Cultural Differences in Business - Speech or Presentation Example

Cultural Differences in Business 13/8 Table of Contents 1Introduction 3 2Language 3 2.1Solution 3 3Verbal andnon-verbal communication 3 3.1Solution 3 4Conceptions of self 4 4.1Solution 4 5Working in the teams 4 5.1Solution 5 6Approaches to Completing Tasks 5 6.1Solution 5 7Decision-Making Style 5 7.1Solution 6 8Conclusion 6 9References 7 1 Introduction There are many reasons why business meetings with foreigners fail. Of these, lack of knowledge about the other country and their business etiquettes remain an important factor. This paper aims at analyzing the differences between Japan, Italy and UK on 6 factors of distinction in the business environment. 2 Language Since Japan is more inclined towards collectivism, they give high regards to such gestures and respectful clues. Japanese are more conscious about their culture and heritage, knowing some common expressions of Japanese and showing the honor towards their culture may have an impact on the business deal intended (JETRO 1999). In UK, however, business meetings and deals are considered more formal. They tend to keep things explicit and prefer everything in writing, either in emails or on paper. They do not have any personal fascination with their language but would prefer getting the deal done which most favors their business goal. People tend to express their feelings openly in the Italian culture. The body language is really strong and physical contact is accepted. 2.1 Solution In order to overcome the language barriers, businessmen must involve the local employees in the management team. For instance, in Japan, such an act would create more respect for the company as it is giving the workers an opportunity to flourish and take a respectful part in the management of the business. 3 Verbal and non-verbal communication When dealing a Japanese client, entrepreneur or business partner putting hands in pockets should be avoided as it is observed as disinterest of the person on the issue in hand. Moreover, in Japan, bowing at the start of the meeting shows Japanese how respectful the business partner is to their culture (Rodgers). ‘Thumbs up’ is a gesture which is considered rude in Italy. In UK, on the other hand, ‘thumbs up’ shows a satisfaction over a deal, performance or a matter. 3.1 Solution In order to avoid verbal and non-verbal mishaps, the businessmen should learn the gestures, postures and expressions of the host country. The positives may include learning the etiquettes and highly regarded gestures like bowing, shaking hands, putting a smile on and so on. The knowledge of negative communications may help in avoiding any unforeseen disputes or disagreements that may arise due to wrong use of body language in any culture. 4 Conceptions of self Hasegawa and Hirose (2011) suggest that Japanese are more likely to identify themselves with their group rather than an individual. They further elaborate that Japanese are more like to introduce themselves with the organization or group they have affiliation with. For instance, an employee of Bank of Yokohama is more like to say “I belong to Bank of Yokohama” in his introduction. UK is an individualistic culture and people tend to identify themselves separately from the group. They tend to associate the successes with their individual identity and are more likely to think of personal gains and losses. This gives them a distinct identity and image than the group they are associated with. Hence, they are more independent and self-governed. There is a reflection of both, individualism as well as collectivism when in come to the Italian society. Individualism may be seen in the Italian philosophy of Bella Figura. The Italians like tend to judge people and their judgment mainly focuses of the individual appearance of a person. Individual appearance takes the centre stage on ones’ personal life. Thus the business practices, culture and environment tends to be highly individualist. On the other hand the main focus and base of the Italian society is family. This reflects the collectivism aspect. 4.1 Solution There is a need for the business to understand how individuals perceive themselves. If individuals identify themselves with the group, there is a need to tie them in groups and achieve their satisfaction with the work environment. The assessment of their work should also be exhibited as a success or failure of the group. On the other hand, when they are more comfortable with individual assessments and work, individual targets should be set for them for their ease. 5 Working in the teams Japanese are more comfortable in team working environment. They have a mindset where they rely on each other and are more involved in the work when team’s efforts are weighed and team’s success is at stake. People in UK work in teams but since their mindset prefers individualism, group working may be troublesome to many. They feel more relaxed when their success or failure is identified with them individually. Italians work well in teams. In Italy, an authoritative leader exists; that is, a clear focus and direction is given as well as generating the loyalty and enthusiasm. 5.1 Solution As stated above, if they are team-oriented, working in teams should not be a problem. For individualistic cultures, targets should be set for teams but they must be sub-divided for individuals to identify their success or failure. 6 Approaches to Completing Tasks Japanese are more likely to complete their tasks quickly and efficiently. Japanese feel pride in working and if they fail to do so, they feel the real grief and get disheartened by the happening. The people of Japan are too loyal to their work and would consider it a matter of life and death if their job or responsibility is involved. ‘Karoshi’ and ‘Karojisatsu’ are two terms that imply ‘death from overwork’ and ‘suicide from overwork and stressful working conditions’ respectively (ILO, 2013). Hence, Japanese definitely take the completion of their tasks as their top most priority than any other thing. In the UK, people follow fixed patterns of work and instructions of the supervisors. They follow the trail set by the employers and are less emotional about the job and tasks compared to the Japanese. Italians happen to pay more attention and focus on the task they have at hand and work relationships to develop as time goes on rather than valuing friendly working relationships initially and focus on work once a relationship is developed. 6.1 Solution Tasks should be broken down as per the mind-set and self conception of workers. The task completion, as a result, would be smooth as they will be motivated to achieve their goals with more satisfaction on results being identified with them or their group, as applies. 7 Decision-Making Style Japanese use a collaborative approach to decision making. Due to their collectivistic society and culture they make semi-rational to extremely emotional decisions which account for the group requirements and needs. Their decisions are not abrupt and individualistic, but rather the leaders involved make decisions in several meetings. However, once the decision is made, its implementation takes place swiftly (Hall 2013). On the other hand, UK businessmen use the rational model for decision making whereby, they make decisions individually within the premise of the legitimate authority provided to them. Unlike the Japanese employees, they are more inclined towards attaining the organizational goals with less or no concerns shown towards individual benefits, needs, expectations and satisfaction. Although mangers and bosses tend to discuss and hold meeting with their employees they have this sense of pride to implement their own vision upon others. In other words, formal procedures are followed but decisions are usually based on the vision and choice on the individual high in the hierarchy. 7.1 Solution The phrase ‘When in Rome, do as the Romans do’ fits properly here. If decision making is broken down rather than done collaboratively, the limits and scope of decision making should be identified for each individual. Approvals for major decisions should remain in the hands of the upper management to avoid any discrepancies from the organizational goal. On the other hand, meetings must be conducted to reach a conclusion or decision in case of a collectivistic culture. 8 Conclusion In conclusion, culture plays a vital role in business management. There is a need to have a thorough understanding of the cultural environment the business is running or intends to work in. The language barriers, verbal and non-verbal communication issues, role of self-conception and decision making style that employees use are all important factors to be considered before conducting a business. The more the business is in line with the cultural norms, the better it works in that environment. 9 References JETRO. (1999). Communicating with Japanese in Business. Retrieved August 13, 2014, from http://www.jetro.go.jp/costarica/mercadeo/communicationwith.pdf Rodgers, G. (n.d.). A Guide to Japanese Business Etiquette. Retrieved August 13, 2014, from http://goasia.about.com/od/Customs-and-Traditions/a/Japanese-Business-Etiquette.htm Hasegawa, Y., & Hirose, Y. (January 01, 2005). What the Japanese Language Tells Us about the Alleged Japanese Relational Self. Australian Journal of Linguistics, 25, 2, 219-251. Hall, T. (2013, February 19). A Cultural Decide: Differences in Decision Making between Japan and the United States « CU Insight. Retrieved August 13, 2014, from http://www.cuinsight.com/a-cultural-decide-differences-in-decision-making-between-japan-and-the-united-states.html International Labour Organization (ILO). (2013, April 23). World Day for Safety and Health at Work 2013: Case Study: Karoshi: Death from overwork. Retrieved August 13, 2014, from http://www.ilo.org/safework/info/publications/WCMS_211571/lang--en/index.htm Read More