Intercultural Communication Issues - Case Study Example

Intercultural Communication: Spain, Brazil and Denmark Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecture Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 20th April, 2012 Introduction Intercultural communication refers to the communication problems that arise when individuals from different culture are put together. In reference to business operation, the phrase refers to the communications problems in an organization composed of people from different ethnic, social and religious backgrounds (Ting-Toorney & Oetzel 2001, Pp 53). International communication automatically becomes essential to the success of an organization. This is especially so if an organization is faced by individuals of different cultural backgrounds which may be based on religion, ethnicity and education among other cultural features. Intercultural communication is communally related to all stakeholders to an organization at large. The term stakeholders will include the workers, the suppliers, the creditors and the clients since communication will have to effect in all (Maruyama 1961, Pp 143). It is therefore evident that organizational leaders should learn all the key areas of organizational intercultural communication in order to determine on the necessary steps to take towards the attainment of the organizational goal. This is in regard to internal organizational intercultural communication as well as public relations on the same. When dealing with intercultural communications, some useful areas of study among individuals need analyzed. For instance, cultural and social background do effect on individuals’ silence, keep distance, require personal space, behave and privacy matters in an organizational perspective. The behavioural part may include elements of public relations such as complimenting, apologizing, requesting, inviting, offering and responding among others (Grant & Portera 2010, Pp 75). Intercultural factors There are various factors to the effect of intercultural communications in regard to the organizational problems. The factors are based on individual identity that affects his or her behavioural nature. Culture identity is one of the factors that refer to the elements of behaviour in communications, response values and attitude gained from his or her original environment based on norms and practices from different communities and regions (Maruyama 1961, Pp 87). Racial and ethnic identification goes alongside each other referring to elements of behaviour gained from being from a particular race or ethnic community. On the other hand, gender and age identity identities are also of impact to intercultural communication as key factors that may hinder or support success to an organization depending on the effectiveness of how they are held. This the case when an organization is composed of individuals of different age and gender which among other key factors carry weight towards intercultural communication effectiveness (Grant C & Portera 2010, Pp 123). Social class identity is also a very important factor in determining the effectiveness of intercultural communication in an organization. This is the case when individuals identify or distinguish themselves on the basis of their social class. This is a cultural indifference that may hinder effectiveness of intercultural communication and thus the attainment of the organizational goal. Social class identity may be based on financial basis among other social inequalities. This is consequently followed by the self individual identity which refers to way an individual identifies his or her uniqueness affecting the intercultural effectiveness in regard to communication, behaviour and attitude in an organization (Katthoff & Spencer-Oatey 2007, Pp 98). Spanish business culture Businessmen in Spain are self centred such that they only like to do business locally with people they know and can trust. It is therefore notable that Spain experiences some minimal intercultural business relationships thus little exposure to it. Consequently, the little exposure can be marked as a predicament in the event of an intercultural business relation. Face to face relationships have been eventually valued more than the non-oral written communication. In summary, I can conclude that we the Spain businessmen like keeping things more formal basing our business relationships on trust and though we are considered conceited too. It is remarkably evident that in order for me to understand other intercultural business relationships of other individuals, it is very important that I should first recognize mine in both positive and negative perspectives (Grant & Portera 2010, Pp 133). Spanish Culture in relation to Brazil Culture in Business In regard to my trip to Sao Paulo, I need to gain understanding of the Brazil’s intercultural business communication prior to the visit. Brazil has a much diversified social culture due to the high range of different races and ethnic communities. However, there are minimal cases of racism and ethnicity though there are little discriminations which are based on economic status as well as skin colour. In an analyzed cultural view of the Brazil culture in etiquette and customs, shaking of hands is an essential part in meetings while keeping eye contact for both men and women though women will kiss each other. It is very shocking to know that Brazilians have colours communicating. For instance purple and black are mourning colours (Grant & Portera 2010, Pp 172). The customs and etiquettes are consequently applied in business. Like many other cultures, a Brazil business person has preference towards face to face communication over written communication. This is because of their exorbitant need to know who they are working with. On the other hand, the preferred face to face meetings does not imply informal or implied contractual terms. Brazilians like formal business contracts that will be written and signed and sealed. They like keeping it detailed by fact and legal as well. Inherent of wanting to know the other business partner well, it is expected of them to ask questions to gain knowledge. Business dressing culture is also observed. The official dressing of a business man is a dark coloured official suit with three-piece suit being valued or associated with executives. Ladies are also expected to abide with the same by wearing official suits or elegant dresses. This will go hand in hand with the formalities expected for a legally binding business contract. Eventually, business cards are also keenly valued to their formalities of their business culture. The Brazil business culture values the Portuguese language in the business cards and the same may apply in the business documents. It is ethically acknowledged if such business cards and documents are presented on the beginning of the meetings. However, documents and dressings for business culture are formal while on the hand their meetings are not that formal as they may seem. Time is a factor in Sao Paulo and Brasilia unlike other regions in Brazil. It is so expected that time should be handled sensitively (Malinak 2007, Pp 96). The intercultural predicaments and the recommendations in my trip to Sao Paulo, Brazil My trip to Brazil might be affected by intercultural factors that depending on how I handle them, they may help or hinder me from successful pitching of business in Sao Paulo. One of the key intercultural factors is based on my appearance when I will be meeting the other executive. I will have to adhere with the Brazilian official or executive dressing code. This means that I will have to wear a dark coloured suit excluding purple. But since I will be travelling as an executive, a three piece suit will do better. Purple will be excluded since I might bring about a miscommunication of business to mourning as Brazilians confer to the colour (Malinak 2007, Pp 98). Secondly, I will have to abide with Brazil’s code of ethics in regard to greetings and meetings. The essential feature of it is how I will great my host executive in Sao Paulo. Consequently, I will have to understand the shaking of hands between men and the kissing between women. On the other hand, if it is between a man and a woman, then the greetings will be by the shaking of hands though the woman is expected to extend her hand first. The third intercultural factor that will determine a success to my mission is the sensitivity of time keeping. This is inherent of the cultural nature of Sao Paulo besides others to observe strict time keeping (Ting-Toorney & Oetzel 2001, Pp 115). This exhibits how important it will be for me to observe time and arrive early. On the other hand, I should not show impatience if the other executive arrives some minutes late in our place of meeting. Before anything else, I must remarkably note that Brazilians like face to face meetings thus to recognize the importance of my trip (Malinak 2007, Pp 2). I will consequently prepare my documents well in order to create a legal relationship while pitching business. It is however important to note that I should on the other side translate my business card to Portuguese language and hand them over at the beginning of the meeting which I am expected to have some flexibility and not to keep it that formal. This will create an easier time in my trip. I am also expected to answer questions clearly on behalf of my company. Spanish culture in relation to Denmark’s culture (Danish) in business The case of my trip to Sao Paulo, Brazil might be the same with that of Bang and Olufsen, in Denmark. However, the intercultural factors that would determine a successful mission in Brazil might not be the same with that of Denmark since I will be dealing with two different cultures. However, I will need to understand the intercultural factors in Denmark so that I can identify the possible predicaments that may arise and consequently prepare some recommendations prior to the trip. One of the key factors in the business meeting with my clients is the greetings. Like in Sao Paulo Brazil, a hand shake is adopted as a formal greeting for both men and women. However, Danes put more emphasis such that it is supposed to be simple, firm with eye contacts and a smile. Women are given preference over men in the hand shake such that they should be greeted first. Secondly, prior to the meeting, Danes prefer appointments that should be consequently get confirmed in writing. It is considered rude if such prior arrangements are not made (Katthoff & Spencer-Oatey 2007, Pp 112). A similarity exists in regard to Brazil’s culture and the Danish on the basis of time and punctuality. Like in Sao Paulo, Brazil, time keeping and punctuality must be adhered to (Ting-Toorney & Oetzel 2001, Pp 103). Danes are time conservative and they also prescribe the right times for appointments. For instance, it is not appropriate to book appointments during the period between mid of the month of June to mid August as most of them are usually on vacation during that period (Maruyama 1961, Pp 166). Danish people respect women in business and accord them an equal pay to that of men. The business ladies consequently expect that respect as they deserve. In relation to this, Danish people expect everyone to behave courteously and would go to the extent of pointing you out if you adhere to the same. Raising your voice is communicated as being rude since they use moderate tones especially during those official meetings. The introductory part is also observed in meetings where professional titles and surnames are required. Business cards are expected in the meeting which should give the company’s address too (Maruyama 1961, Pp 232). The intercultural predicaments and the recommendations in my trip to Bang and Olufsen The Denmark culture is not as that complex as that of Brazil. However, I am expected to adhere with the Danish culture for a successful mission in Bang and Olufsen. The intercultural factors that are clear are the shaking of hands, appointments, time and punctuality, women respect, behaving courteously and the tone (Katthoff & Spencer-Oatey 2007, Pp 79). Therefore, I will have to adhere with them such that I book appointment in time with written confirmation, be time conservative and observe punctuality, use moderate tone and observe my greetings as in the Danish culture (Maruyama 1961, Pp 143). Conclusion The Spanish culture is quite different with that of Brazil and Denmark. It would be so unfortunate for me not to observe the intercultural factors between my culture and the other host culture since they would hinder success to my business missions if not adhered to. The relation of my culture to each provide recommendations that would render me successful. The intercultural factors on intercultural communication or miscommunication are mostly based on colour, language, formalities, time, greetings and other behaviours that would cause miscommunication between me and my hosts depending on my understanding. Therefore the prior recommendations would on the other hand do me good. References Grant C & Portera A, 2010, Intercultural and Multicultural Education: Enhancing Global Interconnectedness, London: Routledge. Katthoff H & Spencer-Oatey H, 2007, Handbook of Intercultural Communication, Berlin: Mouton de Gruyter. Maruyama M, 1961, The Multilateral Mutual Causal Relationships among the Modes of Communication, Sociometric Pattern and the Intellectual Orientation in the Danish Culture, Phylon, vol. 22. Ting-Toorney S & Oetzel J, 2001, Managing Intercultural Conflict Effectively (Communicating Effectively in Multicultural Contexts), New York: Sage publications. Malinak C, 2007, M.A. CIA World Factbook, Doing Business in Brazil/ Brazilian Social and Business Culture London: Communicaid. Read More