2022年商務英語聽力指導：正式商業(yè)交流–美國商業(yè)跨文化交流新

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LessonThreeCross-CulturalCommunicationinUSBusiness

PartIObjectivesSixFundamentalPatternsofCulturalDifferences中西文化差異的6種基本模式Ageneralviewofcorporateculture公司文化概要Decodingbody-languageofNorthAmerica*北美通用肢體語言

PartIITheHow-Tos

IdentifytheDifferences：SixFundamentalPatternsofCulturalDifferences了解不同：中西文化差異的六種基本模式1.DifferentCommunicationStyles不同的溝通風格Thewaypeoplecommunicatevarieswidelybetween,andevenwithin,cultures.Oneaspectofcommunicationstyleislanguageusage.Acrosscultures,somewordsandphrasesareusedindifferentways.Forexample,evenincountriesthatsharetheEnglishlanguage,themeaningof"yes"variesfrom"maybe,I＇llconsiderit"to"definitelyso,"withmanyshadesinbetween.Anothermajoraspectofcommunicationstyleisthedegreeofimportancegiventonon-verbalcommunication.Non-verbalcommunicationincludesnotonlyfacialexpressionsandgestures;italsoinvolvesseatingarrangements,personaldistance,andsenseoftime.Inaddition,differentnormsregardingtheappropriatedegreeofassertivenessincommunicatingcanaddtoculturalmisunderstandings.Forinstance,somewhiteAmericanstypicallyconsiderraisedvoicestobeasignthatafighthasbegun,whilesomeAsian,African,JewishandItalianAmericansoftenfeelthatanincreaseinvolumeisasignofanexcitingconversationamongfriends.Thus,somewhiteAmericansmayreactwithgreateralarmtoalouddiscussionthanwouldmembersofsomeAmericanethnicornon-whiteracialgroups.

2.DifferentAttitudesTowardConflict對待沖突的不同看法Someculturesviewconflictasapositivething,whileothersviewitassomethingtobeavoided.IntheU.S.,conflictisnotusuallydesirable;butpeopleoftenareencouragedtodealdirectlywithconflictsthatdoarise.Infact,face-to-facemeetingscustomarilyarerecommendedasthewaytoworkthroughwhateverproblemsexist.Incontrast,inmanyEasterncountries,openconflictisexperiencedasembarrassingordemeaning;asarule,differencesarebestworkedoutquietly.Awrittenexchangemightbethefavoredmeanstoaddresstheconflict.

3.DifferentApproachestoCompletingTasks對待完成任務的不同方法Fromculturetoculture,therearedifferentwaysthatpeoplemovetowardcompletingtasks.Somereasonsincludedifferentaccesstoresources,differentjudgmentsoftherewardsassociatedwithtaskcompletion,differentnotionsoftime,andvariedideasabouthowrelationship-buildingandtask-orientedworkshouldgotogether.Whenitcomestoworkingtogethereffectivelyonatask,culturesdifferwithrespecttotheimportanceplacedonestablishingrelationshipsearlyoninthecollaboration.Acaseinpoint,AsianandHispanicculturestendtoattachmorevaluetodevelopingrelationshipsatthebeginningofasharedprojectandmoreemphasisontaskcompletiontowardtheendascomparedwithAmericans.Americanstendtofocusimmediatelyonthetaskathand,andletrelationshipsdevelopastheyworkonthetask.Thisdoesnotmeanthatpeoplefromanyoneoftheseculturalbackgroundsaremoreorlesscommittedtoaccomplishingthetask,orvaluerelationshipsmoreorless;itmeanstheymaypursuethemdifferently.4.DifferentDecision-MakingStyles不同的打算風格Therolesindividualsplayindecision-makingvarywidelyfromculturetoculture.Forexample,intheU.S.,decisionsarefrequentlydelegated--thatis,anofficialassignsresponsibilityforaparticularmattertoasubordinate.InmanySouthernEuropeanandLatinAmericancountries,thereisastrongvalueplacedonholdingdecision-makingresponsibilitiesoneself.Whendecisionsaremadebygroupsofpeople,majorityruleisacommonapproachintheU.S.;inAsiaconsensusisthepreferredmode.Beawarethatindividuals＇expectationsabouttheirownrolesinshapingadecisionmaybeinfluencedbytheirculturalframeofreference.

5.DifferentAttitudesTowardDisclosure對待披露/曝光的不同態(tài)度Insomecultures,itisnotappropriatetobefrankaboutemotions,aboutthereasonsbehindaconflictoramisunderstanding,oraboutpersonalinformation.Keepthisinmindwhenyouareinadialogueorwhenyouareworkingwithothers.Whenyouaredealingwithaconflict,bemindfulthatpeoplemaydifferinwhattheyfeelcomfortablerevealing.Questionsthatmayseemnaturaltoyou--Whatwastheconflictabout?Whatwasyourroleintheconflict?Whatwasthesequenceofevents?--mayseemintrusivetoothers.Thevariationamongculturesinattitudestowarddisclosureisalsosomethingtoconsiderbeforeyouconcludethatyouhaveanaccuratereadingoftheviews,experiences,andgoalsofthepeoplewithwhomyouareworking.

6.DifferentApproachestoKnowing對待事物認知的不同方式Notabledifferencesoccuramongculturalgroupswhenitcomestoepistemologies--thatis,thewayspeoplecometoknowthings.Westernculturestendtoconsiderinformationacquiredthroughcognitivemeans,suchascountingandmeasuring,morevalidthanotherwaysofcomingtoknowthings.ComparethattoAfricancultures＇preferenceforaffectivewaysofknowing,includingsymbolicimageryandrhythm.Asiancultures＇epistemologiestendtoemphasizethevalidityofknowledgegainedthroughstrivingtowardtranscendence.Recentpopularworksdemonstratethatourownsocietyispayingmoreattentiontopreviouslyoverlookedwaysofknowing.Youcanseehowdifferentapproachestoknowingcouldaffectwaysofanalyzingacommunityproblemorfindingwaystoresolveit.Somemembersofyourgroupmaywanttodolibraryresearchtounderstandasharedproblembetterandidentifypossiblesolutions.Othersmayprefertovisitplacesandpeoplewhohaveexperiencedchallengesliketheonesyouarefacing,andtouch,tasteandlistentowhathasworkedelsewhere.

PartIIILet’sTalkBusinessWhatliesin“CorporateCulture”?Manyarticlesandbookshavebeenwritteninrecentyearsaboutcultureinorganizations,usuallyreferredtoas"CorporateCulture."Thedictionarydefinescultureas"theactofdevelopingintellectualandmoralfaculties,especiallythrougheducation."Thiswritingwilluseaslightlydifferentdefinitionofculture:"themoral,social,andbehavioralnormsofanorganizationbasedonthebeliefs,attitudes,andprioritiesofitsmembers."Theterms"advancedculture"or"primitiveculture"couldapplytothefirstdefinition,butnotthelatter.Everyorganizationhasitsownuniquecultureorvalueset.Mostorganizationsdon＇tconsciouslytrytocreateacertainculture.Thecultureoftheorganizationistypicallycreatedunconsciously,basedonthevaluesofthetopmanagementorthefoundersofanorganization.Hewlett-Packardisacompanythathas,foralongtime,beenconsciousofitsculture(TheHPWay)andhasworkedhardtomaintainitovertheyears.Hewlett-Packard＇scorporatecultureisbasedon1)respectforothers,2)asenseofcommunity,and3)plainhardwork(FortuneMagazine,May15,1995).Ithasbeendevelopedandmaintainedthroughextensivetrainingofmanagersandemployees.HP＇sgrowthandsuccessovertheyearshasbeendueinlargeparttoitsculture.AnothersuccessfulcompanythatexpendsalotofenergyinmaintainingitsworkplacecultureisSouthwestAirlines.SouthwestistheonlymajorairlineintheU.S.thathasbeenprofitableineachofthelastfiveyears.Italsohasagoodreputationasanemployer.InanarticlewrittenintheACA(AmericanCompensationAssociation)Journal,Winter1995issue,HerbKelleher,Southwest＇sCEO,indicatedhowSouthwestmaintaineditsculture:"Well,firstofall,itstartswithhiring.Wearezealousabouthiring.Wearelookingforaparticulartypeofperson,regardlessofwhichjobcategoryitis.Wearelookingforattitudesthatarepositiveandforpeoplewhocanlendthemselvestocauses.Wewantfolkswhohaveagoodsenseofhumorandpeoplewhoareinterestedinperformingasateamandtakejoyinteamresultsinsteadofindividualaccomplishments."Ifyoustartwiththetypeofpersonyouwanttohire,presumablyyoucanbuildaworkforcethatispreparedforthecultureyoudesire..."Anotherimportantthingistospendalotoftimewithyourpeopleandtocommunicatewiththeminavarietyofways.Andalargepartofitisdemeanor.Sometimeswetendtolosesightofthefactthatdemeanor-thewayyouappearandthewayyouact-isaformofcommunication.Wewantourpeopletofeelfulfilledandtobehappy,andwewantourmanagementtoradiatethedemeanorthatweareproudofourpeople,weareinterestedinthemasindividualsandweareinterestedinthemoutsidetheworkforce,includingthegoodandbadthingsthathappentothemasindividuals."Inbothoftheseexamples,thetopmanagementofthecompanieswerevigilantaboutmaintainingtheircultures.Thebehaviorrulesandboundariesarerelativelyclearandcommunicatedoften.However,thisisnottypical.Ibelievemostorganizationsoperatewithadiversityofcultures.Thisisespeciallytrueconsideringtheincreasingworldwidemobilityofpeopleandculturesandvalues.Therehavebeensomerecentmodelscreatedtoattempttostudyandclassifyculturaldiversity.Onemodel,theHofstedeCulturalOrientationModel,classifiesculturesbasedonwheretheyfallonfivecontinuums.1.Individualvs.CollectiveOrientationThelevelatwhichbehaviorisappropriatelyregulated2.Power-DistanceOrientationTheextenttowhichlesspowerfulpartiesaccepttheexistingdistributionofpowerandthedegreetowhichadherencetoformalchannelsismaintained.3.Uncertainty-AvoidanceOrientationThedegreetowhichemployeesarethreatenedbyambiguity,andtherelativeimportancetoemployeesofrules,long-termemploymentandsteadyprogressionthroughwelldefinedcareerladders.4.Dominant-ValuesOrientationThenatureofthedominantvalues-e.g.,assertiveness,monetaryfocus,well-definedgenderroles,formalstructure-vs.concernforothers,focusonqualityofrelationshipsandjobsatisfaction,andflexibility5.Short-Termvs.Long-TermOrientationThetimeframeused:short-term(involvingmoreinclinationtowardconsumption,savingfacebykeepingup)vs.long-term(involvingpreservingstatus-basedrelationships,thrift,deferredgratifications).There＇ssomedebateoverwhethercompaniesshoulddesigntheirpersonnelpoliciesandrewardsystemsaroundculturalvalues.Currentlycompaniestendnotto,becauseoftheconcernaboutstereotypingcertaincultures.Apopulartrendisforcompaniesto"reengineer"themselves,whichinvolvesanattempttochangetheirculture,usuallytoateamorientation.AsreportedintheACANews(September1995),studiesindicatethatthefollowingarenecessaryforacompanytochangetoa"teamculture:"CommonandconsistentgoalsOrganizationalcommitmentRoleclarityamongteammembersTeamleadershipMutualaccountabilitywiththeteamComplementaryknowledgeandskillsReinforcementofrequiredbehavioralcompetenciesPower(realandperceived)SharedrewardsTheimportanceofcorporatecultureisgrowingastheresultofseveralrecentdevelopments.Companiesareencouragingemployeestobemoreresponsibleandactandthinklikeowners.Inexchangeformoreflexibleworkschedules,employeesareexpectedtoalwaysbe"on-call."Withthedemiseofmoretraditionalcommunities(e.g.neighborhoods,etc.),companiesarefillingemployees＇needtobelongtoacommunity.Atthesametimecompaniesareencouragingteamworkandtheformationofteams.Therefore,organizationalleadersshouldn＇tignorecorporateculture.Rather,itshouldbeaddressedintheorganization＇smission,vision,andgoalstatements,andemphasizedincompanysponsoredtrainingandcompanycommunication.Thestatementsshouldincludethefollowing:Tobefinanciallysuccessful,etc.(employeeswanttobelongtoasuccessfulorganization)Tobeacceptingofcultural(ethnic)diversityToencourageemployeesto"havealife"outsidethecompany(providesufficientpaidtime-offbenefitsandencourageemployeestotakethetime)

PartIIIIExercisesandDiscussions

Tellyourfellowstudentsaboutthecorporatecultureofthecompanythatyouworkin.Whatdoyouthinkofit?Whataresomeofthemostuniquecharacteristicsofit?Whathavebeendonebyyourcompanytomaintainsuchculture?

AccordingtothearticleinPartTwoandyourbusinessexperience,giveexamplesonculturaldifferencesbetweenChinesebusinesspeopleandWesternbusinesspeople.Whydoweconsidersomeofourapproachescommon?

DECODINGBODYLANGUAGE-Thefourbasicmodesofbodylanguageinbusiness*肢體語言–西方商業(yè)肢體語言得四種基本模式

Knowinghowtoreadbodylanguageisausefulcommunicationskill.Soisknowinghowtouseit.Therearetwobasicgroupsofbodylanguagepostures:OPEN/CLOSEDandFORWARD/BACK

OPEN/CLOSEDisthemostobvious.Peoplewitharmsfoldedandlegscrossedandbodiesturnedawayaresignalingthattheyarerejectingmessages.Peopleshowingopenhands,fullyfacingyouandbothfeetplantedonthegroundareacceptingthem.FORWARD/BACKindicateswhetherpeopleareactivelyorpassivelyreactingtocommunication.Whentheyareleaningforwardandpointingtowardsyoutheyareactivelyacceptingorrejectingthemessage.Whentheyareleaningback,lookingupattheceiling,doodlingonapad,cleaningtheirglassestheyareeitherpassivelyabsorbingorignoringit.Theposturegroupscombinetocreatefourbasicmodes:responsive,reflective,combativeandfugitive.

Inresponsivemode,OPEN/FORWARDthepersonisactivelyaccepting.T