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Файл:Исследование стратегий эффективной коммуникации в межкультурной среде (на английском языке). Учебное пособие
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in tool design using English words I did not understand, and the relevance of which escaped me. Those were the things I could learn within
a week once I worked there.
After half an hour of uncomfortable misunderstandings, he said
«Sorry – we need a first class man». And I was out in the street!
Task
Identify the national business patterns habitual for these two cultures.
1. Why wasn’t a Dutch engineer given the job?
2. What should he have done differently?
Cultural note
For the American, the Dutch person undersold himself. The CV was too
short and too modest, since he expected the interviewer to find out more about
him in the interview, including questions about his outside activities. In contrast to Dutch applicants, American candidates tend to oversell themselves.
Their CVs are full of superlatives and minute details of all their skills. They
aim to show more assertiveness than Dutch applicants, and to promise more
than they are likely to achieve in practice.
This situation can be explained with the dimension «masculinity and femininity». In masculine cultures, the roles of men and women are distinct,
in that «men are supposed to be assertive, tough, and focused on material
success, whereas women are supposed to be more modest, tender, and
concerned with the quality of life». In feminine cultures, the roles of men and
women overlap, (and) both men and women are supposed to be modest, tender,
and concerned with the quality of life.
Case 10
AN AMERICAN MANAGER
AND A GREEK SUBORDINATE
Read the case and try to understand what is happening here.
A US manager (A) wants a Greek subordinate (G) to write a report.
A. How long will it take you to finish this report?
G. I do not know. How long should it take?
A. You are in the best position to analyze time requirements.
81
G. Ten days.
A. Take 15. So is it agreed you will do it in 15 days?
In fact, the report needed 30 days of regular work. So the Greek
member of the staff worked day and night, but at the end of the 15th day,
he still needed one more day’s work.
A. Where is my report?
G. It will be ready tomorrow.
A. But we agreed it would be ready today.
At this point, the Greek hands in his resignation.
Task
Identify the problem. Think about:
a) Is the problem personal or cultural?
b) Whom do you feel sympathy for?
Cultural note
There are two different concepts of the roles of the manager and the subordinate. A. feels that the subordinate should be involved in decision-making,
whereas G. expects to be told what to do. A technique used by psychologists,
called attribution analysis, can be used to explain the causes of this problem in
more detail. Essentially, communication breaks down because both of the coworkers attribute different meanings to what their partner says, but assume
that the other worker understands the same as they do.
Behavior Attribution
A. How long will it take you to A. I asked him to participate.
finish this report? G. His behaviour makes no sense.
He is the boss.
Why doesn’t he tell me?
G. I do not know. How long should A. He refuses to take responsibility.
it take?
A. You are in the best position to A. I press him to take responsibility
analyze time requirements. for his own actions.
G. Ten days G. What nonsense! I’d better give
him an answer.
82
He lacks the ability to estimate
time; this estimate is totally
inadequate.
A. Take 15. So is it agreed you will A. I offer him a contract.
do it in 15 days? G. These are my orders. 15 days.
A. Where is my report? A. I am making sure he fulfills his
contract.
G. It will be ready tomorrow. G. He is asking for the report.
(Both attribute that it is not ready)
A. But we had agreed that it would A. I must teach him to fulfill a
be ready today. contract.
G. The stupid, incompetent boss!
Not only did he give me the wrong
orders, but he does not appreciate
that I did a 30-day job in 16 days.
The Greek hands in his resignation. The American is surprised.
G. I can’t work for such a man.
REFERENCES
1. Bennett, R., Aston, A. & Colquhoun, T. 2000. «Cross-cultural training:
A critical step in ensuring the success of international assignments», Human
Resource Management. Vol. 39, Nos. 2 & 3, pp. 239–250.
2. Black, J. S. & Gregersen, H. B. (1991). «Rim Assignments Antecedents
to Cross-Cultural Adjustment for Expatriates in Pacific Rim Assignments»,
Human Relations. Vol. 44, № 5, pp. 497–515.
3. Black, J. S., & Mendenhall, M. (1991). The U-Curve Adjustment Hy-
pothesis Revisited: A Review and Theoretical Framework // Journal of International Business Studies. Vol. 22, № 2, pp. 225–247.
4. Black, J. S., Mendenhall, M. & Oddou, G. (1991). Toward a comprehen-
sive model of international adjustment. Academy of Management Review.
Vol. 16, № 2, pp. 291–317.
5.Brewster, C. 1995. Effective Expatriate Training // J. Selmer (ed.),
Expatriate management: New ideas for international business. West Port:
Quorem, pp. 57–70.
6.Caligiuri, P., Phillips, J., Lazarova, M., Tarique, I., & Burgi, P. (2001).
The theory of met expectations applied to expatriate adjustment: The role
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of cross-cultural training // International Journal of Human Resource Management. Vol. 12, № 3, pp. 357–372.
7. Forster, N. (2000). Expatriates and the impact of cross-cultural trai-
ning // Human Resource Management Journal. Vol. 10, № 3, pp. 63–78.
8. Gertsen, M. C. (1990). Intercultural competence and expatriates // Inter-
national // Journal of Human Resource Management. Vol. 1, № 3, pp. 341–362.
9. Grove, C., & Torbiоrn, I. (1985). A new conceptualization of intercultural adjustment and the goals of training // International Journal of Intercultural Relations. Vol. 9, pp. 205–233.
10. London, M. (2003). Job feedback: Giving, Seeking, and Using Feedback
for Performance Improvement. Philadelphia: Lawrence Erlbaum Associates.
11. Mendenhall, M., & Oddou, G. (1985). The Dimensions of Expatriate
Acculturation: A Review // Academy of Management Review. Vol. 10, № 1,
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12. Oberg, K. (1960). Culture shock: Adjustment to New Cultural Environments // Practical Anthropology. Vol. 7, pp. 177–182.
13. Puck, J. F., Kittler, M. G. & Wright, C. (2008). Does it really work?
Reassessing the impact of pre-departure cross-cultural training on expatriate
adjustment // The International Journal of Human Resource Management.
Vol. 19, № 12, pp. 2182–2197.
14. Selmer, J. (1999). Culture shock in China? Adjustment pattern of western expatriate business managers // International Business Review. Vol. 8.
Issues 5–6, pp. 515–534.
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Group & Organizational Management. Vol. 31, № 1, pp. 20–26.
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Minimizing Failure // Academy of Management Executive. Vol. 1, № 2,
pp. 117–125.
СОДЕРЖАНИЕ
Введение ........................................................................................................ 3
PART 1. Теоретические основы межкультурной коммуникации ............. 6
Unit I. Culture and Intercultural Communication (ICC) ......................... 6
Unit II. Social and psychological aspects of ICC .................................. 12
Unit III. Adjusting to a new culture ..................................................... 18
Unit IV. Barriers to communication ...................................................... 22
Unit V. Edvard Hall’s proxemics .......................................................... 28
Unit VI. ICC and political world .......................................................... 33
Unit VII. National cultural dimensions by G. Hofstede ....................... 39
Unit VIII. ICC in business .................................................................... 44
Unit IX. Fons Trompenaars’s cultural dimensions ............................... 48
Unit X. The Lewis model ..................................................................... 54
Unit XI. Russia and the East: maintaining status .................................. 57
Unit XII. Gender and communication .................................................. 63
References ........................................................................................... 67
PART 2. Практикум по решению проблем
межкультурной коммуникации .................................................................. 68
References ............................................................................................... 83
У ч е б н о е и з д а н и е
Исследование стратегий
эффективной коммуникации
в межкультурной среде.
Strategies for effective intercultural communication
(на английском языке)
Учебное пособие
Составители
Вершинина Татьяна Станиславовна
Гузикова Мария Олеговна
Кочева Ольга Леопольдовна
Ответственная за выпуск Н. А. Юдина
Редактор Е. Е. Крамаревская
Корректор Е. Е. Крамаревская
Компьютерная верстка Г. Б. Головина
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