Com120 02 culture_13ed
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This document defines culture and discusses key aspects of cultural variation. It explains that culture is the specialized lifestyle of a group, including their beliefs, knowledge, values, customs, behaviors, and artifacts. It also outlines several dimensions along which cultures can vary, such as individualism vs collectivism, masculine vs feminine orientations, high vs low context communication, and long vs short-term time orientations. The document emphasizes that these cultural dimensions represent continua rather than absolute categories. It concludes by discussing intercultural communication, culture shock, and the importance of understanding cultural differences.
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Culture is defined as shared beliefs and standards that guide individual behavior within a group. Hofstede studied how national cultures interact with organizational cultures and identified five dimensions that characterize cultures: power distance (degree of equality), individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long vs. short term orientation. These dimensions influence societal norms and organizational structures.
Chapter 3 Part 1
Chapter 3 discusses key concepts of intercultural communication including culture, worldview, and cultural identity. Culture is defined as the values, traditions, relationships, and perspectives shared by a group. Worldview refers to the principles that govern how people live and interact, which vary based on one's background. People have multiple cultural identities, such as their country of origin, religion, or memberships, which are learned and influence how they communicate. Culture impacts communication through factors like messages, context, power distance between groups, and individualism versus collectivism.
Culture
Culture is defined as shared beliefs and standards that guide a group's behaviors and decisions. Hofstede studied how national cultures interact with organizational cultures and identified five cultural dimensions that vary across countries: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long vs short-term orientation. These dimensions influence a society's expectations around issues like power structures, personal goals vs group affiliation, competitiveness vs caring, ambiguity tolerance, and emphasis on past/present vs future.
NATIONAL CULTURE AND LEADERSHIP
This document discusses national culture and its implications for leadership. It summarizes Geert Hofstede's model of cultural dimensions, which identifies power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation as key dimensions. It also discusses the GLOBE study's model of cultural dimensions. The document analyzes how these cultural dimensions relate to different leadership styles and may impact business culture and leadership training approaches for multinational companies. While cultural models provide insights, the document cautions against stereotyping and notes that cultures are complex and constantly evolving.
Individualism And Collectivism
This document contrasts individualism and collectivism in cultures. It defines individualism as promoting independence, goals, competition, and private self-knowledge, while collectivism focuses on relatedness, belonging, duty, harmony, advice-seeking, and hierarchies. Countries rated as highly individualistic include the US, Australia, and Great Britain, while more collectivist countries include Guatemala, Ecuador, and South Korea. The document also discusses how cultures differ in their views on autonomy versus embeddedness in groups and motivations for responsible behavior.
Managing across cultures-Lecture-04(Helen Deresky)
Employees of MNCs are expected to “fit in.”
Regardless of the external environment, managers and employees must understand internal culture to be successful.
Organizational Culture is the shared values and beliefs that enable members to understand their roles in and the norms of the organization.
Culture and Power! Perceptions, cross-cultural communication, and other cultu...
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The perception of power is a cultural phenomenon. Different cultures accept the dynamic of power in very different ways. Some accept unequally distributed power as a natural part of the professional world, where other cultures engage and view that power is equal among contributors. This cultural concept is known as power distance. When in a “high power distance” culture, the relationship between bosses and subordinates is one of dependence. When in a “low power distance” society, the relationship between bosses and subordinates is one of interdependence. Knowledge of how you and your team perceive power and accept structure will impact the ease of communication and affect leadership style choices. Culture is a powerful dynamic that helps us understand and be more specific about relationship conflicts and triumphs.
Learning Outcomes: Increase professional development, awareness, and communication strategies
At the end of the seminar, participants will be able to:
a) Leaders share cultural challenges and solutions
b) Identify core issues and strategies to manage communication styles and differences
c) Explore potential impact of language on perceived confidence and value
d) Examine leadership styles and principles to accommodate power distance cultural factors
Cross cultural Dimension
This document discusses cultural dimensions and frameworks for understanding culture, including Schwartz's cultural dimensions model and the GLOBE project cultural dimensions. It then provides examples of how cultural dimensions may manifest in two Malaysian organizations, the Inland Revenue Board of Malaysia and Top Glove Corporation Berhad. Finally, it emphasizes the importance of understanding one's own cultural values and perspective.
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Culture is defined as shared beliefs and standards that guide individual behavior within a group. Hofstede studied how national cultures interact with organizational cultures and identified five dimensions that characterize cultures: power distance (degree of equality), individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long vs. short term orientation. These dimensions influence societal norms and organizational structures.
Chapter 3 Part 1
Chapter 3 discusses key concepts of intercultural communication including culture, worldview, and cultural identity. Culture is defined as the values, traditions, relationships, and perspectives shared by a group. Worldview refers to the principles that govern how people live and interact, which vary based on one's background. People have multiple cultural identities, such as their country of origin, religion, or memberships, which are learned and influence how they communicate. Culture impacts communication through factors like messages, context, power distance between groups, and individualism versus collectivism.
Culture
Culture is defined as shared beliefs and standards that guide a group's behaviors and decisions. Hofstede studied how national cultures interact with organizational cultures and identified five cultural dimensions that vary across countries: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long vs short-term orientation. These dimensions influence a society's expectations around issues like power structures, personal goals vs group affiliation, competitiveness vs caring, ambiguity tolerance, and emphasis on past/present vs future.
NATIONAL CULTURE AND LEADERSHIP
This document discusses national culture and its implications for leadership. It summarizes Geert Hofstede's model of cultural dimensions, which identifies power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation as key dimensions. It also discusses the GLOBE study's model of cultural dimensions. The document analyzes how these cultural dimensions relate to different leadership styles and may impact business culture and leadership training approaches for multinational companies. While cultural models provide insights, the document cautions against stereotyping and notes that cultures are complex and constantly evolving.
Individualism And Collectivism
This document contrasts individualism and collectivism in cultures. It defines individualism as promoting independence, goals, competition, and private self-knowledge, while collectivism focuses on relatedness, belonging, duty, harmony, advice-seeking, and hierarchies. Countries rated as highly individualistic include the US, Australia, and Great Britain, while more collectivist countries include Guatemala, Ecuador, and South Korea. The document also discusses how cultures differ in their views on autonomy versus embeddedness in groups and motivations for responsible behavior.
Managing across cultures-Lecture-04(Helen Deresky)
Employees of MNCs are expected to “fit in.”
Regardless of the external environment, managers and employees must understand internal culture to be successful.
Organizational Culture is the shared values and beliefs that enable members to understand their roles in and the norms of the organization.
Culture and Power! Perceptions, cross-cultural communication, and other cultu...
Culture and Power! Perceptions, cross-cultural communication, and other cultu...Career Communications Group
Culture and Power! Perceptions, cross-cultural communication, and other cultural factors that impact employee success, policies, systems, and programs
The perception of power is a cultural phenomenon. Different cultures accept the dynamic of power in very different ways. Some accept unequally distributed power as a natural part of the professional world, where other cultures engage and view that power is equal among contributors. This cultural concept is known as power distance. When in a “high power distance” culture, the relationship between bosses and subordinates is one of dependence. When in a “low power distance” society, the relationship between bosses and subordinates is one of interdependence. Knowledge of how you and your team perceive power and accept structure will impact the ease of communication and affect leadership style choices. Culture is a powerful dynamic that helps us understand and be more specific about relationship conflicts and triumphs.
Learning Outcomes: Increase professional development, awareness, and communication strategies
At the end of the seminar, participants will be able to:
a) Leaders share cultural challenges and solutions
b) Identify core issues and strategies to manage communication styles and differences
c) Explore potential impact of language on perceived confidence and value
d) Examine leadership styles and principles to accommodate power distance cultural factors
Cross cultural Dimension
This document discusses cultural dimensions and frameworks for understanding culture, including Schwartz's cultural dimensions model and the GLOBE project cultural dimensions. It then provides examples of how cultural dimensions may manifest in two Malaysian organizations, the Inland Revenue Board of Malaysia and Top Glove Corporation Berhad. Finally, it emphasizes the importance of understanding one's own cultural values and perspective.
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The document discusses various frameworks for understanding differences in intercultural communication styles. It describes Edward Hall's theory of high-context vs low-context cultures, which refers to whether most information is embedded in people or the environment (high-context) or explicitly stated (low-context). It also outlines Hofstede's individualism vs collectivism dimension and high vs low power distance dimension for comparing cultures. The document aims to help readers understand their own cultural communication tendencies relative to these frameworks.
4. typologies of culture
There are several typologies that attempt to categorize and compare cultures:
1) Edward Hall distinguished between high-context and low-context cultures, where high-context cultures communicate more implicitly and low-context cultures more explicitly.
2) Geert Hofstede studied IBM employees worldwide and identified five dimensions of national culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term orientation.
3) Florence Kluckhohn and Fred Strodtbeck proposed several orientations for analyzing cultures, such as human nature, relation to environment, social relationships, and time orientation.
The meaning and dimensions of culture-Lecture-03(Helen Deresky)
Culture refers to the acquired knowledge that:
people use to interpret experience and generate social behavior, and
forms values, creates attitudes, and influences behavior.
In fact, culture comprises the shared values, understandings, assumptions, and goals that are:
Learned from earlier generations.
Imposed by present members of a society, and
Passed on to succeeding generations.
Prepared by
Md. Sohel Chowdhury
Assistant Lecturer
Dept.of Management Studies
University of Barisal
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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.
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The document summarizes the GLOBE cultural taxonomy developed by Project GLOBE, which studied cultural differences across 61 societies. It identified 9 cultural dimensions used to describe cultural patterns: Power Distance, Uncertainty Avoidance, In-Group Collectivism, Institutional Collectivism, Gender Egalitarianism, Assertiveness, Future Orientation, Performance Orientation, and Humane Orientation. Each dimension is defined and the tendencies of high and low scoring cultures on each dimension are described.
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The document discusses various frameworks for understanding differences in intercultural communication styles. It describes Edward Hall's theory of high-context vs low-context cultures, which refers to whether most information is embedded in people or the environment (high-context) or explicitly stated (low-context). It also outlines Hofstede's individualism vs collectivism dimension and high vs low power distance dimension for comparing cultures. The document aims to help readers understand their own cultural communication tendencies relative to these frameworks.
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There are several typologies that attempt to categorize and compare cultures:
1) Edward Hall distinguished between high-context and low-context cultures, where high-context cultures communicate more implicitly and low-context cultures more explicitly.
2) Geert Hofstede studied IBM employees worldwide and identified five dimensions of national culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term orientation.
3) Florence Kluckhohn and Fred Strodtbeck proposed several orientations for analyzing cultures, such as human nature, relation to environment, social relationships, and time orientation.
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Culture refers to the acquired knowledge that:
people use to interpret experience and generate social behavior, and
forms values, creates attitudes, and influences behavior.
In fact, culture comprises the shared values, understandings, assumptions, and goals that are:
Learned from earlier generations.
Imposed by present members of a society, and
Passed on to succeeding generations.
Prepared by
Md. Sohel Chowdhury
Assistant Lecturer
Dept.of Management Studies
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National culture can be defined as the shared system of meanings that help people understand their world. There are different models for measuring and describing national culture dimensions, such as Hofstede's model of power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation. Trompenaar's model includes dimensions such as universalism vs. particularism, individualism vs. collectivism, neutral vs. affective relationships, and achievement vs. ascription. Bulgarian culture is characterized by high power distance, collectivism, strong uncertainty avoidance, femininity, and short-term orientation according to Hofstede, and particularism, collectivism, specific relationships, ascription, neutral relationships, external locus of
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This document discusses culture and how it affects managerial approaches. It begins by defining culture and listing some key characteristics of culture. It then discusses how cultural values can differ across countries in areas like decision making, risk taking, and rewards. Several dimensions of culture are presented, including power distance, uncertainty avoidance, individualism vs collectivism, and short vs long term orientation. Specific examples are given to illustrate how each dimension may influence managerial practices. Hofstede's model of cultural dimensions is also introduced. In summary, the document analyzes how cultural factors shape values and behavior in organizational settings globally.
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This document summarizes Geert Hofstede's model of cultural dimensions and how it was developed based on prior conceptual work. It discusses how earlier researchers proposed dimensions to classify cultures but had weaknesses in clearly defining levels of analysis. Hofstede's model improved on this by focusing only on national cultures and empirically identifying dimensions. It describes some of the dimensions proposed by earlier researchers that influenced Hofstede, such as individualism-collectivism and power distance. Hofstede's study validated three dimensions identified in an earlier review as being consistently identified in studies of national character: relation to authority, conception of self, and ways of dealing with primary dilemmas.
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The document discusses how culture is developed and defined. Culture refers to the characteristics of a group of people, including aspects like language, religion, cuisine, and arts. Culture is important because it enables group members to function together and must be preserved to be remembered. A traditional society is one where immediate and extended family relationships are most important, and where opportunities are limited and subsistence farming is common. Culture provides a "blueprint for living" by encompassing all daily life aspects in an area. Cultural diffusion involves the spread of ideas through contact between societies.
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Dimensionalizing cultures the hofstede model in context
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This document summarizes 6 cultural characteristics that significantly impact communication in small groups:
1) Worldview - the beliefs people hold about life and their relation to the world. Cultures have either a "being" or "doing" worldview.
2) Individualism vs collectivism - whether cultures prioritize individual needs over group needs, or vice versa.
3) Power distance - how much cultures emphasize status differences between members.
4) Uncertainty avoidance - a culture's tolerance for ambiguity. Some cultures prefer certainty over ambiguity.
5) Masculinity vs femininity - whether cultures value assertiveness or caring behaviors.
6) High vs low context communication - whether meaning is conveyed explicitly or through context
Cultural Characteristics that Affects Communication
This document summarizes 6 cultural characteristics that significantly impact communication in small groups:
1) Worldview - the beliefs people hold about life and their relation to the world. Cultures have either a "being" or "doing" worldview.
2) Individualism vs collectivism - whether cultures prioritize individual needs over group needs, or vice versa.
3) Power distance - how much cultures emphasize status differences between members.
4) Uncertainty avoidance - a culture's tolerance for ambiguity. Some cultures prefer certainty over ambiguity.
5) Masculinity vs femininity - whether cultures value assertiveness or caring behaviors.
6) High vs low context communication - whether meaning is conveyed explicitly or through context
Impact of culture on PLEs
This document discusses how culture impacts personal learning environments (PLEs). It outlines several cultural dimensions, such as individualism vs collectivism, power distance, uncertainty avoidance, and time orientation. It then poses questions about how these cultural factors may influence the adoption and effectiveness of PLEs in different societies. Specifically, it wonders if PLEs are better suited for individualistic cultures, if adoption will be higher in low power distance cultures, and if PLEs need to demonstrate both long and short term benefits to improve adoption across various cultural contexts.
Cultural and social forces
This document discusses culture and its influence on human behavior and business. It defines culture and examines how it is manifested through symbols, heroes, rituals, values, and norms. It also explores how culture shapes attitudes toward time, work, leisure, business, education, and religion. Hofstede's cultural model is presented, analyzing cultural dimensions like power distance, uncertainty avoidance, individualism, masculinity, and long-term orientation. The document concludes that understanding cultural complexity and distance is essential for international business success.
3 culture and management
The document discusses several key aspects of culture:
- Culture has visible and hidden layers, with deeper levels like values and beliefs often masked by surface elements like rituals, heroes, and symbols.
- Hofstede's cultural dimensions model identifies how cultures vary along dimensions like power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long vs short-term orientation, and indulgence vs restraint.
- Understanding differences in how cultures relate to these dimensions can provide insight into cultural variations in areas like leadership, relationships, time perception, risk tolerance, and priorities.
Hofstede's dimensions of cultural variability
This document discusses various dimensions of cultural variability identified by Geert Hofstede in his study of how culture influences workplace values in over 50 countries. It summarizes Hofstede's six dimensions: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. It also discusses concepts like acculturation, high and low context communication, and stages of culture shock. Examples are provided to illustrate differences between cultures on each dimension.
Differences in culture for ib
1. Understanding cultural differences is essential for success in international business. Cultural differences can cause conflict but also promote good global business if understood.
2. Culture refers to the beliefs, customs, and attitudes of a distinct group. There are national, regional, and local levels of culture that impact people's lives.
3. Succeeding in international business requires understanding culture, adjusting to culture, and participating in local culture.
Chapter 2 culture
Culture is defined as the relatively specialized lifestyle of a group that is passed from generation to generation through communication rather than genes. Cultural differences can cause communication problems if conflicting assumptions exist. Non-verbal communication such as gestures, touch, and eye contact vary significantly between cultures and may be misinterpreted. Effective intercultural communication involves educating oneself on cultural differences, recognizing variations within and between cultures, confronting stereotypes, and adjusting one's communication style accordingly.
national Culture and its connect with organizational cultureociety.pptx
The document discusses key concepts related to organizational culture. It defines organizational culture as the shared values, principles, traditions, and ways of doing things that influence employee behavior within an organization. Sources of organizational culture include the organization's founder, vision and mission, past practices, and behaviors of top management. A strong culture creates commitment and performance but can prevent innovation, while a weak culture lacks influence. Employees learn the culture through stories and rituals that reinforce core values.
Hofstede Cultural Dimensions
The PPT enlightens us on the dynamics of culture in various countries from a perspective of business orientation and country specific preferences
slide-1-topic-2-week-7-8issues-in-ccc.pptx
This document discusses issues in cross-cultural communication and how culture impacts perception and communication. It outlines that culture governs both language/thought and behaviors/activities. Cultural differences present greater obstacles to communication than linguistic differences alone. Culture shapes perceptions in areas like individualism vs collectivism, roles, social hierarchies, values, and thought patterns. These cultural lenses can lead to misunderstandings between people from different cultures unless accounted for in cross-cultural interactions and communication. The document provides taxonomy of potential cultural barriers and differences that can obstruct cross-cultural understanding.
Cultural ValuesRoad Maps for BehaviorChapter 6Com.docx
Cultural Values:
Road Maps for Behavior
Chapter 6
Communication Between Cultures, 9th edition
by Samovar, Porter, McDaniel & Roy
“Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny.”
- Mahatma Gandhi
Perception’s InfluencePerception is the process of making sense of reality; the process of gathering & interpreting informationCulture influences one’s subjective realityThere is a direct link among culture, perception and behavior
Perception is bias and often inaccuratePerception is selective; perceptions are partialPerception is culturally determinedPerception is consistentPerceptions are learned
BeliefsBeliefs – a concept or idea that an individual or group holds to be true; what you accept as truth; the storage system for our past experiences.
Our belief system is learned and subject to cultural interpretationShared beliefs can represent cultural norms, or values, characterizing a large group of peopleWe often do not question beliefs or demand proof; we accept them as true They are an intrinsic part of cultureThey are reflected in your actions & communication behaviors Whatever you trust as a source of truth & knowledge depends on your cultural background & experiencesThey form the basis of your valuesCultures have different realities & belief systems; beliefs, therefore, can both unite and divide people
ValuesValues are learned rules for making choices; they are shared ideas about ethics; they are shared by the collective society (culture); values determine:
decent vs. indecent - ugly vs. beautiful
abnormal vs. normal - irrational vs. rational
moral vs. immoral - desirable vs. undesirable
dangerous vs. safe - evil vs. good
appropriate vs. inappropriate
What you consider desirable for yourself and for the society you live in is a product of your values, which can be held both consciously and subconsciously
Values are acquired through a variety of sources: family, history, proverbs, media, school, church, state, etc.; they tend to endure & be relatively stable; they are often not rational.
BehaviorsBehaviors are the outward manifestation of our internalized beliefs an valuesCulture influences your behavior
Not the Wind; Not the Flag
Two monks were arguing about a flag.
One said: “the flag is moving.”
The other said: “the wind is moving.”
The Sixth Patriarch happened to be passing by.
He told them: “Not the wind, not the flag. Mind is moving.”
Understanding Cultural PatternsCultures often exhibit similar societal characteristics that are derived from their shared set of beliefs and valuesCultural patterns are value orientations used to describe cultural values that characterize the dominant group within a cultureCultural patterns are like taking a snap shot of a cultureObstacles in Studying Cultural PatternsWe are more than our cultureCultural patterns are .
What is it that consumer researchers try to find among varying cultu.pdf
The right and left sternocleidomastoid muscles of humans originate on the upper surfaces of
breast bone and collar bones, pass along both sides of the neck, and insert just behind the ears on
the mastoid processes. Describe the action that occurs if both sides contract together.
Solution
If one sternocleido mastokd contracts, it flexes the cervical vertibral column to the same side and
rotates the head to the opposite side. When both the sides contract together , it flexes the neck
amd extends the head..
Intercultural communication
This document summarizes key aspects of intercultural communication, including Hofstede's cultural dimensions and verbal and nonverbal communication styles across cultures. It discusses individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. Verbal styles addressed include direct vs indirect, elaborate vs succinct, contextual vs personal, and affective vs instrumental. The goal is to examine the role of culture and perception in cross-cultural communication.
Culture and interpersonal communication
This document discusses culture and interpersonal communication. It defines key concepts like culture, enculturation, ethnic identity, and acculturation. It also examines how culture influences beliefs, values, and communication. Specifically, it explores how cultures can differ in terms of power distance, masculinity vs. femininity, ambiguity tolerance, individualism vs. collectivism, and high vs. low context. Finally, it outlines several principles for effective intercultural communication, such as educating yourself, reducing uncertainty, confronting stereotypes, and adjusting your communication style.
Culture ch 3
This document discusses cultural differences and how culture impacts business. It defines culture as shared values and norms that guide a society. Key aspects of culture discussed include social structure, religion, language, and values. Differences in individualism vs collectivism and high/low context communication styles across cultures are examined. The document also explores how culture influences the workplace and can change over time. National cultural dimensions like power distance, uncertainty avoidance, and masculinity/femininity are important to understand for business managers operating across borders.
Reflect and Relate - PowerPoint - Chapter 5
Culture is defined as a coherent set of beliefs, attitudes, values, and practices shared by a large group that are learned and communicated. Within any society, dominant and co-cultures exist, with co-cultures developing their own communication practices in response to the dominant culture. Cultural influences on communication include individualism versus collectivism, uncertainty avoidance, power distance, high versus low context, emotion displays, masculinity versus femininity, and views of time. Creating intercultural competence involves developing world-mindedness, attributional complexity, and communication accommodation skills.
Similar to Com120 02 culture_13ed (20)
Cultural characteristics that affects communication small group project
Cultural characteristics that affects communication small group project
Cultural Characteristics that Affects Communication
Cultural Characteristics that Affects Communication
Cultural characteristics that affects communication small group project
Cultural characteristics that affects communication small group project
Cultural Characteristics that Affects Communication
Cultural Characteristics that Affects Communication
national Culture and its connect with organizational cultureociety.pptx
national Culture and its connect with organizational cultureociety.pptx
Cultural ValuesRoad Maps for BehaviorChapter 6Com.docx
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Com120 02 culture_13ed
- 1. Culture Ch 2
- 2. What is culture? Specializedlifestyle of a particular group shared through communication ◦ Beliefs ◦ Knowledge ◦ Values ◦ Customs ◦ Behaviors ◦ Artifacts
- 3. Ways we learn culture Enculturation Acculturation
- 4. Differences in culture Individualvs Collective Orientation High context vs Low context High vs Low Power Distance Masculine vs Feminine High vs Low Ambiguity Tolerance Long-term vs Short-term orientation Indulgence vs Restraint
- 5. Think of these as continuum ------------------------------------------- Individualist Collectivist ------------------------------------------ Masculine Feminine
- 6. Individual vs Collective Which set of values is emphasized in a culture? Individual or group?
- 7. High vs Low-Context How clear and explicit is the communication in this culture?
- 8. High vs Low Power Distance How is power distributed in the culture?
- 9. Masculine vs Feminine What is the culture’s attitude about gender roles?
- 10. High vs Low-Ambiguity-Tolerance How threatened are members of the culture by unknown situations?
- 11. Long vs Short-term orientation Are members of the culture more focused on the future or the present?
- 12. Indulgence vs Restraint Does the culture emphasize or discourage freedom of choice and leisure activities?
- 13. Effective Intercultural Communication Define “Intercultural Communication” ◦ Model pg 43 Education ◦ Reduce uncertainty Recognize differences ◦ Stereotyping ◦ Ethnocentrism