This document provides guidance on cross-cultural understanding when working with diverse cultures like China, the Middle East, and Africa. It discusses general rules like respecting local customs and avoiding judgment. It differentiates between universal, cultural, and personal aspects of culture. It also distinguishes between visible and invisible cultural influences and how the invisible shapes the visible. Specific advice is given for conducting business in the Middle East and China, emphasizing relationship building, respect, generosity, and patience.

1. Cross-cultural
Understanding
Working with diverse
cultures
ME, China, Africa

2. General Rules
 Read about the culture & ask people
 Sincerely respect the culture and show it
 Don’t give the impression that yours is superior
 Be open about your own culture – share info
 Be respectful about local customs/beliefs
 Beware of your own prejudices
 Be very, very polite – always
 Don’t stick to your own kind – make local friends
2
Don’t be judgmental – it will show

3. 2, Essential Aspects
of Culture
Universal/Group/Personal
Invisible/Visible

4. 4
Universal, Cultural or
Personal
 Universal: Ways in which all people in
all groups are the same
 Cultural: What a particular group of
people have in common with each other and
how they are different from other groups
 Personal: Ways in which each one of us
is different from everyone else, including
those in our group.

5. 5
U / C / P Preferences
Men opening the door for women
Feeling sad on death of one's mother
Wearing black for bereavement
Looking at a person in the eyes when talking
Being punctual for an appointment
Writing from left to right
Having a liking for white lilies
Respecting old people
Using handwriting analysis to hire a person
Sitting down when drinking water
Paying dowry (Husband price)
Widows wearing only white clothing
Bathing daily
Shaking hands as a way of greeting
Eating with one's fingers
Please differentiate

6. 6
Visible & Invisible
 All cultures have visible and invisible aspects.
 Invisible aspects influence the visible aspects.
 To understand a visible aspect it is essential to
know which invisible aspect is influencing it
 Invisible aspects have their roots in religious
beliefs, historical events or epochs,
geographical / climatic influences, gender
significance
Language is the most common key to culture

7. 7
Group Exercise -
 On the next slide are a number of things
which characterize a culture. Some of these
are visible, others invisible.
 Separate the visible and the invisible
aspects of culture.
 Show how a particular invisible aspect of
culture influences/determines a visible
manifestation of culture.

8. 8
Visible & Invisible
General World View
Eating Habits
Work Ethic
Rituals and Customs
Style of Dress
Concept of Personal Space
Holidays
Concept of Leadership
Facial Expressions
Religious Beliefs
Paintings
Rules of Social Etiquette
Concept of Beauty
Music
Concept of Self
Child-Raising Practices
Notion of Modesty
Gestures
Values
Nature of Friendship
Literature
Customary Food

9. Reflection
 What are you prepared to do to work
with others?
 What are the things which will be
difficult and what will be easy?
 What is your plan to overcome
difficulties in order to succeed?
9

11. 11
 Critical importance of maintaining face and
reputation. Never criticize, show up, or disgrace an
Arab publicly.
 Handshake: but not with women
 Importance of connections and networking (doing
business with the person, not the company)
 Work relationships are based on a sense of family,
security, and friendship. Preference for
personalized, oral communication.
Arab/ME Values
Essential to pronounce names correctly

12.  Decisions are made in personal encounters, not via
phone or letter. Most important decisions are made
by a small group of top executives who rely heavily
on emotion, feel, and interpersonal vibes.
 Great stress is given to elaborate hospitality in
business meetings. Arabs enjoy emotional, colorful,
close proximity communication.
 High value on commerce and business. Very shrewd
businessmen and very price conscious.
12
Arab/ME Values
Knowledge of Arabic is a major asset

13. Arab/ME Values
 Take care of those you are responsible for
 Your honor (‘Face’) is on the line
 Be loyal to your friends, nation/kingdom & religion
 Little difference between public & private behavior
 No backing down in public
 No tolerance of insults, especially to Allah & Islam
 Arabs hold royalty in high esteem. Rulers meet
openly with subjects on a grass roots level (Majlis)
to deal with their needs and problems.
13
There’s a great deal of social equality among Arabs

14. Do’s & Don’ts
 Never show the bottom of your foot. Keep both
feet on the ground and avoid crossing your legs.
 If your meeting with a company official in a Muslim
nation is frequently interrupted by drop-in
visitors, just sit patiently, since Arab cultures are
very polychronic (open to everyone).
 Arabs love children; they lavish a great deal of time
and attention on them. Likewise, the elderly are
greatly respected and cared for by their children.
Family is greatly valued and ties are maintained

15.  Very often, the first meeting (or first few meetings)
will simply be spent on polite small talk. While they
may seem casual, these preliminary meetings should
be taken seriously. During this time, your Arab
counterpart will be trying to evaluate subjectively if
business should take place in the future.
 Often, after an initial talk, your counterpart will
end the meeting and will invite you to come to
another meeting where the actual business
discussions will be conducted.
15
Do’s & Don’ts
Patience is the key. Impatience is fatal.

16.  Establishing a personal relationship of depth and
trust is one of the most important elements of
conducting business in the Middle East. You should
allow plenty of time for conducting transactions in
the Middle East. It is not acceptable to close deals
by phone or fax communication.
 Don’t be surprised if your Arab counterparts take
time to pray during a meeting. Simply be
patient. The period of prayer usually lasts only
about 20 minutes and the meeting will continue.
16
Do’s & Don’ts
Note similarities in culture with China, India & Africa

17.  In negotiating, a calm but firm, sincere and personal
approach works best. Arab business people do not
appreciate a ‘hard-sell’ approach or being hurried;
instead, lengthy haggling almost always occurs.
 Business meetings are rarely private. It is important
to be patient since there are often numerous
interruptions for phone calls and visitors. People
wander in and out of meetings, you may be asked to
deliver a presentation a number of times.
17
Do’s & Don’ts
Arabs will speak in Arabic to each other and no
insult is intended. Just be patient and smile.

18.  Generosity is considered one of the highest values in
Arab culture. The greatest compliment you can pay
your host is to acknowledge his generosity. Similarly,
when an Arab offers you a gift, it is impolite to refuse.
 Age is highly respected and associated with wisdom. To
increase your chances of success, it is recommended
that an older person be sent to meet with prospective
business partners. Sending a younger executive may
suggest to them that their business is not worthy of the
attention of the elders.
18
Do’s & Don’ts
Huge importance on politeness but don’t bow

19.  Arabs tend to stand very close and make direct eye
contact when talking to others. This is a sign of
courtesy and respect. They may also touch often, in
order to heighten communication.
 Be aware that people sometimes remove their shoes
before entering an Arab office. Check for shoes by
the door and leave your shoes there as well.
 To be invited to a meal in an Arab home is a great
honor. Men and women eat separately. Be sure to
thank your host for the honor.
19
Do’s & Don’ts
Your word is sacred & lying is the worst crime

20.  Never use the left hand for public matters (such as
eating, giving a business card, etc.)
 Don’t touch (back pat, shoulder tap, etc.)
 Never swear in public or talk about female family
members
 Avoid discussions of Middle Eastern politics
 Especially in the summer Arab businesses take a
very long siesta and work until late in the night
 Restaurants have family and bachelor areas
20
Do’s & Don’ts
In Arabia do as the Arabs do

21. 21

22. Africa
 Is a continent with many countries, cultures,
tribes, languages, colors and religions
 But some things are common to most of
them
 Most African business dealing is Westernized
 For others, observe, listen and ask politely if
you have a doubt
22
If in doubt follow your host

23. Address
 The northern countries bordering the
Mediterranean are Islamic, and you can
expect their kind of lavish generosity,
indirect business discussions, expansive
sense of time,
 You can never go wrong by using last names
and titles when you first meet. Academic
titles are commonly used.
23
Formality is safe. No first names

24. Local customs
 Conservative is the keyword.
 Africans are justly famous for the pleasure they take
in eating and entertaining and for their generosity.
If you are invited to someone's home almost
anywhere in Africa, be prepared – your host will go
all out to impress you.
 In business you are likely to be dealing with
Westernized Africans in big cities but do remember
that the real Africa (like the real India) is not in the
cities.
24
Take time out to see the real Africa

25. 25

26. Biggest Chinese asset
 China National Highway (2743 km) 1951-57, with
elevation ranging from 300 – 5050 meters.
 Qinghai-Tibet highway (1160 km) 1950-54, starts from
Xining, Qinghai Province, crosses four mountains, Kunlun
Mountain (4,700 meters), Fenghuo Mountain (4,800
meters), Tangula Mountain ( 5,150 meters at the
mountain pass), and Nyainqentanglha Mountain.
 It spans three rivers, Tongtian River, Tuotuo River and
Chuma’er River, averaging 4,500 meters.
 Parts of it built on permafrost which rises and falls.
26Discipline

27. Chinese Culture
Guanxi
 Important for
introductions and
influence
 Outcome will depend
on mutual benefit
 Take time to build
relationships
 Respect is a big factor
27Guanxi is not corruption or bribery

28. Guanxi
 Guanxi – In literal terms, this central concept in Chinese
culture means ‘relationships’ or ‘connections’.
 Guanxi is networking, ‘wasta’, who-knows-who.
 Establishing a sincere, supportive relationship based on
mutual respect is a fundamental aspect of Chinese
culture.
 Having the right Guanxi is crucial for ensuring success in
business.
 Building Guanxi takes time and investment in relationships
28
Without Guanxi you will learn the meaning
of ‘The Great Wall of China’

29. Mianxi
 Mianxi – An important issue that should be
considered throughout business interactions with
the Chinese is the concept of ‘Mianxi’ or ‘face’.
 ‘Face’ is a mark of personal pride and forms the
basis of an individual’s reputation and social status.
 In Chinese business culture ‘saving face’, ‘loosing
face’ and ‘giving face’ are vital for successful
business.
29
‘Face’ is Izzat

30. Saving ‘face’ is critical
 Causing someone to loose face through public
humiliation or showing insufficient respect can
seriously damage business discussions.
 On the other hand, praising someone in moderation
before their colleagues is a form of ‘giving face’ and
can earn respect, loyalty and aid negotiations.
 Knowing about your counterpart’s social standing is
critical to succeed in negotiations
30
Please note similarity with Indian,
African, Middle Eastern cultures

31. Keqi
 Keqi – The notion of Keqi is based on the
amalgamation of two Chinese words, ‘ke’
meaning ‘guest’ and ‘qi’ signifying ‘behavior’.
 Together, this cultural concept advocates
thoughtful, courteous and refined behavior.
 In business terms, it is important to
demonstrate humility and modesty as
exaggerated claims of ability are viewed with
suspicion.
31
‘We are the best’ = means You are highly suspicious

32. Do’s
 Maintain eye contact, avoiding eye contact is
considered untrustworthy.
 Address your Chinese counterparts with a
title and their last name. If the person does
not have a title, use ‘Mr’ or ‘Madam’.
 Wait for your Chinese counterpart to initiate
formal greetings. Handshakes are the most
popular gesture.
32
Smile, bow and let them take the lead

33. Culture & Business Protocol
 Be a good listener
 Be aware of your own body language
 No confrontational questions
 Never say, ‘NO’; directly
 Time has a different meaning
 Be aware of language – words you use
33
Status has a major role in interactions

34. Culture & Business Protocol
 Make friends first – business later
 Indirect approach better
 Use intermediaries
 Never put your counterpart in a spot
 ‘Face’ – has a lot of value
 Contracts & agreements are sacrosanct
34
Invest in good relationships – be genuine

35. Don’ts
 DON’T EVER BE LATE
 DON’T assume that a nod is a sign of
agreement but that the person is listening.
 DON’T show excessive emotion
 DON’T raise your voice. Speak softly
 DON’T ask direct questions
35
Never use first names – it is considered rude

36. Interpreting Language
 Everything is possible
 Nothing is easy
 Patience is the essence of success
 ‘You don’t understand’; means ‘We don’t
agree’
 Yes and No – both are not absolute so check
for conditions and possibilities
36
Western directness will backfire

37. Interpreting Language
 Chinese decide slowly but stick to their
decision
 Try to see and feel things their way
 When it looks easy – it is going to get tough
 If it looks tough - everything is possible
 Easy to get things done – provided you get
agreement from the people
37
Notice similarities with Indian culture

38. Business etiquette
 The exchanging of business cards is customary in
Chinese business culture. One side should be printed
in English and one in Chinese. You should present
your card with both hands and with the Chinese side
facing up. When accepting your colleague’s card
study it carefully before placing it on the table,
never in the back pocket, as this is extremely
disrespectful.
 Never sit with your feet in the direction of your
counterpart
38
More respect is better than less

39.  During negotiations, humbleness and patience is the
key to success. The Chinese use time knowingly and
there is always enough.
 Initial meetings will be more of a social opportunity
and not a negotiation discussion. Take the cue from
your counterpart to start talking business.
 Don’t talk business if you are invited to a social
event or dinner unless your counterpart initiates
conversation or invites you to do so
39
Business etiquette
Talking business during social events is bad manners

40. Chinese, African,
Middle Eastern
Similarities & Differences

41. Similarities Differences
 Importance of rank
 Showing respect
 Saving ‘Face’
 Networking
 Age = respect, rank
 Relationship over
business
 Time & urgency
 Punctuality
 Discipline
 Diversity of various
kinds
41
Learn before you go

42. Cultures Consequences
Geert Hofstede’s Theory

43. Hofstede Analysis
 Dr. Geert Hofstede conducted perhaps
the most comprehensive study of how
values in the workplace are influenced
by culture. From 1967 to 1973, while
working at IBM as a psychologist, he
collected and analyzed data from over
100,000 individuals from forty
countries.

44. Primary Dimensions – 1
 Power Distance focuses on the degree
of equality, or inequality, between
people in the country's society
 A High Power Distance ranking indicates
that inequalities of power and wealth
have been allowed to grow within the
society.
 A Low Power Distance ranking indicates
the society de-emphasizes the differences
between citizen's power and wealth.

45. Primary Dimensions – 2
 Individualism focuses on the degree the
society reinforces individual or collective,
achievement and interpersonal relationships.
 A High Individualism ranking indicates that
individuality and individual rights are paramount
within the society
 A Low Individualism ranking typifies societies of
a more collectivist nature with close ties
between individuals.

46. Primary Dimensions – 3
 Masculinity focuses on the degree the
society reinforces, or does not reinforce, the
traditional masculine work role model of
male achievement, control, and power
 A High Masculinity ranking indicates the country
experiences a high degree of gender
differentiation.
 A Low Masculinity ranking indicates the country
has a low level of differentiation and
discrimination between genders

47. Primary Dimensions – 4
 Uncertainty Avoidance focuses on the
degree the society reinforces, or does not
reinforce, uncertainty and ambiguity within
the society
 A High Uncertainty Avoidance ranking indicates
the country has a high level of uncertainty and
ambiguity
 A Low Uncertainty Avoidance ranking indicates
the country has a low level of ambiguity and
uncertainty.

48. Primary Dimensions – 5
 Long-Term Orientation focuses on the
degree the society embraces, or does not
embrace, long-term devotion to traditional,
forward thinking values
 High Long-Term Orientation ranking indicates
the country prescribes to the values of long-term
commitments and respect for tradition
 A Low Long-Term Orientation ranking indicates
the country does not reinforce the concept of
long-term, traditional orientation.

49. The American Cultural Profile

50. Exercise
 What do you think are the implications
of this culture to developing business?
 What could be some strategies you
could adopt to take advantage of the
strengths of this culture?
 What are some elements of this culture
which can cause you problems?
20 minutes

51. For comments/thought-share
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