The document discusses the complexity of cross-cultural communication and some of the challenges that can arise. It notes that cultural factors can undermine the intended meaning of messages. Effective cross-cultural communication depends more on understanding different cultural perspectives than just transmitting the right words. The document then examines several specific cultural dimensions, like attitudes, social organization, thought patterns, roles, and language differences that can create misunderstandings between cultures. It emphasizes the importance for managers to be aware of their own culture and that of the recipient when engaging in cross-cultural exchanges.

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Pranav Kulshrestha(Vadodara(India))
Vadodara Institute Of Engineering(GTU)
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3. Cultural communications are deeper and more
complex than spoken or written messages. The
essence of effective cross-cultural communication
has more to do with releasing the right responses
than with sending the “right” messages.
—Hall and Hall
© 2006 Prentice Hall 4-3

4.  Managers spend between 50% and 90% of their
time talking to people
 Managers communicate to:
 Coordinate activities
 Disseminate information
 Motivate people
 Negotiate future plans
© 2006 Prentice Hall 4-4

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6.  Cultural Noise – cultural variables that
undermine the communication of intended
meaning
 Intercultural communication – when the
member of one culture sends a message to a
member of another culture
 Attribution – the process in which people look
for an explanation of another person‟s behavior
© 2006 Prentice Hall 4-6

7.  Attitudes – ethnocentric and stereotypical
attitudes are a particular source of noise in
cross-cultural communication
 Social Organization – nations, tribes, religious
sects, or professions can influence our priorities
and values
 Though Patterns – the logical progression of
reasoning varies by culture
© 2006 Prentice Hall 4-7

8.  Roles – the perception of the manager‟s role
differs considerable around the world, consider
the conversation between the American and
Greek
 Nonverbal Communication – behavior
communicated without words; even minor
variations in body language, speech
rhythms, and punctuality can cause mistrust
© 2006 Prentice Hall 4-8

9.  Language – an inability to speak the local
language, and a poor or too literal translation
are often causes for mistrust
 Pepsi‟s slogan “Come Alive with Pepsi” translated
into German as “Come out of the grave.”
 Rendezvous lounges on 747‟s were not used on
airlines because in Portuguese „rendezvous‟ refers to
prostitution
© 2006 Prentice Hall 4-9

10. Britain and America are two
nations separated by a common
language.
- George Bernard Shaw
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11.  Mono-chronic Cultures – Time is experienced
in a linear manner; generally mono-chronic
people concentrate on one thing at a time and
adhere to time commitments
 Poly-chronic Cultures – Many things occur
simultaneously and emphasize involvement
with people
© 2006 Prentice Hall 4-11

12.  Context in which the communication takes
place affects the meaning and interpretation of
the interaction
 Cultures are either high- or low- context
© 2006 Prentice Hall 4-12

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14.  Communication varies according to
 Where and how it originates
 The channels and the speed which it flows
 Whether it is formal or informal
 The nature of the organization‟s information
system are affected by
 Organizational structure
 Staffing policies
 Leadership style
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15.  The Internet as a global medium for
communication allows companies to develop a
presence in markets globally
 Companies must adapt their web
communication to deal with local cultural
variables
© 2006 Prentice Hall 4-15

16.  Cultural Sensitivity
 Careful Encoding
 Selective Transmission
 Careful Decoding
 Appropriate Follow-up Actions
© 2006 Prentice Hall 4-16

17.  Respect (eye contact, posture, tone, etc)
 Interaction posture – ability to respond in a
descriptive, non-evaluative, and non-
judgmental way
 Orientation to knowledge – understand that
your beliefs and perceptions are only valid for
you and not everyone else
 Empathy
© 2006 Prentice Hall 4-17

18.  Interaction management
 Tolerance for ambiguity
 Other-oriented role behavior – capacity to be
flexible and to adopt different roles for the sake
of the greater group cohesion/communication
© 2006 Prentice Hall 4-18

19.  When sending a message make it a point to
know the recipient
 Encode the message in a form that will most
likely be understood as it is intended
 This means the manager must
 Be aware of their own culture
 The recipient‟s culture
 The expectations surrounding the situation
© 2006 Prentice Hall 4-19

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