Intercultural & Strategic Communication PROF Papiya De FTMBA/ INTeRCULTURAL & Strategic Com/Trim V/PD

The roadmap - Intercultural What is culture? Getting to know another culture Nonverbal Communication in Intercultural Communication Cultural Rules for Establishing Relationships Working in a multicultural environment Organizing messages to other cultures Intercultural Negotiations

The roadmap - Strategic Organizational Communication Corporate Reputation Creating a Communications Plan Internal Communications External Communications Investor Relations Social Media Crisis Communication

Evaluation Group Assignment: 30 marks Group Presentations: 20 marks End-semester examination: 40 marks DCP: 10 marks

Risks in International business Commercial Risks Financial Risks Country Risk Cross Cultural Risk Risks in International business

International managers must have… Global mindset Intellectual capital: Business savvy, cosmopolitan outlook Psychological capital: Passion for diversity, quest for adventure, Self- assurance Social capital: Intercultural empathy, impact, diplomacy Cultural intelligence: Linguistic Spatial Intrapersonal Interpersonal

Barriers Attitude Perception Stereotypes Interpretation

The roadmap to Cultural Intelligence Ethnocentric orientation Polycentric orientation Geocentric orientation

True of False? Culture is homogenous Culture is a thing Culture is never uniformly distributed among members of a group An individual is a member of a single culture Culture is more than customs Culture is timeless

What is Culture? Hofstede: Collective programming of the mind that distinguishes the members of one category of people from another Rao & Thombre: Shared beliefs, attitudes, norms, roles, and values found among speakers of a particular language who live during the same historical period in a specific geographic region Helen Spencer Oatey: Is a fuzzy set of attitudes, beliefs, behavioural norms, and basic assumptions and values that are shared by a group of people and that influence each member’s behaviour and his/her interpretations of the meaning of other people’s behavior

Iceberg Model: Edward T Hall (1976)

Dimensions of Culture: The Onion Model (1991)

Hofstede’s cultural index Power distance Strict obedience at the upper levels: Mexico, South Korea, India, Japan– Leaders are expected to consult their subordinates when making decisions Decentralized, flatter organization structures: USA, Canada, Australia, New Zealand, Great Britain, Netherlands – People higher in hierarchy enjoy more de facto respect India: 77 compared to the world average of 56.5

Hofstede’s cultural index Individualism/collectivism High individualism connected to high GNP: USA, Canada, Australia, Denmark, Sweden Prefer personal time, freedom, challenge Low individualism: less support for the Protestant work ethic: Indonesia, Pakistan, India, South American countries Prefer training opportunities, good physical conditions, opportunity to use one’s skill on the job India: Intermediate score of 48

Hofstede’s cultural index Uncertainty avoidance What is different is dangerous: Germany, Japan, Spain What is different is curious: Denmark, Great Britain, Singapore India: A score of 40 against the world average of 65

Hofstede’s cultural index Masculinity/femininity More assertive, status and gain-oriented: Arab countries, Mexico, Japan, Switzerland, Great Britain, Germany Acceptance of both roles as provider and care-giver: Chile, Portugal, Thailand, Sweden, Norway, Iceland, Netherlands, Denmark, Finland India: 56 against the world average of 51

Hofstede’s cultural index Long-term/short-term orientation Establishing trust and respect, maintaining stability: China, Hong Kong, Taiwan, Japan, South Korea, Brazil Expecting quick results, seeking what is true, saving little: Pakistan, Nigeria, the Philippines, Canada, Great Britain, the US, New Zealand India: 61 against a world average of 48

Edward T. Hall’s dimension High context Low context Transmits very little in the explicit message Non-verbal and cultural aspects of what is unsaid more important Relationships more important than tasks Value placed on verbal messages that are clear and concise Data is completely objective Tasks more important than relationships

Low to high continuum US, Canada Germany, Scandinavia Mediterranean cultures, Spain, Italy, England Japan, Arab countries

Trompenaars Cultural Dimensions Universalism versus Particularism Individualism versus Communitarianism Neutral versus Emotional Specific versus Diffuse Achievement versus Ascription Sequential versus Synchronous time Internal direction versus External direction

Culture shock The honeymoon stage The disenchantment stage The adjustment phase The acceptance/adaptation phase The reentry shock