跨文化交際考試復(fù)習(xí)材料

Chapter1transactionalcultures:“Whentwobusinesspeoplefromtwodifferentculturesinteract,theybringtheirownbackgroundswiththem,buttheyalsostepoutsidetheirownculturalandbusinessenvironmentandcreateanewcontext.Thisnewcontextiscalled“transactionalculture”O(jiān)nthestage,interactantscanrespondtoculturalcuesandmodifytheirownbehavior,creatingatransactionalculturebetweenthem.Transactionalculturalbehaviormaybetransitoryandlastonlyaslongastheinteractantsareinvolvedincommunicationaltogether.cultureshock:isthesenseofdislocationandtheproblems,psychologicalandevenphysical,thatresultfromthestressoftryingtomakethehundredsofadjustmentsnecessaryforlivinginaforeignculture.StagesofCultureShockCultureshockhasmanystages.Eachstagecanbeongoingorappearonlyatcertaintimes.Thefirststageistheincubationstage.Inthisfirststage,thenewarrivalmayfeeleuphoricandbepleasedbyallofthenewthingsencountered.Thistimeiscalledthe"honeymoon"stage,aseverythingencounteredisnewandexciting.Afterwards,thesecondstagepresentsitself.Apersonmayencountersomedifficulttimesandcrisesindailylife.Forexample,communicationdifficultiesmayoccursuchasnotbeingunderstood.Inthisstage,theremaybefeelingsofdiscontent,impatience,anger,sadness,andfeelingincompetence.Thishappenswhenapersonistryingtoadapttoanewculturethatisverydifferentfromthecultureoforigin.Transitionbetweentheoldmethodsandthoseofthenewcountryisadifficultprocessandtakestimetocomplete.Duringthetransition,therecanbestrongfeelingsofdissatisfaction.Thethirdstageischaracterizedbygainingsomeunderstandingofthenewculture. Anewfeelingofpleasureandsenseofhumormaybeexperienced.Onemaystarttofeelacertainpsychologicalbalance.Thenewarrivalmaynotfeelaslostandstartstohaveafeelingofdirection.Theindividualismorefamiliarwiththeenvironmentandwantstobelong.Thisinitiatesanevaluationoftheoldwaysversusthoseofthenew.Inthefourthstage,thepersonrealizesthatthenewculturehasgoodandbadthingstooffer.Thisstagecanbeoneofdoubleintegrationortripleintegrationdependingonthenumberofculturesthatthepersonhastoprocess.Thisintegrationisaccompaniedbyamoresolidfeelingofbelonging.Thepersonstartstodefinehim/herselfandestablishgoalsforliving.Thefifthstageisthestagethatiscalledthe"re-entryshock."Thisoccurswhenareturntothecountryoforiginismade. Onemayfindthatthingsarenolongerthesame.For example,someofthenewlyHowtoFightCultureShockThemajorityofindividualsandfamiliesthatimmigratefromothercountrieshavetheabilitytopositivelyconfronttheobstaclesofanewenvironment.Somewaystocombatstressproducedbycultureshockare:1:DevelopahobbyDon'tforgetthegoodthingsyoualreadyhave!Remember,therearealwaysresourcesthatyoucanuseBepatient,theactofimmigratingisaprocessofadaptationtonewsituations. ItisgoingtotaketimeLearntobeconstructive.Ifyouencounteranunfavorableenvironment,don'tputyourselfinthatpositionagain.Beeasyonyourself.2:Don'ttrytoohardLearntoincludearegularformofphysicalactivityinyourroutine.Thiswillhelpcombatthesadnessandlonelinessinaconstructivemanner.Exercise,swim,takeanaerobicsclass,etc.RelaxationandmeditationareproventobeverypositiveforpeoplewhoarepassingthroughperiodsofstressMaintaincontactwithyourethnicgroup.ThiswillgiveyouafeelingofbelongingandyouwillreduceyourfeelingsoflonelinessandalienationMaintaincontactwiththenewculture.Learnthelanguage.Volunteerincommunityactivitiesthatallowyoutopracticethelanguagethatyouarelearning.Thiswillhelpyoufeellessstressaboutlanguageandusefulatthesametime.Allowyourselftofeelsadaboutthethingsthatyouhaveleftbehind:yourfamily,yourfriends,etc.Recognizethesorrowofleavingyouroldcountry. Acceptthenewcountry. Focusyourpowerongettingthroughthetransition.Payattentiontorelationshipswithyourfamilyandatwork.Theywillserveassupportforyouindifficulttimes.Establishsimplegoalsandevaluateyourprogress.Findwaystolivewiththethingsthatdon'tsatisfyyou100%.Maintainconfidenceinyourself.Followyourambitionsandcontinueyourplansforthefuture.Ifyoufeelstressed,lookforhelp.Thereisalwayssomeoneorsomeserviceavailabletohelpyou.YoumaywanttocheckoutChapter3①TheoriesaboutUnderstandinganUnfamiliarCultureGeertHofstedeSixDimensionsIndividualismversuscollectivismPowerdistanceUncertaintyavoidanceversusuncertaintytoleranceMasculinityversusfemininityLongtermorientationversusshorttermorientation(MichaelBondContribution)Indulgenceversusrestrain口FonsTrompenaarsSevenDimensionsUniversalismversusparticularismIndividualismversuscollectivismNeutralversusemotionalSpecificversusdiffuseAchievementversusascription(歸屬)Sequentialversussynchronic(同步)Internalversusexternalcontrol口AndreLaurentsFourparametersPerceptionsoftheorganizationaspoliticalsystemsAuthoritysystemsRoleformulationsystemsandHierarchicalrelationshipsystemsHowdopeoplereason?Patternsofreasoningalsovaryfromculturetoculture.Patternsinthemindmapapersonslifeexperience.Themapaffectshowapersonframescommunicationaboutlife.ThemosttypicalpatternofthinkingforWesternculturesinvolvescauseandeffect./Cause-and-effectthinkingislinear.ThekeyinAsianpatternsofthinkingislinkage/Linksarealwaysbeingsoughttoshowthewholenessoflife,evenwhenthatwholeembracescontrastIsDoingImportantorIsBeingImportant?Beingculturesvaluesstillness,collectednessandserenity(寧靜、鎮(zhèn)定與平和)Doingculturesviewsilenceasawaste,timewhen“nothingisdoing”Low-contextculturesgeneratedmoreconcretelyframedgoals.Negotiatorsfromhigh-contextcultureshaveexpectationsfortheoutcomesthatarelessspecificandmorerelationship-oriented.DoResultsorRelationshipsTakePriority?Individualistculturesareperformance-orientedandemphasizepersonalachievement,winningthecompetition.Collectivistculturesarerelationship-orientedandemphasizesupportivenetworksandcollaboration.HowisTimeUnderstood,Measured,andKept?Traditionalculturesthinkoftimeascyclical.Inresults-orientedculturesadherencetoschedulesismuchmoreimportant.Monochronic(onetimensional)timeislinearPolychronic(multidimensional)timeisanopenresourcethatisnottobeconstrained.Chp3Casel:intheunitedstates,observancestowardoffbadluckalsoaffectbusiness翻譯：在美國，遵守習(xí)俗雖說能趕走噩運(yùn)但也會(huì)影響生意。辦公樓一般不會(huì)有第十三層，機(jī)場沒有13號(hào)通道。還有金字塔信件，如果你講信件傳遞下去沒有扔掉就會(huì)帶來好運(yùn)，扔掉的人會(huì)有噩運(yùn)。但是很少高管承認(rèn)會(huì)配合傳遞，盡管他們的名字經(jīng)常在鏈條信件的名單里。雖然在美國或者一些說英語的歐洲國家，很少人不會(huì)在意'噩運(yùn)13，，但很少人知道這是來源于基督教義里最后的晚餐，當(dāng)時(shí)有13人在唱包括耶穌的叛徒，耶穌是在星期五被釘死，所以在過去的幾個(gè)世紀(jì)里的歐洲都認(rèn)為星期五是尤其不幸運(yùn)的。涉及的知識(shí)點(diǎn)：page95,isluckanessentialfactororanirrelevance第一段，最后一段。Fromtheinternet：Inthebusinessworld,ifyouhaveluckpeoplethinkyouaregood.IfIamunlucky,it'sveryhardtobesuccessfulnomatterwhatIdo.Fateandluckplayabigroleinbusiness.WorkingsmartandhardispartoftheAmericandream.Butanotherlesspublicpartofthatsamedreamistocaptureluck,cheatfateandstrikeitrichbytakingshortcutstothetop.Case2:“timeismoney"“savetime"“spendtime"“usetimewisely" 翻譯：“時(shí)間就是金錢”“節(jié)約時(shí)間”“合理利用時(shí)間“別浪費(fèi)時(shí)間”這都是一些我們常用來強(qiáng)調(diào)時(shí)間價(jià)值的詞匯，時(shí)間的價(jià)值就像是買入和賣出的東西一樣。雇員將他們的時(shí)間賣給一個(gè)組織然后得到報(bào)酬。各種類型的律師和咨詢師都是根據(jù)時(shí)間來收費(fèi)的。在早期的討論什么是私人的，什么是公眾的討論里，我們討論過在在工作時(shí)間做事和在自己個(gè)人“自由時(shí)間”做事，遠(yuǎn)程雇員在家通過電腦在家工作通常都說“我能自由支配時(shí)間”，這指的是他們能自己制定工作日程，能在想工作的時(shí)候才工作，而不僅僅是在機(jī)構(gòu)上班的時(shí)候。還有一個(gè)反例是關(guān)于雇員時(shí)間歸公司機(jī)構(gòu)所有。Page106，howistimeunderstood,measured,andkept?Fromtheinternet:Oneoftheseculturalvariablesisaperson'sperceptionoftime.Mostpeoplehavetheirownideaofwhattimeisandgivelittlethoughttothepossibilitythattheirdefinitioncouldbedifferentfromanyoneelse's.Timealsohasahugeeffectoninterpersonalrelationswithinasociety.thinkofhowaggravatedyouremployeeswouldbeifyouregularlyheldcommitteemeetingshourslongerthanscheduled.Ourunderstandingofandattitudetowardstimeaffectsusandthosearoundus.Tofullyunderstandthefascinatingdynamicsoftheabstract,concrete,relative,anduniversalpropertiesoftimethatgovernthewaywelive,wemustfirstexaminethewaysinwhichpeoplearoundtheworldviewandusetheirtimewithintheirliveseachday.TimespentonculturalactivitiesvariesmarkedlyacrossdifferenttypesofactivityMass-mediaandfree-timeactivitiessuchaswatchingtelevisionorvideo,listeningtomusicorradioandreadingareeverydayactivitiesformostpeopleandoccupyareasonableamountoftimeintheaverageday.Televisionandvideowatchingisthemostpopularculturalactivitybyfar.Oftenthesepursuitsoccurassimultaneousactivitieswhilepeopleareengagedinothertasks.Ontheotherhand,culturalactivitiessuchasattendingorparticipatingintheperformingarts,orvisitingexhibitions,museumsandartgalleriesareformostpeoplemoreinfrequenteventswhichrequireamoredeliberatecommitmentoftime.Consequently,thetimespentontheseactivitiesisrelativelylowwhenaveragedacrossthewholepopulationoverthecourseofadayorevenayear.Thisisnotnecessarilyindicativeofthevalueplacedonsuchactivitiesbutreflectsthedifferentnatureofparticipationincomparisonwitheverydaymass-mediaactivities.Unit4簡答Isseniorityvaluedordiscounted?ThisistrueinAsia,whereoldmembersoforganizationenjoygreatfreedomandpower.Inyouth-orientedculturesbeingyoungseemtomeanhavingmorechoices,morepower,moreenergy,andmorefreedom.Theworldoldhashadconnotations:Itmeanslossofpower_physical,mental,political,andsexualandwithitlossofrespect,lossofcapability,lossofstatus,andlossofposition.ArewomenequalsorSubordinates?第二段IntheUnitedstates到j(luò)obswelldone第三段Theyaresaidtohavemoreinterestinthe至0calledmasculineCommunicatingtonurtureGroupRelationships第一段Thepermanentnature第二段Westernersmayseektoexpressa...到最后ShameorGuilt第二段第一句話Guiltismisconduct.最后一句Inindividualisticcultures rulesofbehavior.第三段第一句話Incollectivistofconduct.PersonalMatters:PrivateorPublic?ApersonsworklifeiskeptfairlyseparatefromprivatelifeCulturetheemphasizerelationships,viewgroupmembershipaslong-term,andvalueharmonyhaveablurreddistinctionbetweenwhatisprivateandwhatispublic.Case翻譯Aforeigncompanyofferedaninformationsystemmanagerinafirmintheunitedstates一家外國公司賄賂一個(gè)來自美國的信息部門經(jīng)理，讓他自己的公司要簽訂合同的時(shí)候通知他們，然后這家外國公司就知道怎樣競標(biāo)，這位經(jīng)理也沒有必要和老板一起進(jìn)行游說。他只需要傳達(dá)公司關(guān)于產(chǎn)品和服務(wù)的信息即可，這樣，外國公司就能完全取勝，當(dāng)然，這位經(jīng)理的公司不知道他被外國公司賄賂了，外國公司賺了1200萬美元就因?yàn)槟俏恍畔⒔?jīng)理泄露了公司的銷售潛力。經(jīng)理收到了一大筆錢可以送自己的孩子去昂貴的大學(xué)讀書，并且還收到自己公司的報(bào)酬，但是，他對公司的責(zé)任與義務(wù)呢？這個(gè)案例引起了法律和倫理的問題Itisquitepossibleforpeoplewhoarenotmembersofashame沒有面子文化概念的人是很難意識(shí)到面子問題的，翁醫(yī)生是來澳大利亞醫(yī)院的中國代表團(tuán)的其中一員，當(dāng)他跟外科醫(yī)生談話時(shí)，外科醫(yī)生的秘書說，你昨天去哪了？我找遍了整個(gè)醫(yī)院都沒好到你。醫(yī)生本來可以說在實(shí)驗(yàn)室或者其他醫(yī)院的地方都很合理很完美，但是秘書沒被告知這件事，中國的醫(yī)生感覺很沒面子，因?yàn)楫?dāng)著所有來自中國的訪問醫(yī)生的面說的，他感覺是指責(zé)他誤導(dǎo)整個(gè)中國醫(yī)生訪問團(tuán)體，但是秘書一點(diǎn)感覺都沒有引起了這位醫(yī)生的面子問題，她只是把昨天沒看到他的事實(shí)說出來而已CaseP210DressasaSymbolofAuthorityTom將要飛往東京參加一次商務(wù)會(huì)議。他將第一次會(huì)見一位潛在的企業(yè)合伙人。Tom在行李里準(zhǔn)備了幾套西服、襯衫和領(lǐng)帶。但是為了在長途飛行中更舒服一點(diǎn)，他穿了牛仔褲、汗衫和網(wǎng)球鞋。他知道日本公司會(huì)派一個(gè)人到Narita機(jī)場接他，但是他確信那個(gè)人會(huì)理解他在長途飛行中為了放松而著休閑裝的需要。接他的那個(gè)日本人沒有對Tom的著裝做出任何評(píng)論，但是Tom在看到那個(gè)日本人即使在周末也身著商務(wù)正裝時(shí)開始懷疑自己是否做了正確的事情。Tom開始覺得作為一位商業(yè)合伙人自己隨意的著裝可能會(huì)損害他的權(quán)威和可信度。P219ASSERTIVENESSVERSUSPEACEKEEPINGStandingUpforOne'sRights一位在德國常住的伊朗醫(yī)生對德國人維護(hù)自己權(quán)益的需要做出了評(píng)論。她指出，德國兒童從小就被教導(dǎo)要維護(hù)自己的人權(quán)和財(cái)產(chǎn)權(quán)。權(quán)利必須保持正確證明了這種態(tài)度。一個(gè)人永遠(yuǎn)不要放棄自己的權(quán)利或者對其做出讓步。他認(rèn)為在德國那樣做就是踐踏一個(gè)弱勢和無能力的人的人權(quán)。因此，生活被控制著，規(guī)則支配著每個(gè)人大部分生活中的細(xì)節(jié)。德國人可能擁有財(cái)產(chǎn)，但是他們在生活中失去了伴隨著分享而來的人際間的溫暖。這個(gè)例子說明了一個(gè)人會(huì)用自己的價(jià)值觀和優(yōu)先考慮的事來接觸其它文化的事實(shí)。伊朗醫(yī)生通過自己的文化背景評(píng)估了德國人的文化，這堅(jiān)定地把個(gè)人放在一個(gè)強(qiáng)調(diào)互相依賴而不是堅(jiān)持個(gè)人權(quán)利的分層的群體里。簡答P219ASSERTIVENESSVERSUSPEACEKEEPINGStandingUpforOne'sRightsAssertivenessisseenasapositivevalue,andtheemphasisonassertivenesshighlightsindividualrightsoverobligationstogroupsandsociety.MonetaryRecognitionP221Culturesthatemphasizerelationshipsoverindividualachievementandmaterialpossessionstendtoplaydowntheroleofmoneyinrecognizingperformance.Culturesthatadmireindividualperformancetendtoconnectsalarieswithrecognition.DealingwithControversyinSocialSettingsP229Insocialsettingsbehaviorisverystronglyinfluencedbyattitudestowardhospitality.AttitudetowardsControversyintheWest:TheFrenchlovestointroducecontroversial;TheAmericansavoidcontroversialtopicsatsocialfunctions.AttitudetowardsControversyintheEast:Japaneseavoidcontroversy.AttitudetowardsControversyintheMiddleWest:Opendisagreementisnotacceptable.Unit8QuestionsandanswersDifferentdecisionmakingbetweeneasternandwesterncountries.Companiesinlow-contextculturesmakedecisionsbyfocusingonresults,orends.Peopleinends-orientedorganizationsmakedecisionsbasedontheorganizationsgoals:betterprofit,betterproductivity,greatermarketshare,ormorecustomers.MakingbusinessdecisionsinEnglish-speakingbusinessculturesusuallyinvolvessubdividingpointsandissuesanddealingwiththesubsectionsinaspecificorderuntileverythinghasbeenaddressed.InEurope,organizationaldecisionsarebasedonresultsbutnotsomanypeopleinanorganizationmakethem.InAsia,Africa,SouthernEurope,andLatinAmericadecisionsoftenarebasedonmeans,notends.Meansculturesarepeopleculturesinwhichrelationshipsmattermorethanresults.Wheredecisionsarebasedonmeans,trustisakeyissue.Hardinformation,statistics,andmeasurementsarenotasimportantastrustingarelationship.ProblemsolvingandconflictsresolutionPeopleindifferentculturesseeproblemsdifferentlyandtalkaboutthemdifferently.Inindividualistcultureswherepeopleareresponsiblefortheconsequencesoftheirownindividualactions,problem-solvingskillsarelearnedatanearlyage.Westernsocietiespraiseandrewardthepersonwhosolvesaproblem,schoolexercisesinwesternculturesinvolvegettingstudentstocompetetoseewhocanreachasolutionfirst.Inlow-contextculturesproblemsareobjectifiedandexternalized.Individualswhoachievesolutionstoproblemsarevalued.Individualstakeresponsibilityfotsolutionsaswellasblameforfailuretosolveproblems.Butincollectivistculturesproblemsarenotanindividualresponsibility.Blameisnotattributedtoindividualsunlessanindividualwhocallsattentiontoaproblemseekssomeindividualadvantage.Blameisusuallygeneralizedtothegroup,andthegroupmembersworktogethertofindasolution.Whenproblemsinvolvedisagreementsamongpeople,theyarecalledconflicts.Culturalprioritiesdeterminehowconflictishandled.再加P259的2,3段的前幾句。CasestudyP241：InChina,oneoftheauthorswasavisitingprofessorandshediscovereda這個(gè)案例講得是一個(gè)來中國訪問的教授發(fā)現(xiàn)了中國人對待機(jī)密信息與之不同的態(tài)度，這使她很懊惱。她在學(xué)期末給每個(gè)學(xué)生都寫了一份個(gè)人評(píng)價(jià)，她給了每個(gè)學(xué)生一份復(fù)件，并且在整個(gè)文件上寫上了“機(jī)密”兩個(gè)字，只能給兩個(gè)人看：她部門的主任和學(xué)校的校長?？墒橇钏@訝的是她的機(jī)密評(píng)價(jià)文件居然刊登到了校園期刊上，并且連“機(jī)密”兩個(gè)字都翻譯在上面。知識(shí)點(diǎn)：中西方對待信息的不同態(tài)度已經(jīng)掌握信息的不同點(diǎn)在P240“possessionofinformation”下面的最后一段（前幾段適當(dāng)選一些寫上去就行）P247:InformationshehasjustreceivedaboutthesizeofthemarketinMalaysia這個(gè)案例主要講的是一個(gè)公司的市場經(jīng)理從別國的某個(gè)公司獲得了一些市場信息，但是他覺得這些信息不夠準(zhǔn)確以及缺乏有效性，最后通過在那個(gè)國家的被調(diào)查者，他們終于理解了這些信息背后的信息。知識(shí)點(diǎn)：不同的文化的國家對商務(wù)信息有不同的標(biāo)準(zhǔn)在P246最后一段以及P247案例下面的第一段。U9簡答：Membersofthenegotiatin