Cross-cultural communication for managers - includes related articles on training at multinational corporations and similarities of cultures

Business Horizons, May-June, 1993 by Mary Munter

Perhaps the most unusual naming convention comes from Iceland, where people are officially known by their first names; listings are alphabetized by first name. A man's last name is his father's first name plus son; a woman's last name is her father's first name plus dottir. Because a woman does not change her name with marriage, husband, wife, son, and daughter each has a different last name.

What title should you use? In a country such as Sweden or Israel, titles are relatively unimportant. In other places, such as Germany or Austria, titles are very important; even the wife of a German professor carries her husband's title: "Frau Professor Schmidt" or "Frau Professor." In Korea, titles are often used in place of names because of Confucian attitudes about saying names aloud.

As we have seen, culture permeates every aspect of management communication, from basic decisions about setting a realistic communication objective to specific behaviors when greeting people. At the same time, seemingly superficial behaviors such as greetings can often reflect important and deep-rooted cultural values. The next time you are communicating in a different country, region, industry, or organization, keep in mind the following points:

* Read about and discuss the culture before you go. A single party conversation on the topic will probably not be sufficient; the more you can learn about economics and industry, politics and government, religion and philosophy, history, symbols and traditions, social structures, cultural achievements, language, sports, and food, the more successful you are likely to be.

* Listen, react, and interpret the culture while you are there. All you can learn from studying in advance is never the same as what you can learn when immersed in the culture. Stay alert; be flexible; be willing to modify your ideas. Use your new associates as resources: most people are happy to explain their customs to interested foreigners.

* Imitate group members to learn by example, especially for nonverbal communication. Be particularly aware of how group leaders behave; follow their example when appropriate.

* Perhaps most important, try to maintain an open attitude-of patience, tolerance, objectivity, empathy, and respect--to increase your understanding, cooperation, and effectiveness.

References

N. Adler, International Dimensions of Organizational Behavior., 6th ed. (Belmont, Calif.: Wadsworth, 1991).

M. Asante and W. Budykunst, eds., Handbook of International and Intercultural Communication (Newbury Park, Calif: Sage Publications, 1989).

L. Copeland and L. Griggs, Going International.' How to Make Friends and Deal Effectively in the Global Marketplace (New York: Random House, 1985).

Culture-grams for the Nineties (Provo, Utah: Brigham Young University, David M. Kennedy Center for International Studies, published yearly).

D. Evans, The Cultural and Political Environment of International Business: A Guide for Business Professionals (Jefferson, N.C.: McFarland and Company, 1991).