercultural communication strategies. Some key points include the importance of preserving face, building guanxi or relationships, displaying hierarchy appropriately, and emphasizing harmony in business interactions. Understanding cultural dimensions and differences can help achieve success when working with Chinese partners or in the Chinese business environment.
This document provides an overview of business etiquette in Germany. It discusses greetings and handshakes, the importance of punctuality, thorough planning, and formality in business dealings. Dining etiquette emphasizes arriving on time, addressing people by last names, and following protocols for eating, drinking toasts, and cleaning one's plate. Business dress is conservative and understated. Business negotiations are hierarchical and detail-oriented, with strict adherence to schedules and protocols. Meetings require appointments in advance, and gift-giving observes cultural norms around certain flowers.
Presentation On Cross Cultural Communicationshubham1306
油
Cross-cultural communication between India and Italy requires an understanding of differences in areas like kinesics, oculesics, haptics, proxemics, and chronemics. Some key differences include:
- Italians use expressive hand gestures and kissing/hugging for greetings.
- Eye contact norms vary, and Italians may stare longer than Americans.
- Touching is more common and casual in Italy than countries like the US or Japan.
- Punctuality is less emphasized in Italy, and business meetings may start late.
Communicating across cultures effectively is important for business success. Cultural differences can lead to miscommunication if not properly understood. Culture refers to the shared ways groups understand the world and includes behaviors, beliefs, and practices. There are two major types of cultural differences that affect communication - differences in body language and differences in views of relationships regarding factors like time, space, intimacy, and emotions. Overcoming cultural barriers requires understanding these differences, communicating simply, continually checking for accurate understanding, and embracing diversity in the workplace.
Practicing proper Chinese business etiquette will greatly benefit you when expanding into new Chinese markets. To ensure your success with modern Chinese business transactions, be familiar with proper Chinese business etiquette. When you are confident in the proper Chinese business etiquette procedures, you will gain new partners and clients in this northern country that will bring success for your business. Easily impress your Chinese colleagues with your awareness of their values and your confidence in proper etiquette to further enhance your network across the Chinese market.
The document provides information on Chinese business etiquette and cultural customs, including the importance of concepts like "saving face", following hierarchical order, properly exchanging business cards, the preference for building consensus over quick decisions, and correct etiquette for dining meetings such as elaborate seating arrangements and not beginning the meal before the host. Proper respect for rank, seniority, and avoiding loss of face are paramount in Chinese culture.
Culture can be defined as the set of understandings shared by a community, including values, ideas, perceptions, and codes of conduct. This document discusses several aspects of culture, including value systems, norms, aesthetics, customs, and language. It provides examples of how different cultures approach concepts like eye contact, colors, and hygiene. The document also summarizes several models for understanding cultural dimensions, such as Hofstede's model of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity. Trompenaar's 7 dimensions model is also briefly outlined.
China has a population of over 1.3 billion people and a land area of over 9.5 million square kilometers. It has a diverse geography that ranges from tropical in the south to subarctic in the north. China has a developing market economy and is currently the world's second largest economy. Some of China's major industries include power, manufacturing, and automobiles. China's work culture varies regionally but is characterized by emphasis on relationships and respect for hierarchy and seniority. Meetings and business meals are important for building connections.
Negotiation involves discussion between two or more parties to reach an agreement. Intercultural negotiations are more complex due to the number of stakeholders from different cultures involved. Successful intercultural negotiation requires managers to gain specific knowledge about the negotiating parties, prepare to adjust to different cultural approaches, and find innovative solutions that satisfy everyone.
Located in East Asia, China is the world's most populous country with over 1.3 billion people. It has a land area of 9.6 million square kilometers and borders 15 countries. China has over 5,400 islands in its territory and brought its poverty rate down from 53% in 1981 to 8% by 2001. It is now the third largest importer and second largest exporter in the world.
Germany is a stable democracy and economic powerhouse known for companies like Mercedes Benz, BMW, and Lufthansa Airlines. Etiquette in Germany places strong emphasis on punctuality, formality, and respect for hierarchy. When greeting Germans, use formal titles like Herr or Frau followed by the last name, shake hands firmly, and be polite yet reserved. In business, thorough planning and adherence to schedules are expected, as are conservative dress and gift giving like chocolates or flowers. Dining etiquette involves standing until invited to sit and waiting for the host to start eating before beginning a meal.
Germany has a formal business culture where punctuality and strict adherence to protocols are expected. Handshakes are used for greetings and titles and last names are used for addressing people. Small talk is avoided and meetings have strict agendas focused on business. Dress is also formal for business functions. Some cultural taboos include Nazi symbols and rude hand gestures. Christianity is the largest religion.
The ppt describes cross cultural communication as an aspect of our business environment and notice the need of engagement of different cultures in a business scenario.
Doing Business in China:
1. China has a population of over 1.3 billion people and its capital is Beijing. Major cities include Shanghai, Beijing, Tianjin, Hong Kong, Wuhan, and Shenyang.
2. Business dress is conservative and revealing clothing for women is considered offensive. Handshakes may be offered but wait for the Chinese side to initiate. Being on time is important.
3. The decision making process can be slow and Chinese businesspeople may want to consult astrology or wait for an auspicious date. Develop an understanding of Chinese culture when doing business.
The document provides an overview of elements of culture including symbols, language, values, and norms. It then discusses cultural diversity and provides summaries of the cultures of China, Turkey, New Zealand, Australia, and India. Key elements discussed include Chinese New Year traditions, Maori greeting ceremonies in New Zealand, and public holidays in New Zealand.
The document discusses business etiquette practices around the world. It provides definitions of business etiquette and explains how etiquette varies significantly across cultures. For example, the meaning of certain hand gestures differs between countries like Germany, Japan, China, and the Mediterranean. The document also outlines etiquette practices for greetings, business cards, addressing individuals, dining, dress codes, and gift giving in countries like Germany, Japan, Turkey, the Middle East, UK, China, France, Italy, and more to illustrate important cultural differences in professional etiquette globally.
Japanese culture has deeply influenced modern business practices in Japan. Key concepts like "wa" (harmony), "kao" (face), and "omoiyari" (empathy and loyalty) emphasize avoiding conflict, maintaining relationships, and considering others. Traditional influences like Shintoism, Buddhism, and Zen also stress nature, cyclical change, and contrasting full vs. empty. Doing business successfully in Japan requires understanding these cultural influences and practicing proper etiquette like bowing, not using first names until invited, and avoiding confrontation.
The document discusses the seven dimensions of culture according to Trompenaars:
1. Universalism vs Particularism - whether rules or relationships take precedence. Universalistic cultures follow rules equally while particularistic cultures consider relationships and situations.
2. Individualism vs Communitarianism - whether people focus on themselves or the group. Individualistic cultures prioritize individual goals and communitarian cultures prioritize group goals.
3. Specific vs Diffuse - how separate work and personal lives are. Specific cultures keep them separate while diffuse cultures integrate them.
4. Affective vs Neutral - whether emotions are openly displayed. Affective cultures openly share feelings and neutral cultures keep feelings private.
This document provides information about business etiquette in Japan. It outlines appropriate attire, gift giving customs, communication styles, and tips for interactions and negotiations. Business attire is conservative. Gift giving is highly ritualistic. Maintaining harmony is prioritized over confrontation. Disagreement should be avoided, and apologies, gratitude, and respect are emphasized.
Final japanese culture presentation (Business Culture) + jacques aversoJacques Averso
油
This document discusses differences between Japanese and American business cultures. It notes that Japanese culture values caution, consensus, honesty and personal relationships, preferring face-to-face communication. American culture prioritizes independence, flexibility and a separation of work and personal life, preferring email and phone calls. The document provides tips for understanding each approach to avoid offense when working cross-culturally.
This document discusses culture shock and its various phases. It begins by defining culture shock as the psychological disorientation people experience when living in a markedly different culture. It then outlines the common symptoms of culture shock such as homesickness and excessive sleeping. The main part discusses the four phases of culture shock: the honeymoon phase, the negotiation phase, the adjustment phase, and the mastery phase. It also gives the example of "The Paris Syndrome" where Japanese tourists experience severe culture shock when visiting Paris. The document concludes with the author sharing their personal experience moving from Jordan to Switzerland.
Fons Trompenaars is a Dutch author known for his work on cross-cultural communication and management. He identified seven dimensions of national culture differences: universalism vs particularism, individualism vs communitarianism, specific vs diffuse, achievement vs ascription, neutral vs affective, sequential vs synchronic, and internal vs external control. The document provides definitions and examples of each dimension, such as how individualism values personal responsibility over group responsibility. It also discusses how these dimensions appear differently in cultures like Turkey, China, and the US.
The comparison between western and eastern cultureJuwita Yulianto
油
The document compares and contrasts Eastern and Western cultures across 15 dimensions. Some key differences include: Easterners tend to be more indirect and complex in arguments compared to straightforward Westerners. Easterners value family and social ties more so than individualistic Westerners. Easterners also prefer to avoid problems while Westerners tend to face problems directly. Both cultures have positive and negative aspects, and it depends on the individual how they embrace different cultural aspects.
A 101 Introductory presentation about Cross Cultural Communication. Many and more companies are working in different geographic locations and hire their staff on local level, this is part of the Globalization. Some, if not the major, obstacles that multinational companies meet are related to miss understanding the cultural differences. In this presentation I gave basics on what is all about and I draw some basic lines that must be developed and continued, to avoid cross cultural issues.
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 discusses business cultures and practices across different countries and regions globally. It provides details on advantages and disadvantages of international operations for multinational corporations. Specific sections summarize business norms in Mexico, Japan, Brazil, Germany, Egypt, China, India, and Nigeria. Challenges of globalization and competition from foreign firms are also addressed. The document emphasizes the importance for managers to understand cultural differences when conducting international business.
The document provides information on Chinese business etiquette and cultural customs, including the importance of concepts like "saving face", following hierarchical order, properly exchanging business cards, the preference for building consensus over quick decisions, and correct etiquette for dining meetings such as elaborate seating arrangements and not beginning the meal before the host. Proper respect for rank, seniority, and avoiding loss of face are paramount in Chinese culture.
Culture can be defined as the set of understandings shared by a community, including values, ideas, perceptions, and codes of conduct. This document discusses several aspects of culture, including value systems, norms, aesthetics, customs, and language. It provides examples of how different cultures approach concepts like eye contact, colors, and hygiene. The document also summarizes several models for understanding cultural dimensions, such as Hofstede's model of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity. Trompenaar's 7 dimensions model is also briefly outlined.
China has a population of over 1.3 billion people and a land area of over 9.5 million square kilometers. It has a diverse geography that ranges from tropical in the south to subarctic in the north. China has a developing market economy and is currently the world's second largest economy. Some of China's major industries include power, manufacturing, and automobiles. China's work culture varies regionally but is characterized by emphasis on relationships and respect for hierarchy and seniority. Meetings and business meals are important for building connections.
Negotiation involves discussion between two or more parties to reach an agreement. Intercultural negotiations are more complex due to the number of stakeholders from different cultures involved. Successful intercultural negotiation requires managers to gain specific knowledge about the negotiating parties, prepare to adjust to different cultural approaches, and find innovative solutions that satisfy everyone.
Located in East Asia, China is the world's most populous country with over 1.3 billion people. It has a land area of 9.6 million square kilometers and borders 15 countries. China has over 5,400 islands in its territory and brought its poverty rate down from 53% in 1981 to 8% by 2001. It is now the third largest importer and second largest exporter in the world.
Germany is a stable democracy and economic powerhouse known for companies like Mercedes Benz, BMW, and Lufthansa Airlines. Etiquette in Germany places strong emphasis on punctuality, formality, and respect for hierarchy. When greeting Germans, use formal titles like Herr or Frau followed by the last name, shake hands firmly, and be polite yet reserved. In business, thorough planning and adherence to schedules are expected, as are conservative dress and gift giving like chocolates or flowers. Dining etiquette involves standing until invited to sit and waiting for the host to start eating before beginning a meal.
Germany has a formal business culture where punctuality and strict adherence to protocols are expected. Handshakes are used for greetings and titles and last names are used for addressing people. Small talk is avoided and meetings have strict agendas focused on business. Dress is also formal for business functions. Some cultural taboos include Nazi symbols and rude hand gestures. Christianity is the largest religion.
The ppt describes cross cultural communication as an aspect of our business environment and notice the need of engagement of different cultures in a business scenario.
Doing Business in China:
1. China has a population of over 1.3 billion people and its capital is Beijing. Major cities include Shanghai, Beijing, Tianjin, Hong Kong, Wuhan, and Shenyang.
2. Business dress is conservative and revealing clothing for women is considered offensive. Handshakes may be offered but wait for the Chinese side to initiate. Being on time is important.
3. The decision making process can be slow and Chinese businesspeople may want to consult astrology or wait for an auspicious date. Develop an understanding of Chinese culture when doing business.
The document provides an overview of elements of culture including symbols, language, values, and norms. It then discusses cultural diversity and provides summaries of the cultures of China, Turkey, New Zealand, Australia, and India. Key elements discussed include Chinese New Year traditions, Maori greeting ceremonies in New Zealand, and public holidays in New Zealand.
The document discusses business etiquette practices around the world. It provides definitions of business etiquette and explains how etiquette varies significantly across cultures. For example, the meaning of certain hand gestures differs between countries like Germany, Japan, China, and the Mediterranean. The document also outlines etiquette practices for greetings, business cards, addressing individuals, dining, dress codes, and gift giving in countries like Germany, Japan, Turkey, the Middle East, UK, China, France, Italy, and more to illustrate important cultural differences in professional etiquette globally.
Japanese culture has deeply influenced modern business practices in Japan. Key concepts like "wa" (harmony), "kao" (face), and "omoiyari" (empathy and loyalty) emphasize avoiding conflict, maintaining relationships, and considering others. Traditional influences like Shintoism, Buddhism, and Zen also stress nature, cyclical change, and contrasting full vs. empty. Doing business successfully in Japan requires understanding these cultural influences and practicing proper etiquette like bowing, not using first names until invited, and avoiding confrontation.
The document discusses the seven dimensions of culture according to Trompenaars:
1. Universalism vs Particularism - whether rules or relationships take precedence. Universalistic cultures follow rules equally while particularistic cultures consider relationships and situations.
2. Individualism vs Communitarianism - whether people focus on themselves or the group. Individualistic cultures prioritize individual goals and communitarian cultures prioritize group goals.
3. Specific vs Diffuse - how separate work and personal lives are. Specific cultures keep them separate while diffuse cultures integrate them.
4. Affective vs Neutral - whether emotions are openly displayed. Affective cultures openly share feelings and neutral cultures keep feelings private.
This document provides information about business etiquette in Japan. It outlines appropriate attire, gift giving customs, communication styles, and tips for interactions and negotiations. Business attire is conservative. Gift giving is highly ritualistic. Maintaining harmony is prioritized over confrontation. Disagreement should be avoided, and apologies, gratitude, and respect are emphasized.
Final japanese culture presentation (Business Culture) + jacques aversoJacques Averso
油
This document discusses differences between Japanese and American business cultures. It notes that Japanese culture values caution, consensus, honesty and personal relationships, preferring face-to-face communication. American culture prioritizes independence, flexibility and a separation of work and personal life, preferring email and phone calls. The document provides tips for understanding each approach to avoid offense when working cross-culturally.
This document discusses culture shock and its various phases. It begins by defining culture shock as the psychological disorientation people experience when living in a markedly different culture. It then outlines the common symptoms of culture shock such as homesickness and excessive sleeping. The main part discusses the four phases of culture shock: the honeymoon phase, the negotiation phase, the adjustment phase, and the mastery phase. It also gives the example of "The Paris Syndrome" where Japanese tourists experience severe culture shock when visiting Paris. The document concludes with the author sharing their personal experience moving from Jordan to Switzerland.
Fons Trompenaars is a Dutch author known for his work on cross-cultural communication and management. He identified seven dimensions of national culture differences: universalism vs particularism, individualism vs communitarianism, specific vs diffuse, achievement vs ascription, neutral vs affective, sequential vs synchronic, and internal vs external control. The document provides definitions and examples of each dimension, such as how individualism values personal responsibility over group responsibility. It also discusses how these dimensions appear differently in cultures like Turkey, China, and the US.
The comparison between western and eastern cultureJuwita Yulianto
油
The document compares and contrasts Eastern and Western cultures across 15 dimensions. Some key differences include: Easterners tend to be more indirect and complex in arguments compared to straightforward Westerners. Easterners value family and social ties more so than individualistic Westerners. Easterners also prefer to avoid problems while Westerners tend to face problems directly. Both cultures have positive and negative aspects, and it depends on the individual how they embrace different cultural aspects.
A 101 Introductory presentation about Cross Cultural Communication. Many and more companies are working in different geographic locations and hire their staff on local level, this is part of the Globalization. Some, if not the major, obstacles that multinational companies meet are related to miss understanding the cultural differences. In this presentation I gave basics on what is all about and I draw some basic lines that must be developed and continued, to avoid cross cultural issues.
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 discusses business cultures and practices across different countries and regions globally. It provides details on advantages and disadvantages of international operations for multinational corporations. Specific sections summarize business norms in Mexico, Japan, Brazil, Germany, Egypt, China, India, and Nigeria. Challenges of globalization and competition from foreign firms are also addressed. The document emphasizes the importance for managers to understand cultural differences when conducting international business.
Telephone etiquettes, Etiquettes for foreign business trips, Visits of foreign counterparts, Etiquettes for small talks, Respecting privacy Learning to say NO, Time management
The document provides tips for conducting business in different countries and cultural groups, including Americans, Europeans, Japanese, and Arabs. Some key points are:
- With Americans, be competitive, use packaging and presentations, quantify facts, be clear and transparent, and focus on measurable results.
- With Europeans, quality is important, be punctual, and respect rigid organizational hierarchies and government involvement in business.
- With Japanese, follow their methodical processes, respect hierarchy and consensus decision making, emphasize cleanliness, and value long-term relationships and commitments.
- With Arabs, have local partners due to laws, avoid shame at all costs to protect their honor, cultivate relationships through socializing but don't discuss business
The document provides tips for conducting business in different countries and cultural groups, including Americans, Europeans, Japanese, and Arabs. Some key points are:
- With Americans, be competitive, use packaging and presentations, quantify facts, be clear and transparent, and focus on measurable results.
- With Europeans, quality is important, be punctual, and respect rigid organizational hierarchies and government involvement in business.
- With Japanese, follow their methodical processes, respect hierarchy and consensus decision making, emphasize cleanliness, and value long-term relationships and commitments.
- With Arabs, have local partners due to laws, avoid shame at all costs to preserve honor, carefully cultivate relationships, and value social connections and recommendations.
This document provides an overview of cultural differences between Lithuania and China that may impact business negotiations and partnerships. Some key differences include:
- Punctuality is more important in China, while Lithuanians may be more flexible.
- China has a more hierarchical business culture where rank and age are respected, while Lithuania is more equal.
- Gift giving has different customs, like avoiding the number 4 in China.
- Eye contact has different meanings, so Lithuanians should be cautious about direct eye contact with Chinese.
- Understanding these cultural norms is important for a successful partnership between Lithuanian and Chinese businesses. Being aware and respectful of differences is advised.
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.
Introduction to Business English - Day 2Luke Stapley
油
The document discusses cultural differences in eye contact and body language. It notes that in the US, avoiding eye contact can suggest someone is untrustworthy, while in Japanese culture children are taught to look at their teacher's tie or Adam's apple as a sign of respect. Some African and Latin American cultures consider prolonged eye contact from a lower status person disrespectful. The English are taught to blink to show understanding of a speaker. The document also discusses how a widening of eyes can have different meanings depending on culture, like seeming astonished to an American but expressing polite anger to a Chinese person. It provides tips for small talk, noting subjects to avoid like religion, sex or income depending on cultural norms.
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.
1. Business etiquette in India requires respecting local cultural norms to avoid offending Indian counterparts.
2. Meetings often begin with small talk and offering snacks/drinks which should be politely accepted. Punctuality is less important and meetings have flexible start/end times.
3. Handshakes are for men only, otherwise use a slight bow and say "namaste" as a greeting. Do not use the left hand for anything as it is considered unclean.
Given at SourceDirect at ASD in Las Vegas, this presentation covers the basics of doing business in China - from introductions to etiquette to food to gift giving and negotiating. It's a great start on the long journey of doing business with our friends in China.
This document discusses social rules, business practices, and negotiation styles in the UK. It notes that British people place diplomacy before directness in communication and may seem evasive in meetings to avoid offense. In business, handshakes are common greetings, personal space and punctuality are important, and small talk is unnecessary. When negotiating, the British avoid confrontation, discuss details calmly and patiently, and prefer straightforward and honest styles over stalling or haggling tactics.
Culture, Cultural Sock and HODSTEDS Cultural Dimension Country ComparisonAlan Shany
油
Explaining what is culture, culture shock, different steps and HODSTEDS Cultural Dimension Country Comparison(comparison with India and 4 other major countries)
This document provides information about business protocols and behaviors in different cultures including British, Japanese, Chinese, South Korean, Arab, Turkish, Indian, and Italian cultures. Some key points covered are:
- The British are punctual, use understatement in communication, and emphasize legal aspects of contracts.
- The Japanese emphasize formality, maintaining harmony, restrained nonverbal communication, and consensus-based decision making.
- The Chinese value maintaining harmony, use guanxi connections, speak more directly in meetings, and may renegotiate contracts.
- South Koreans value hierarchy, punctuality, and restraint in nonverbal communication and expect patience in bargaining and decision making.
- Arabs prefer developing personal relationships, indirect
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.
ORGANIZATIONAL LEADERHIP THEORIES AND CONCEPTS.pptxjpmap2023
油
This document discusses global leadership and contains several chapters related to the topic. It discusses different types of global leaders, including expatriates who work abroad for extended periods and global domestics who work within their home country but interact frequently with other countries. It also covers understanding American cultural contexts, such as individualism, universalism, and direct communication styles. Additional sections provide information on global orientation, avoiding cross-cultural misinterpretations, and the connection between power and influence for leaders.
The document provides tips on business culture and etiquette in several countries around the world. Some key points include: in Brazil, always confirm meetings in advance and use formal titles; in Mexico, be prepared for later arrivals and closer personal space; in Japan, avoid singling people out and properly handle business cards; in China, do not interrupt speakers and send follow up emails; and in many countries, understand cultural norms around greetings, meetings, and negotiations. Adapting to local customs is important for smooth business interactions abroad.
The document provides 15 tips for developing an Asian mindset for doing business in Asia. Some key tips include understanding other cultures by learning about their history, traditions, and interacting with people; appreciating religious faiths as they define cultures and business ethics; developing flexible mindsets and being prepared for uncertainties as rules may be more flexible and changes can occur; and remembering that the thumb rule is to respect local cultures but expect to behave like a local when doing business in Asia. Understanding differences in communication styles like high versus low context cultures and monochronic versus polychronic time is also important. The overall goal is to build strong personal relationships and understand cultural contexts.
This document discusses various aspects of cross-cultural communication including theoretical frameworks, communication across cultures through different mediums, business etiquettes across different cultures and regions, resume writing, group discussions, interviews, and communication ethics. Specifically, it covers Hofstede's cultural dimensions theory, communication in business contexts in Europe, Africa, Asia, the Middle East, and United States. It also discusses resumes, cover letters, exit interviews, group discussions, different types of interviews and principles of ethical communication.
How to Setup WhatsApp in Odoo 17 - Odoo 際際滷sCeline George
油
Integrate WhatsApp into Odoo using the WhatsApp Business API or third-party modules to enhance communication. This integration enables automated messaging and customer interaction management within Odoo 17.
The Constitution, Government and Law making bodies .saanidhyapatel09
油
This PowerPoint presentation provides an insightful overview of the Constitution, covering its key principles, features, and significance. It explains the fundamental rights, duties, structure of government, and the importance of constitutional law in governance. Ideal for students, educators, and anyone interested in understanding the foundation of a nations legal framework.
Prelims of Rass MELAI : a Music, Entertainment, Literature, Arts and Internet Culture Quiz organized by Conquiztadors, the Quiz society of Sri Venkateswara College under their annual quizzing fest El Dorado 2025.
Information Technology for class X CBSE skill SubjectVEENAKSHI PATHAK
油
These questions are based on cbse booklet for 10th class information technology subject code 402. these questions are sufficient for exam for first lesion. This subject give benefit to students and good marks. if any student weak in one main subject it can replace with these marks.
How to Configure Flexible Working Schedule in Odoo 18 EmployeeCeline George
油
In this slide, well discuss on how to configure flexible working schedule in Odoo 18 Employee module. In Odoo 18, the Employee module offers powerful tools to configure and manage flexible working schedules tailored to your organization's needs.
Finals of Rass MELAI : a Music, Entertainment, Literature, Arts and Internet Culture Quiz organized by Conquiztadors, the Quiz society of Sri Venkateswara College under their annual quizzing fest El Dorado 2025.
Finals of Kaun TALHA : a Travel, Architecture, Lifestyle, Heritage and Activism quiz, organized by Conquiztadors, the Quiz society of Sri Venkateswara College under their annual quizzing fest El Dorado 2025.
How to Modify Existing Web Pages in Odoo 18Celine George
油
In this slide, well discuss on how to modify existing web pages in Odoo 18. Web pages in Odoo 18 can also gather user data through user-friendly forms, encourage interaction through engaging features.
APM People Interest Network Conference 2025
-Autonomy, Teams and Tension: Projects under stress
-Tim Lyons
-The neurological levels of
team-working: Harmony and tensions
With a background in projects spanning more than 40 years, Tim Lyons specialised in the delivery of large, complex, multi-disciplinary programmes for clients including Crossrail, Network Rail, ExxonMobil, Siemens and in patent development. His first career was in broadcasting, where he designed and built commercial radio station studios in Manchester, Cardiff and Bristol, also working as a presenter and programme producer. Tim now writes and presents extensively on matters relating to the human and neurological aspects of projects, including communication, ethics and coaching. He holds a Masters degree in NLP, is an NLP Master Practitioner and International Coach. He is the Deputy Lead for APMs People Interest Network.
Session | The Neurological Levels of Team-working: Harmony and Tensions
Understanding how teams really work at conscious and unconscious levels is critical to a harmonious workplace. This session uncovers what those levels are, how to use them to detect and avoid tensions and how to smooth the management of change by checking you have considered all of them.
Database population in Odoo 18 - Odoo slidesCeline George
油
In this slide, well discuss the database population in Odoo 18. In Odoo, performance analysis of the source code is more important. Database population is one of the methods used to analyze the performance of our code.
Digital Tools with AI for e-Content Development.pptxDr. Sarita Anand
油
This ppt is useful for not only for B.Ed., M.Ed., M.A. (Education) or any other PG level students or Ph.D. scholars but also for the school, college and university teachers who are interested to prepare an e-content with AI for their students and others.
Blind spots in AI and Formulation Science, IFPAC 2025.pdfAjaz Hussain
油
The intersection of AI and pharmaceutical formulation science highlights significant blind spotssystemic gaps in pharmaceutical development, regulatory oversight, quality assurance, and the ethical use of AIthat could jeopardize patient safety and undermine public trust. To move forward effectively, we must address these normalized blind spots, which may arise from outdated assumptions, errors, gaps in previous knowledge, and biases in language or regulatory inertia. This is essential to ensure that AI and formulation science are developed as tools for patient-centered and ethical healthcare.
Research & Research Methods: Basic Concepts and Types.pptxDr. Sarita Anand
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This ppt has been made for the students pursuing PG in social science and humanities like M.Ed., M.A. (Education), Ph.D. Scholars. It will be also beneficial for the teachers and other faculty members interested in research and teaching research concepts.
2. You are not the only one in this world
World is a local village
MNCs are increasingly active in all parts of the
world
Business expansion to emerging nations
International businessmans point of view 2
3. Chinese may become a power in
world economy
Chinese Business Culture
Time : Chinese are punctual
Nodding usually means that they
are being polite and understand
Guanxi good connections
who you know is more important
than what you know
3
4. Listening is more important in Chinese
culture
Chinese are a collective society
Chinese place values and principles above
money
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5. Factors lead to do business in India
Production location, cheap
labour, unripen consumer markets
English speaking business people.
Culture :
Important to be on time for meeting
Personal questions restricted
Titles are more important
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6. Right hand while accepting thing
Bargaining
Indians are tolerant and
patient, we understand that they
dont know our culture
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7. Friendship matters
Use local consultants (rules have
changed in recent years)
Business ethics (greet with Gifts)
Be patient in order to get
something done
Stress exclusivity - Negotiations
one firm at a time.
Face-to-face interaction is
important, letters and faxes are
discouraged.
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8. Financial information
Settling things too quickly X
on it.
Written agreements best
when shown as they are
beneficial when they stick to
the deal.
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9. Social class plays important role
Aristocracy, the upper bourgeoisie (upper
class of capitalist society)
Upper-middle bourgeoisie, middle, lower
middle, lower.
Social interactions are affected by
stereotypic people.
Signs of status knowledge of literature
and arts, decorated houses and high level
of education
Friendly, humorous and sarcastic, Often
sarcastic.
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10. They attract people who disagree with
them unlike Indians and Americans who
attract those who agree with them.
Trustworthiness
French organisations are centralised.
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11. Insight into French culture follows.
1 When shaking hands with a French person, use a quick shake with some
pressure in the grip.A firm, pumping handshake, which is so common in
the United States, is considered to be uncultured
2. It is extremely importantto be on time for meetings
and social occasions. Being fashionably late is frowned on.
3. During a meal, it is acceptable to engage in pleasant conversation, but
personal questions and the subject of money are never
brought up
4. Great importance is placed on neatness and taste.
Therefore, visiting businesspeople should try very hard to be cultured and
sophisticated.
5. The French tend to be suspiciousof early friendliness in the
discussion and dislike first names. 11
12. 6. In negotiations the French try to find out what all of the other
sides aimsand demands are at the beginning, but they reveal
their own hand only late in the negotiations.
7. The French do not like being rushedinto making a decision(unlike
Americans), and they rarely make important decisions inside the meeting.
In fact, the person who is ultimately responsible for making the decision is
often not present.
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13. War, terrorist actions and continuing conflicts
(Arabic countries scene.)
Its often hard to do business in Arab
countries.
Bukra Insha Allah in contrast to Americans
time is money
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14. 1. It is important neverto display feelings of
superiority, because this makes the other party feel inferior. No
matter how well someone does something, the individual should let the
action speak for itself and not brag or put on a show of self-importance.
2. One should not take credit for joint efforts. A great
deal of what is accomplished is a result of group work, and to indicate that
one accomplished something alone is a mistake.
3. Connections are extremely importantin
conducting business.Well-connected businesspeople can get things done
much faster than their counterparts who do not know the ins and outs of
the system.
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15. 4. Patienceis critical to the success of business transactions.This
time consideration should be built into all negotiations, thus preventing
one from giving away too much in an effort to reach a quick settlement.
5. Important decisions usually are made in person, not by
correspondence or telephone.
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16. Brazil is LatinAmerican country but its different from
other.
Colony of Portugal till 1865.
Relaxed work ethic
Physical contacts of greetings
Face to face interaction is acceptable, other than pre-
calling or emailing.
Having strong relations ships is must as they dont trust
soon.
Appearance plays a major role.
Patience is the key
Presentations should be informative and expressive.
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17. Cultures affect the business
Different culture has different view of doing
business
Its important to understand those differences
Do the business according to their cultures
Price yourself the MostValuable
Businessman in theWorld!
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