Communication skills ppt

1. Cross cultural
communication

2. Need to adapt to cultural diversity
 Some new recruits from the United States and Europe had come to
India to undergo training at XYZ Ltd. The Indian trainees followed a
strict dress code, whereas the trainees from abroad came to the
office wearing denims and T-shirts from the very first day. The
human resources (HR) team had to intervene and explain to the
foreigners about the working environment in India. However, in
spite of repeated requests from the HR team, they did not follow a
proper dress code. During lunch, the foreigners asked for beer at
the office canteen and were disappointed when they were told that
it was not available. During the weekends, the Indian trainees spent
time revising what they were taught, as they found the course quite
complex, whereas the foreigners visited night clubs, discos and
pubs.
 During the training session, the trainers frequently complained that
they were facing problems because of the foreigners’ style of
raising questions. Moreover, they had too many queries, some of
which were very basic and could be easily cleared if they did some
background study. The trainees from abroad complained that there
were no manuals or guides that could explain the topics in steps
and that the quality of training being delivered was poor.
 Finally, the senior management of the company realized the need
to sensitize future trainees from other countries, to the realities of
the Indian working environment.

3. Importance of the study
 Culture is deeply embedded in communication.
 In today’s globalised economy, understanding and
appreciating cross-cultural differences and developing
sensitivity towards culture is gaining importance.

4. What is cross cultural
communication?
Cross cultural communication is a field of study that looks
at how people from different cultural backgrounds
communicate, in similar or different ways among
themselves, and how they endeavour to communicate
across cultures.
Culture is a way of life of a group of people which is passed
on from one generation to another. It is more acquired
than learnt.

5. Analogy of culture
 If culture is compared with that of an iceberg, what is
overtly visible is something we can see apparently. Lying
beneath the surface are the values that shape our world
view.
Overt Covert
 Language values
 Tradition attitudes
 Custom beliefs
 Food perception
 Dress

6. Culture defined
 Culture is a group which shapes a person’s values and
identity.
 Cultural identities stem from the following differences:
Race, ethnicity, gender, class, religion, country of origin
and geographic region.

7. Characteristics of culture
 Cultures are dynamic
 Cultures are not inherent, but learned
 Cultures are rooted in deep-seated beliefs
 Culture is the basis for self-identity and community

8. Importance of understanding
culture
 Business opportunities
 Job opportunities
 Globalization
 Sharing of views and ideas
 Talent improvisation
 Understanding of diverse markets

9. Need for intercultural communication
in business
 Cultural diversity is around the world with a change in
geography, climate, countries, states, religion, language,
race and gender.
 For a business to develop globally, these cultural
diversity must be breached.

10. Why culture matters in International
Business?
 Developing products and services
 Interacting with foreign business partners
 Screening and selecting foreign distributors
 Negotiating ventures
 Interacting with current potential customers abroad
 Preparing for overseas trade fairs and exhibitions
 Preparing advertising and promotional materials

11. Dimensions of culture
1. Edward Halls-
 a. high context vs. low context
 b. monochromic vs polychromic cultures
2. Hofsted’s classification-
 Individualism vs. collectivism
 Power distance
 Uncertainty avoidance
 Masculinity
3. Deal oriented vs relationship oriented culture
4. Chronemics

12. High-context and Low-
context cultures
 High-context culture: cultures that rely heavily on non-
verbal and subtle situational cues in communication.
The meaning of an utterance is depended on the
context of situation and can have multiples meanings.
E.g. Asian and Arabic cultures are high-context cultured
 Low-context culture: cultures that rely heavily on words
to convey meaning in communication. The meaning is
explicitly evident or words mean exactly what they say.
E.g., German, Scandinavian, North American cultures are
low context cultures where the meaning is explicit in
the language.

13. Hofsted’s classification
2. Individualism Vs Collectivism
 In individualistic culture, the individual is extremely
important and individual decision prevail over group
decision. Individuals take responsibility of their actions
from a very young age.
 In collective cultures, group decisions override
individualistic decisions. Relationships are put before
tasks.
For example, decisions of marriage in most parts of India,
takes collective decisions by family. Even buying a vehicle
takes collaborative decisions.

14. Hofsted’s classification
contd..
b. Power distance- means, distance between different levels of
hierarchies. The less powerful accept authority and considers
it normal. It may be organizational or societal
 High power distance cultures accept power as a part of
society. Power is centralised and gives status rank.
 Asian societies are high on power distance with the boss
having the largest office.
c. Uncertainity avoidance- means the extent of comfortability
with levels of risks and ambiguity. Low certainty avoidance
cultures accept high degree of risk. They act on less
information and may not go for detailed planning. E.g.
Singapore, China and Hong Kong.
High certainty avoid risks by taking detailed planning,
traditional rules, standards and rituals. E.g. India, Japan etc.

15. Hofsted’s classification
contd..
d. Masculinity- the degree to which masculine/feminine traits are
valued in a culture. Separate roles of men and women. Masculine traits
are competition, assertiveness, respect for things which are large,
strong and fast. It also includes “live to work”. High earning,
recognition, advancement, high emotional quotient, cooperation,
personal accomplishment take centre stage.
e.g., China, Japan, Korea are high masculine cultures, while Turkey,
Mongolia, Vietnam are more feminine.
India and Hong Kong exhibit both characteristics.
e. Deal oriented vs relationship oriented
Deal oriented are focussed on deal only and they demarcate between
business and personal life. E.g. North America, Great Britain, Australia,
New Zealand
On the other hand cultures, which expect to be asked about family and
general well being on the onset of any communication interaction.
They may feel offended if communication goes straight to business
agenda. Thus, making small talk is important for long term business
associates. The dictum, “if you can’t do small talk, you can’t do big
talk”. E.g., Asia, most of Africa, Arab World.

16. Chronemics (TIME)
 Attitude towards time differ from culture to culture. Time
has different meanings across cultures.
 Monochronic cultures- are one-dimensional, liner and tend to
focus on one task at a time. Schedules are important and
time can be controlled and should be used wisely. They
considers time as precious. They focus on now, fix to
deadlines and are considered as slaves of time and arrogant.
Time is money. North America, Japan, Germanic Europe,
Australia, New Zealand, Singapore,
 Polychronic cultures- people are more relaxed about time and
focus is more on relationships than schedule. Such cultures
are multidimensional in which people do several things at the
same time. Time is fluid. People are viewed as lazy,
undisciplined and rude. Asian, African and Latin American and
Egypt.

17. Eye contact
 In some cultures, looking people in the eyes is honesty, while
in others it is seen as challenging and rude.
 In U.S if you have a good eye contact with a person, it
signifies that you are interested in that person.
 In Middle East, eye contact is much less common and
considered less appropriate.
 In many Asian, African and Latin American cultures, extended
eye contact can be taken as an affront or challenge to the
authority.
 In Western Europe, it is considered proper and polite to
maintain almost constant eye contact with another person.

18. Colours
 In Asia, orange is positive, enlightening, life-affirming
colour.
 In US it is a colour of road hazards, traffic delays and fast
food restaurants.
 Green is considered as traditional colour of Islam. It is also
the national colour of Egypt.
 White is the traditional colour of bridal wear in Western
cultures.
 In China, blue coloured gifts are associated with death.

19. Greetings
 Bow is the customary greeting in Japan
 Westerner’s always start with a handshake
 Most Latinos slightly embrace while greeting
 People from France, Spain, Italy, Portugal greet friends
by kissing on both cheeks
 Indian’s usually collide their hands for greeting each
other

20. Culture conflicts in workplace
 Cultural conflicts arise because of the differences in values
and norms of behaviour of people from different cultures.
 A person acts according to the values and norms of his or
her culture; another person holding a different world view
may interpret his or her behaviour from a different stand
point.
 This situation creates misunderstanding and can lead to
conflict.

21. Cultural differences
Low-context cultures
 Verbal communication is
important
 People prefer quick
decision –making
 There is heavy reliance
on data and figures
 Written contracts are
more important
 People do not mix work
and relationships
High-context
cultures
 Non-verbal
communication is
important
 Decision-making is slow
and time-consuming
 Trust has to be built
before business is done
 Commitment is more
important than written
contracts
 Relationships are friendly
and extend beyond work

22. Blocks to cultural
communication
1. Ethnocentrism: inability to accept another culture’s view
and considers “my way is the best’. Indian culture is
richer than any other culture in the world.
2. Discrimination: differential treatment of an individual
due to minority status, actual and perceived.
3. Stereotyping: generalizing about a person while ignoring
presence of individual differences
E.g., Indians are never on time…

23. Blocks contd…
4. Cultural blindness: differences are ignored as if
differences do not exist. “there is no need to worry
about a person’s culture”
5. Cultural imposition: belief that everyone should conform
to the majority. “we know what is best for you. If you
don’t like you can go else where .”

24. Improving cross-cultural
communication
 Slow down (clarity in pronunciation)
 Separate questions(“Do you want to carry on or shall we
stop here? X)
 Avoid negative questions (Are you not coming?) Ans, Yes
 Take turns
 Write it down
 Be supportive
 Check meanings
 Avoid slangs
 Watch the humour( many cultures may not appreciate
jokes or sarcasm in a business context)
 Maintain etiquettes

25. Space
 Maintain distance when you talk to an American,
whereas, an Arab will tend to come closer.

27. CASE STUDY- CROSS-CULTURAL EXPERIENCES
FROM JAPAN
 Milind was posted in Japan for a consulting assignment with
one of the major clients of BDC Inc, based out of Kolkata. The
Japanese company had been working with BDC for five years,
and Milind was their single point of contact in Japan.
 The chief executive officer (CEO) of the Japanese form,
Futoshi, called Milind to his office in Tokyo. Later, Futoshi
invited him for dinner at his house on a weekend. Although
Milind hesitated at first, he eventually agreed to go, he
decided to pick up a small gift for Futoshi and his family
before he reached their house.
 Milind bought some lilies and a gift, which was moderately
expensive, and got it gift-wrapped at the store. Milind dressed
casually for the occasion. He went to Futoshi’s house a little
early and walked straight into the house without taking off his
shoes.
 After a small chat it was time for dinner. Milind was asked to
sit on one specific chair. He felt that he would be comfortable
taking the seat beside the one specified for him and sat in it.
As dinner, Milind was not comfortable using his chopsticks and
asked Futoshi if he could get a fork for him.

28. Case study contd…
 When the soup was served, those at the dining table made
slurping noises while eating. Milind felt a little odd. During the
course of the dinner, he took some rice and mixed it with the
gravy served and ate it. Milind finished the rice in the bowl.
There were few grains remaining. The host served rice again.
He could not eat more and had to leave the rest of the rice in
the bowl. Although Milind was trying to engage the family in
conversation, he was not able to do so. It seemed to him that
they were extremely busy eating.
 After the dinner, Milind started admiring the paintings hung on
the walls, to bring Futoshi into conversation. However, Futoshi’s
response was extremely cold. Milind decided to take his leave.
 Once back at his hotel, Milind wondered about the reason for
the cold behavior of his host.
Questions:
 Why were the hosts behaving so reservedly?
 What are the cultural differences between the Japanese and
Indian societies?