Деловой иностранный язык. Ирина Машукова

of culture:

      ▪ Learned. Culture is not inherited or biologically based; it is acquired by learning and experience.

      ▪ Shared. People as members of a group, organization, or society share culture; it is not specific to single individuals.

      ▪ Transgenerational. Culture is cumulative, passed down from one generation to the next.

      ▪ Symbolic. Culture is based on the human capacity to symbolize or use one thing to represent another.

      ▪ Patterned. Culture has structure and is integrated; a change in one part will bring changes in another.

      ▪ Adaptive. Culture is based on the human capacity to change or adapt, as opposed to the more genetically driven adaptive process of animals.

CULTURAL DIVERSITY

      When people hear the word "diversity," they may think of categories that are now highly conventionalised race, ethnicity, class, gender, sexual orientation, religion, political views, etc. The term has been appropriated widely and its meaning has become somewhat diluted, but many of the original issues and concerns that prompted people to recognize, celebrate and covet diversity still remain relevant today. At the same time, many of the same issues that were invisible in the early discussion of diversity continue to be overshadowed by visible categories of diversity.

      There are many ways of examining cultural differences and their impact on national management. Culture can affect technology transfer, managerial attitudes, managerial ideology, and even business-government relations. Perhaps, most important culture affects how people think and behave. Table 1, for example, compares the most important cultural values of the United States, Japan, and Arab countries. A close look at this table shows a great deal of difference between these three cultures. Culture affects a host of business-related activities, even including the common handshake. Here are some contrasting examples:

      Table 4

      Culture Type of handshake

      In overall terms, the cultural impact on international management is reflected by these basic beliefs and behaviors. Here are some specific examples where the culture of a society can directly affect management approaches:

      ▪ Centralised vs. decentralised decision making. In some societies, all important organisational decisions are made by top managers. In others, these decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions.

      ▪ Safety vs. risk. In some societies, organizational decision makers are risk-aversive and have great difficulty with conditions of uncertainty. In others, risk- taking is encouraged, and decision making under uncertainty is common.

      ▪ Individual vs. group rewards. In some countries, personnel who do outstanding work are given individual rewards in the form of bonuses and commissions. In others, cultural norms require group rewards, and individual rewards are frowned on.

      ▪ Informal vs. formal procedures. In some societies, much is accomplished through informal means. In others, formal procedures are set forth and followed rigidly.

      ▪ High vs. low organisational loyalty. In some societies, people identify very strongly with their organisation or employer. In others, people identify with their occupational group, such as engineer or mechanic.

      ▪ Co-operation vs. competition. Some societies encourage co-operation between their people. Others encourage competition between their people.

      ▪ Short-term vs. long-term horizons. Some nations focus most heavily on short-term horizons, such as short-range goals of profit and efficiency.

      Others are more interested in long-range goals, such as market share and technologic development.

      ▪ Stability vs. innovation. The culture of some countries encourages stability and resistance to change. The culture of others puts high value on innovation and change.

      These cultural differences influence the way that international management should be conducted. The accompanying text provides some examples in a country where many international managers are unfamiliar with day-to-day business protocol.

      Task 2. Comprehension 1

      1. Explain the meaning of the word ‘diversity’. Expand the notion of ‘cultural diversity’. What spheres of person’s life can be discussed from the ‘cultural diversity’ point.

      2. The Table 2 shows cultural differences of countries in handshake. Suppose, what this peculiar feature for every country can say about its mentality: way of thinking, behavior, management approach.

      3. Through your personal experience say why it is important to take into account information about the cultural differences while dealing with foreign partners.

      4. From the point of view of interculturalists the ‘culture’ includes the following types of culture:

      Explain how you understand each of these cultures.

      Task 3. Reading 2

      Getting started

      ▪ Do you like to live and to work in a foreign country? Why/Why not?

      ▪ Before reading the text, discuss in small groups what the differences in European and Asian cultures are.