Cross-cultural business. Report for Westerners doing business in China.
Communication In Business
Cross-Cultural Business Communication
Final Report
Name: Fritz Januar 13471194
Lecture: Komal Nanwani
Unit Controller: Shalini Watson
Table of contents
. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
.1 Business Etiquette . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
.2 Build relationship with Chinese Businessmen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
.3 Thinking and Decision Making Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
.4 Greetings and Name. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
.5 Concept of Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2. Cultural Frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3. Non Verbal Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Executive summary:
The report is authorized by Mr. Arthur Chalwell as he is the one in need of information this report contains. It is purposed to help Mr. Chalwell n egotiate effectively with the Chinese. The report covers basic potential miscommunication based on Hofstede cultural framework, cross-cultural communication aspect, and Chinese business etiquettes as well as nonverbal communication. Basic potential miscommunication is highly influenced by respecting of age and hierarchal position, group perspective and orientation, the face concept, and valuing the relationship. It is concluded that Guanxi, the Chinese way of thinking, greetings behaviour, and providing a small gift would play a major role in Mr. Chawell's business dealing with Chinese.
. Introduction:
The purpose of this report is to analysing miscommunication within business, cross culture, Hofstede cultural framework and also nonverbal communication. This report provides good understanding of the ground cultural rules in order to succeed in the market. Professional journal articles and books are the main sources to collect all data in order to solve the problems and also give some extra information. Western culture has taken a part and fused or mixed into Chinese culture, some basic cultures and oriental philosophies are still distinguishable from Western ones (Yeung and Tung 1991). Western beliefs derive from rationale, which emphasizes that all behaviors of human beings should be the results of rational thought and choice. Easterners respect the relationship between the individual and society, highlighting importance in group work while still respecting the freedom of individual ideas.
.1 Business Etiquette
Actually, there are four keys of Chinese culture needed to be comprehended to help businessmen in general, hence they ought to establish and comprehend verbal or non-verbal communication because later in the process there will be major potential for error or miscommunication within the business. Chinese are very particular and draws on those four keys features of business etiquette.
This paragraph will evaluate the significant kinds of characteristics which are different from Western culture by analysing the business negotiations and also common conflicts that may arise. Evaluation of characteristics might be useful for understanding the Chinese culture pattern and of course become a unique instruction for communication and negotiation in business.
.2 Build relationship with Chinese Businessmen
Firstly, it is important to establish and keep personal relationships with Chinese business colleagues. Personal relationships are also known as "GuanXi" in Chinese. It is the unique phenomenon in Chinese domestic society, which cannot be found any ...
This is a preview of the whole essay
This paragraph will evaluate the significant kinds of characteristics which are different from Western culture by analysing the business negotiations and also common conflicts that may arise. Evaluation of characteristics might be useful for understanding the Chinese culture pattern and of course become a unique instruction for communication and negotiation in business.
.2 Build relationship with Chinese Businessmen
Firstly, it is important to establish and keep personal relationships with Chinese business colleagues. Personal relationships are also known as "GuanXi" in Chinese. It is the unique phenomenon in Chinese domestic society, which cannot be found any word to exactly interpret this word (Xin and Pearce 1996). In general English sociological literature, "GuanXi" can be used to translating as personal relationship (Xin and Perace, 1996), networks of personal connections (Yan 1996). Generally, it is huge benefit for each individual to maintain this kind of "GuanXi" to develop a relationship and network by taking into account the hierarchy, and of course it is very differences from western society. In other words, Western relationships are more horizontal rather than vertical as everyone is treated equally. Chinese tradition believes that social life, tolerance, integrity, honesty, sincerity and group-orientation are the ones that can be relied on to build a long-term relationship with Chinese partners
.3 Thinking and Decision Making Process
Secondly, interpreting the Chinese's way of thinking will help avoid miscommunication and complications. Most Chinese people like to think in roundabout ways, for example, when they say "not a big problem" or "it is not too serious problem" actually it means there are some problems, they do not like to give negative replies because it is considered as an impolite manner ( Yeung and Tung 1996 ). Somehow, they are instinctively comfortable to provide a positive reply instead providing a negative response to business partners. Nevertheless, the culture of western people do not go that way, they often provide a straight forward answer and do not let people think about the ambiguous message. In other situation, they do not hesitate to ask you about your marital status, personal income, age, etc; those questions are inappropriate for western people. Western businessmen might develop small talk among Chinese people like discuss about Chinese landmark, weather, climate, your personal experiences, and Chinese culture and arts in order to gain further business relationship.
.4 Greetings and Name
Thirdly, learning some greetings is suggested when foreign businessmen attempt to set a good first impression and a better relationship on the meeting among Chinese people (Zhenzhong 2006). Those who can speak little mandarin will impress Chinese counterparts as well as showing the deep seriousness at the commencement of the business relations in China especially in Shanghai. For instance, they can say "Ni Hao" (How do you do) in the first section of the presentation, "Xie Xie" (thank you) and "Zai Jian" (goodbye) when done with the presentation (Huang 1991, 71). However, Chinese names are unique, it places family name first and surname second as well as should addressed the family name only. In some situations, some confusion might occured when the Westernised Chinese write their name reversely when they are visiting and sending correspondence abroad (Herbig and Kramer, 1991). For business purpose it is crucial to place the title before their name such as Director Liem, Chairman Hoo because they are very concerned with the hierarchy of the company and social status.
.5 Concept of Meeting
Fourthly, Chinese business procedure particularly business meetings has been set in hierarchal order. For example, the foreign head delegation ought to enter the room meeting first and then follow with others based on the seniority. (Zhenzhong, 2006). In the formal meeting, two parties usually will sit opposite each other. Western businessmen have to be supported by an interpreter as well as they have to speak in short sentence; comprehend sentences and pause frequently so that the interpreter has time to translate it. Another part to be considered is delivering the material presentation, try to translate it into Chinese as well as not forgetting to give business name card with both hands and putting additional Chinese names on it. Furthermore, as professional businessmen, presentation has to be delivered formally, professionally and also trying to take an interest of host to make closer relationship.
2. Cultural Frameworks
There are four dimension of Hofstede's cultural frameworks that could be applied on the Chinese culture. Firstly, power distance is high in China, the employees are too afraid to express their opinions with their autocratic and paternalistic bosses (Locket, M. 1987). The highly respect for hierarchy and authority may well be attached in Confucianism, together the seniority, age as a source of authority which are largely unfamiliar in Western culture.
Secondly, a view of uncertainty avoidance in China mainland and Shanghai are different. In China mainland, they resist in changes and worry about future which leads to strong uncertainty avoidance. However, Shanghai has a lower uncertainty avoidance and rather to avoid too many rules and formalities. They are more likely to stimulate innovations and emphasize new ideas. They are more flexible and more acting than reacting on changes occurring inside and outside of business (Elizur et al. 1991, 17).
Thirdly, as one would expect, collectivism is high in Chinese cultures, with the main group of reference being the family (Hofstede and Bond. 1998). They have a group perspective and orientation compare to the Western culture which leads to individualism.
3. Non Verbal Communication
Nonverbal communication could be recognised with facial expression, tones of voice, gestures, and eye contact (Henry 2005, 54). It plays an important role in our daily life; sometimes it is even more powerful than the verbal interaction. Since Australia and China have different background and culture, the gesture and emotion has different meaning in certain contexts.
In general, China is mostly influenced by Confucius' philosophical thinking, the Chinese have become more reserved or at least the gestures expressing emotions are comparatively less expressive (Hofstede and Bond. 1998). Nonverbal language includes not only gestures, which are part of the body language but also mimics, which are facial expressions. In a sense mimics are also body language expressions. It is important when people are communicating face to face. Facial expressions usually express the direct emotions of people. But sometimes, Chinese do not show their direct emotion through their mimics. They are not frowning their face when they do not agree with something, but they keep quite. Quite could be interpreted as a sign of disagreement. Therefore, most Chinese maintain an impassive expression when speaking.
Furthermore, there are several gesture that has to be considered when make conversation with Chinese. Firstly, they do not make any body contact when they expressed themselves and greet someone. In contrast, Westerners, they hug and kiss when they meet each other. Secondly, they use palm to call people or use open hand to point something, and avoid using index finger to beckon anyone because considered as a rude body gesture. Thirdly, during conversations has to be careful about interrupting, because when people pay attention about the conversation it shows the sign of politeness and of contemplation (Henry 2005, 34).
On the other hand, Eye contact is a direct and powerful form of non-verbal communication. The direct stare of the sender of the message conveys candor and openness (Henry 2005, 96). It is considered rude or disrespectful to directly look into another person's eyes. In crowded situations the Chinese avoid eye contact to give themselves privacy.
4. Conclusion:
In order to comprehend the interim report above, Mr. Chalwell has to build a solid relationship and polite manners with Chinese people by considering the business etiquette, nonverbal communication and culture background such as Guanxi, the Chinese way of thinking, greetings, behaviour, small gift, etc. the conclusion has certain inspiration for Arthur in business negotiation in Shanghai.
5. Recommendation:
Since Mr.Chalwell wants to start negotiate with his Chinese colleagues, he has to be able to build four characteristic of China in order to avoid misinterpretation of the message, miscommunication, and also better comprehend of the Chinese culture. Moreover, it is recommended that shaking hand and giving business name card is a good start with Chinese counterpart. During the presentation it is recommended to bring small gift and also keep it formally and professionally. On the other hand, he has put highly concerned about nonverbal communication, such as: gesture, mimics, eye contact and tones of voice.
6. Reference:
Elizur. D, I. Borg, R. Hunt, and M.I. Beck. 1991. The Structure of Work Values: a cross-cultural comparison. Journal of Organisational Behaviour 12(2): 16-29.
Henry.S.C. 2005. The Power of Nonverbal Communication. Los Angeles: Silver Lake.
Herbig, P.A and H.E Kramer. 1991. Cross cultural negotiations: success through understanding. Management Decision Journal 29 (1): 19-31.
Hofstede, G and M. Bond. 1998. The Confucian Connection: from cultural roots to economic growth. Organisational Dynamics, 16 (4): 4-21.
Huang, K.K. 1991. The Justification of Confucianism. Taipei: Laureate Publisher.
Locket, M. 1987. China's Special Economic Zones: the cultural and managerial challenges.
Journal of General Management 3 (2): 21-31.
Osland, G. E. 1990. Doing Business in China: A Framework for Cross-Cultural Understanding. Marketing Intelligence and Planning 8 (2): 4-14.
Xin, K. R. and J. L Pearce. 1996. Guanxi Connections as Substitutes for Formal Institutional Support. Acadermy of Management Journal 39 (6): 1641-58.
Yan. Y. 1996. The Culture of Guanxi in a North China Village. The China Journal 35 (2): 1-25.
Yeung .I. Y and R.L Tung. 1996. Achieving Business Success in Confucian Societies: The Importance of Guanxi. Organizational Dynamics Journal 23 (1): 54-65.
Zhenzhong. 2006. Negotiating into China: the impact of individual perception on Chinese negotiation styles. International Journal of EmergingMarkets 1 (1): 64-83.
7. Appendix
THE MARKING KEY
Communication in Business 100
Assessment 2: Interim report pre-submission checklist and feedback sheet
MARKING KEY LEGEND: N=Not done, P=Poor, U=Unsatisfactory, S=Satisfactory, G=Good, E=Excellent
Specific criteria
Evaluation
Comments
REPORT STRUCTURE
Executive summary
Includes:
* Aim of the report
* Main points of report
* Recommendations
* Conclusions
N P U S G E
Introduction
Answers the questions:
* Who authorised the report & why
* Aim of the report
* Scope of report & some background information
N P U S G E
Table of contents
* Numbered using decimal notations
* Every item relates to a page number in the text of the report
N P U S G E
Conclusion
* Restates main issue(s)
* No new information
* Answers question 'What do these findings mean?'
N P U S G E
Recommendation
* includes your interpretation of the conclusions
* suggests possible action to be taken.
N P U S G E
Did you keep to the word limit (1200 words)? Include everything in the word count except for the executive summary, table of contents, reference list & appendix.
Yes
No
REPORT BODY
Body divided into two relevant sub sections , that address the requirements of the report
N P U S G E
Logical development of argument within each sub section
N P U S G E
Arguments are supported by concrete evidence (no sweeping generalisations)
N P U S G E
Relevant communication and cross cultural frameworks used to inform argument.
N P U S G E
Information collected is relevant
N P U S G E
Demonstration of critical evaluation of others' ideas
N P U S G E
IN-TEXT REFERENCING
Appropriate balance of quotes and paraphrasing
N P U S G E
Correct Chicago referencing style
N P U S G E
Your own 'voice' is apparent in your writing
N P U S G E
References used to support arguments and ideas
N P U S G E
In-text citations and reference list entries match
N P U S G E
REFERENCE LIST
Minimum referencing requirement met (4 scholarly references) in reference list with matching in text citations.
Yes
No
You must meet this requirement to pass the assignment
Reference list in alphabetical order of first listed author's surname
N P U S G E
Correct Chicago Referencing style (journal articles)
N P U S G E
Correct Chicago Referencing style (books)
N P U S G E
Correct Chicago Referencing style (electronic)
ACADEMIC WRITING SKILLS
Basic grammar
N P U S G E
Sentence structure
N P U S G E
Paragraph structure
N P U S G E
Spelling
N P U S G E
Consistent verb tense
N P U S G E
Written in third person.
N P U S G E
APPENDIX
Milestones completed on time and shown to your tutor on the weeks due (Attach marked milestones)
0 1 2 3 4 5
Milestone activities completed to a high standard
N P U S G E
Turnitin report attached
Yes
No
OVERALL COMMENTS
Fail (F)
* Not completed essential elements of the assessment task at an acceptable level, in accordance with assessment objectives.
* Did not demonstrate a basic level of knowledge, understanding, competencies and skills.
* Some of the elements in the report structure completed to the standard of 'not done', 'poor' or 'unsatisfactory'.
* Little or no effort made to reference material correctly.
* Did not meet the minimum research requirement (four scholarly sources).
* Most of the academic writing skills criteria assessed as either 'unsatisfactory' or 'poor' including grammar, sentence structure, paragraph structure, spelling, consistent use of verb tense and written in the third person.
* Evidence of plagiarism.
