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INTERCULTURAL COMMUNICATION Cultural differences
Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
"What is culture? How can it be defined and what does it do?" Quotations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
‘ The Culture Onion’ I N D I V I D U A L T E A M C O M P A N Y C O U N T R Y
Iceberg Model Arts Food Games Music Language Appearance Tempo of Work Use of Time Incentives to Work Policies to Work Body Language Notions of Leadership Problem - Solving Approaches Superior/Subordinate Relationship Notions of Responsibility Concept of Past and Future Rules of Hierarch Status Age/Sex/Occupation/Kinship
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hofstede ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Individualist and Collectivist cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Individualist and Collectivist cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The  Power Distance  Index (PDI) is one of the five intercultural dimensions developed by Hofstede. This cultural dimension looks at how much a culture does or does not value hierarchical relationships and respect for authority.  Below is a  с ountry list illustrating the scores compiled by Professor Geert Hofstede with regards to the dimension named   Power Distance Index   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Uncertainty avoidance  is one of the five intercultural dimensions developed by Hofstede. In essence this cultural dimension measures a country or culture's preference for strict laws and regulations over ambiguity and risk. According to the Hofstede's findings  Greece  is the most risk-averse culture while  Singapore  the least. Generally speaking  Protestant  countries and those with  Chinese  influences score low.  Catholic, Buddhist and Arabic  speaking countries tend to score high in uncertainty avoidance. Below is a  с ountry list illustrating the scores compiled by Professor Geert Hofstede with regards to the dimension named    Uncertainty Avoidance Index   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Cultural Comparison Graph –  the areas where the two cultures differ greatly    China/Italy ,[object Object],[object Object],[object Object],[object Object]
Trompenaars ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Intercultural Competence is: ,[object Object],[object Object],[object Object]
BENEFITS OF CROSS CULTURAL COMPETENCE TRAINING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THE INTERCULTURALLY EFFECTIVE PERSON ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Breaking the Barriers of Intercultural Communication   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Culture shock ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Positive mood mood changes negative mood
The Cultural Adjustment Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Channel Message Encoding Source Receiver Receiver Response Decoding Feedback Noise C O N T E X T C O N T E X T
EXAMPLES OF FAST AND SLOW MESSAGES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Monochronic and Polychronic Cultures Monochronic Culture Polychronic Culture Interpersonal Relations Interpersonal relations are subordinate to present schedule Present schedule is subordinate to Interpersonal relations Activity Co-ordination Schedule co-ordinates activity; appointment time is rigid. Interpersonal relations co-ordinate activity; appointment time is flexible Task Handling One task at a time Many tasks are handled simultaneously Breaks and Personal Time Breaks and personal time are sacrosanct regardless of personal ties. Breaks and personal time are subordinate to personal ties. Temporal Structure Time is inflexible; time is tangible Time is flexible; time is fluid Work/personal time separability Work time is clearly separable from personal time Work time is not clearly separable from personal time Organisational Perception Activities are isolated from organisation as a whole; tasks are measured by output in time (activity per hour or minute) Activities are integrated into organisation as a whole; tasks are measured as part of overall organisational goal
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VISUALIZATION OF TIME (Lewis 1996) PRESENT PRESENT vaguely understood PAST visible influential FUTURE unknowable
VALUES CONTINUUM   Part 1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VALUES CONTINUUM   Part 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VALUES CONTINUUM   Part 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Value Orientations  Orientation Postulated Range of Variation Kluckhohn and Strodtbeck, 1961; 12) Human nature Evil  1. mutable 2. immutable Neutral  1. mixmutable 2. immutable Good  1. mutable  2. immutable Man-nature Subjugation  1. to Nature Harmony 2. with Nature Mastery  3. over Nature Time  Inner development Working for  rewards Activity  Past Present Future Relational  Being Being-in-Becoming Doing Lineality Collaterality Individualism

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Intercultural Education

  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. ‘ The Culture Onion’ I N D I V I D U A L T E A M C O M P A N Y C O U N T R Y
  • 9. Iceberg Model Arts Food Games Music Language Appearance Tempo of Work Use of Time Incentives to Work Policies to Work Body Language Notions of Leadership Problem - Solving Approaches Superior/Subordinate Relationship Notions of Responsibility Concept of Past and Future Rules of Hierarch Status Age/Sex/Occupation/Kinship
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. Channel Message Encoding Source Receiver Receiver Response Decoding Feedback Noise C O N T E X T C O N T E X T
  • 27.
  • 28. Monochronic and Polychronic Cultures Monochronic Culture Polychronic Culture Interpersonal Relations Interpersonal relations are subordinate to present schedule Present schedule is subordinate to Interpersonal relations Activity Co-ordination Schedule co-ordinates activity; appointment time is rigid. Interpersonal relations co-ordinate activity; appointment time is flexible Task Handling One task at a time Many tasks are handled simultaneously Breaks and Personal Time Breaks and personal time are sacrosanct regardless of personal ties. Breaks and personal time are subordinate to personal ties. Temporal Structure Time is inflexible; time is tangible Time is flexible; time is fluid Work/personal time separability Work time is clearly separable from personal time Work time is not clearly separable from personal time Organisational Perception Activities are isolated from organisation as a whole; tasks are measured by output in time (activity per hour or minute) Activities are integrated into organisation as a whole; tasks are measured as part of overall organisational goal
  • 29.
  • 30. VISUALIZATION OF TIME (Lewis 1996) PRESENT PRESENT vaguely understood PAST visible influential FUTURE unknowable
  • 31.
  • 32.
  • 33.
  • 34.
  • 35. Value Orientations Orientation Postulated Range of Variation Kluckhohn and Strodtbeck, 1961; 12) Human nature Evil 1. mutable 2. immutable Neutral 1. mixmutable 2. immutable Good 1. mutable 2. immutable Man-nature Subjugation 1. to Nature Harmony 2. with Nature Mastery 3. over Nature Time Inner development Working for rewards Activity Past Present Future Relational Being Being-in-Becoming Doing Lineality Collaterality Individualism