PROFESSIONAL

COMMUNICATIONS

ABHIMANUE SHYAM RAJ

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CULTURAL ANALYSIS
Analysis of the cultural norms and values of the United States.

Equality: For Americans, equality means everyone is born equal and no one is inferior or superior to
the other. US universities take equality seriously and will often include statements affirming equal rights
in their charter, annual reports, and student and staff codes of conduct. Additionally, anti-discrimination
policies are often in place and enforced for admissions, hiring, events, etc. (Mendis, 2023, 7)

Individualism: Like valuing independence, culture in America places a great deal of importance on
individualism. Individualism usually refers to being self-sufficient, with community and/or government
assistance as a last resort. This means people are free to pursue their goals, often on their own terms,
within the context of US laws. Americans hold the ideals of freedom and order in high regard, and
individualism is a key component — everyone in the US is entitled to their personal beliefs. The ability to
express your individual views and opinions is considered part of this freedom. (Mendis, 2023, 9)

Direct Communication: Americans tend to be quite direct in their communication style, valuing
clarity and efficiency. Open and assertive communication is common, and it's acceptable to challenge
ideas and decisions.

Materialism: America has the largest economy in the world, built off the principles of capitalism. As
a result, culture in the USA often places a strong importance on materialism.

Competition and capital accumulation encourage businesses to maximize efficiency, allowing investors
to profit from growth while customers benefit from cheaper pricing on a broader selection of goods.
Equally, consumers are incentivized to purchase goods and services to feed back into the economy, and
many financial systems in the US are designed around encouraging spending.

Due to America’s strong economic position and capitalist economy, people can sometimes be
encouraged to assess their wealth based on personal possessions and compare material possessions
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with others. This materialism plays an important role in explaining inequities in America but can depend
on many factors such as your personal community, city, or the state where you live. (Mendis, 2023, 11)

Independence: Independence is a significant cultural value in the United States, rooted in its history
and the idea of self-reliance. Americans often value personal autonomy and the ability to make
individual choices. The emphasis on independence can influence how Americans approach problem-
solving and decision-making. They may have a strong preference for autonomy and self-reliance, and
this can sometimes manifest as a desire for individual recognition and accomplishment. It can also lead
to a sense of responsibility and accountability for one's own actions. Recognizing the cultural value of
independence is essential when working with a multicultural team, as it can impact how team members
prefer to work, make decisions, and handle tasks. Emphasizing the importance of teamwork and
collaboration while respecting individual contributions can help bridge any potential gaps in
expectations and working styles within the team. (Mendis, 2023, 5)

Analysis of the cultural norms and values of Japan.

Collectivism - Japan is well-known for its collectivist culture. Group harmony, cohesion, and
consensus are highly valued. Japanese society places great importance on maintaining good
relationships within groups, such as families, companies, and communities.

Indirect Communication - Japanese people are generally indirect communicators. They may be
ambiguous when answering questions to maintain harmony, prevent a loss of face, or out of politeness.
People are often attentive to non-verbal cues (such as body language, posture, expression and tone of
voice) as a way to draw meaning from a conversation. Disagreements that must be discussed are
usually done so in private and at a later time. (Scroope, 2021,1)

Refusals - As indirect communicators, Japanese people often avoid direct refusals or negative
responses. When refusing, they may show hesitation before replying with an ambiguous response. For
example, someone may respond to a request with “Kento-shimasu” meaning ‘I will consider it’, even if
the speaker does not intend to consider the proposal. (Scroope, 2021,2)

Silence - Interrupting someone who is talking is generally considered impolite. This means that many
Japanese tend to remain silent during a conversation, until there is an opening to speak. Sometimes,
silence is intentional to allow people time to think about the discussion. Silence is often understood as
reflecting politeness and respect. (Scroope, 2021,3)
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Interjections - Interjections (aizuchi) are very common in Japanese communication. They are not
understood as an interruption, but rather indicate to the speaker that their counterpart is actively
listening. Aizuchi are particularly important in situations where people cannot see non-verbal cues, such
as speaking on the phone. There are different types of interjections depending on the context of the
conversation. One type of interjection indicates agreement, and includes the sounds ‘un’, ‘ne’ and ‘ee’,
and phrases such as “Hai”’ (‘yes’), “Sou desu ne” (‘So it is, isn’t it?’) and “Sugoi” (used in casual contexts
to mean ‘wow’ or ‘amazing’). Interjections of agreement are usually accompanied by a nod. Another
common type of interjection indicates surprise, and includes the sound “Eeee?" and the phrase “Honto
desu ka?” (‘Really?’). The phrase “Māji ka?” (‘Seriously?’) is commonly used, but only in casual
contexts. (Scroope, 2021,4)

Compliments - Humbleness is a common value in Japanese culture. As a result, there is a general

tendency for people to politely deflect compliments. Excessive complimenting may cause
embarrassment. (Scroope, 2021,5)

High Context Culture - Japan is considered a high-context culture, where a great deal of meaning is
conveyed through shared cultural knowledge and context. This means that communication can be
layered and nuanced, and outsiders may need to be observant and patient to fully understand.

Hierarchy - Japanese hierarchy is based on consensus and co-operation rather than the top-down
decision-making process which often typifies western models of hierarchy. This means that people feel
actively involved and committed. It can also mean that decisions are slow and have to be based on deep
analysis or large amounts of information. ‘How can we get the Japanese to make their decisions more
quickly’ is a question often asked by western businessmen. The answer is probably that you can’t!
(Warburton, 2021)

Time Orientation - Punctuality is paramount in Japanese culture. Being on time is a sign of respect
for others, and meetings and appointments typically start promptly.

Rituals and Tradition - Japan has a rich cultural history with many rituals and traditions. Respect for
traditions and customs is deeply ingrained in daily life and business practices.

Analysis of the cultural norms and values of Brazil.

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Communication Style - Brazilians can be very expressive and emotive in their communication. At
times, they may interrupt others when speaking when overcome by their passion or interest in the
conversation topic. Moreover, Brazilians are often not afraid to speak their mind and express what is in
their heart. (Scroope, 2018,1)
Indirect Communication - Despite their expressive way of verbally communicating, Brazilians
generally tend to avoid conflict. In conversation, they will tend to gradually shift the topic towards
something they would like to talk about. Thus, Brazilians will not be too direct or immediate in their
expression due to the tendency to avoid conflict. Many also pay attention to nonverbal behaviour to
develop their impression of one another. Thus, they may often focus more on your body language and
your expressiveness rather than intently listen to the content of the conversation. (Scroope, 2018, 2)

Language Style - The diminutive is a typical characteristic of Brazilian Portuguese. It expresses

familiarity and affection towards a thing or person. Most words can be used in their diminutive form by
adding the syllable ‘inha’ for females and ‘inho’ for males. For example, the word 'casa' means little
house whereby ‘casinha’ is the affectionate way of talking about a little house using the feminine. The
diminutive is also used to lighten verbal statements that might otherwise sound too blunt. For example,
instead of saying “yes”, someone may say “só um pouquinho” ('only a little bit'). (Scroope, 2018, 3)

Formality - In Portuguese, different forms of expression indicate the level of formality or politeness.
The generic titles of ‘senhor’ (male) and ‘senhora’ (female) are the most formal method of address and
are commonly used to address people of seniority (based on age and profession). It is also common to
address someone by their professional title followed by their surname (e.g. when addressing a female
doctor, ‘Doctora Afonso’). The more informal expression is the pronoun ‘você’. It is typically used among
those who are familiar with each other. There may be slight variations in approaches to formality
depending on the region. When in doubt, it is best to err on the side of formality. (Scroope, 2018, 4)

Hierarchical Elements - There are hierarchical elements in Brazilian society, particularly in business
and formal settings. Respecting authority and showing deference to those in higher positions or older
individuals is common.

Celebrations and Festivals - Brazil is famous for its vibrant celebrations and festivals, such as
Carnival. These events showcase the importance of joy, music, and cultural expression in Brazilian life.

Potential areas of cultural differences.

Communication Styles - In the United States, direct and assertive communication is the norm, while
in Japan, communication tends to be more indirect and implicit. Brazilians, on the other hand, are
expressive and may interrupt during passionate conversations. This difference in communication styles
may lead to misunderstandings within the team, with American team members expecting directness,
Japanese team members valuing subtlety, and Brazilian team members being more expressive.

Approach to Conflict - Americans are generally more comfortable with open confrontation and may
challenge ideas and decisions directly. Japanese culture encourages avoiding direct confrontations and
resolving conflicts subtly, which might contrast with American team members' communication style.
Brazilians tend to avoid conflict by gradually shifting conversation topics, which can differ significantly
from the more direct American approach.

Decision-Making - The American value of individualism and independence can lead to a preference
for autonomy and self-reliance in decision-making. In Japan, consensus-driven decision-making is
common, which can be more time-consuming and may not align with the American emphasis on
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individual autonomy. Brazilian team members might prioritize consensus but have a more relaxed
approach to decision-making compared to Americans.

Potential areas of similarities.

Value of Respect - All three cultures place a strong emphasis on respect, albeit in different ways. In
the United States, respect is often linked to individual rights and treating others equally. In Japan and
Brazil, respect is closely tied to maintaining harmonious relationships within groups and showing
deference to authority figures. Recognizing this shared value can lead to a respectful and considerate
team environment.

Collectivism to Some Degree - While the United States is known for its individualism, there are
elements of collectivism in American culture as well. For instance, in the workplace, teamwork and
collaboration are highly valued. Similarly, Japanese and Brazilian team members may appreciate and
excel in group projects and collaborative efforts.

Appreciation for Tradition - Both Japan and Brazil have rich cultural traditions and rituals that they
hold in high regard. In the United States, there's a strong emphasis on respecting traditions, such as
celebrating Thanksgiving or the Fourth of July. This shared appreciation for tradition can create
opportunities for cross-cultural learning and bonding within the team.

Value of Relationships - Japanese and Brazilian cultures highly prioritize maintaining good
relationships within various social contexts. While the United States is more individualistic, Americans
also understand the importance of interpersonal relationships, especially in business and networking.
Recognizing and respecting the significance of building strong relationships can foster better team
cohesion.

High Context Communication - Japan and Brazil are considered high-context cultures, which
means they rely on shared cultural knowledge and context for effective communication. While the
United States is considered a low-context culture, the team can learn to adapt and appreciate the
importance of context in communication, promoting clearer and more effective exchange of ideas.

Rituals and Tradition - All three countries have rich traditions and rituals. In the United States, these
include customs related to holidays and cultural celebrations. In Japan and Brazil, there are specific
rituals and ceremonies for various life events and cultural festivals. These shared experiences can
create opportunities for team bonding and cultural exchange.

Sense of Fun and Celebration - Brazil and the United States are known for their vibrant celebrations
and festivals, such as Carnival and Mardi Gras in Brazil and Thanksgiving and the Super Bowl in the
United States. Embracing the joy and spirit of celebration from both cultures can foster a positive team
atmosphere and create opportunities for shared experiences. By recognizing and leveraging these
cultural similarities, your multinational team can enhance collaboration and build stronger working
relationships. These commonalities provide a foundation for shared values and understanding, which
can help mitigate potential cultural differences and promote a more cohesive and productive team
dynamic.

Teamwork, decision-making, and conflict resolution.

Teamwork
- Shared values of respect and a degree of collectivism can foster a collaborative and respectful team
environment.
-Different communication styles may require team members to adapt and find a balance between
directness, subtlety, and expressiveness.
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-Recognizing the importance of relationships in all three cultures can enhance team cohesion and
promote positive interactions.

Decision-Making
- Acknowledging the value of respect and tradition can lead to more mindful and considerate decision-
making.
-Balancing individualism and collectivism may require finding a compromise that respects both
autonomy and consensus.
-Understanding the role of hierarchy can help navigate leadership and decision-making dynamics within
the team.

Conflict Resolution
- The shared value of respect can promote a respectful and considerate approach to conflict resolution.
-Awareness of different communication styles can help team members navigate conflicts with
sensitivity and adaptability.
-Embracing a hybrid approach that respects cultural differences while working towards a shared goal
can lead to effective conflict resolution.

COMMUNICATION STRATEGY
Maintain etiquette - Many cultures have specific etiquette around the way they communicate.
Before you meet, research the target culture, or if time allows, do some cross-cultural training. For
example, many cultures expect a degree of formality at the beginning of communication between
individuals. Every culture has its own specific way of indicating this formality: ‘Herr’ and ‘Frau’ in
Germany, reversing family and given names in China and the use of ‘san’ in Japan for men and women
etc. Be aware of these familiarity tokens and don’t jump straight to first name terms until you receive a
cue from the other person to do so. (cHRysos, 2021, 1)

Avoid slang - Not even the most educated non-native English speaker will have a comprehensive
understanding of English slang, idioms and sayings. They may understand the individual words you have
said, but not the context or the meaning. As a result, you could end up confusing them or at worst,
offending them. (cHRysos, 2021, 2)

Speak slowly - Even if English is the common language in a cross cultural situation, it’s not a good
idea to speak at your normal conversational speed. Modulating your pace will help, as will speaking
clearly and pronouncing your words properly. Break your sentences into short, definable sections and
give your listener time to translate and digest your words as you go. But don’t slow down too much as it
might seem patronising. If the person you’re speaking to is talking too quickly or their accent is making it
difficult for you to understand them, don’t be afraid to politely ask them to slow down too. (cHRysos,
2021, 3)

Keep it simple - In a cross-cultural conversation there’s no need to make it harder for both of you by
using big words. Just keep it simple. Two syllable words are much easier to understand than three
syllable words, and one syllable words are better than two syllable words. Say “Please do this quickly”
rather than “Please do this in an efficacious manner.” (cHRysos, 2021, 4)
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Practice active listening - Active listening is a very effective strategy for improving cross cultural
communication. Restate or summarise what the other person has said, to ensure that you have
understood them correctly, and ask frequent questions. This helps build rapport and ensures that
important information doesn’t get missed or misunderstood. (cHRysos, 2021, 5)

Take turns to talk - Make the conversation flow more freely by taking it in turns to speak. Make a
point and then listen to the other person respond. Particularly when people are speaking English as their
second language it’s better to talk to them in short exchanges rather than delivering a long monologue
that might be difficult for them to follow. (cHRysos, 2021, 6)

Write things down - If you’re not sure whether the other person has understood you properly, write
it down to make sure. This can be particularly helpful when discussing large figures. For example, in the
UK we write a billion as 1,000,000,000 but, in the USA, it’s written as 1,000,000,000,000. (cHRysos,
2021, 7)

Avoid closed questions - Don’t phrase a question that needs a ‘yes’ or ‘no’ answer. In many cultures
it is difficult or embarrassing to answer in the negative, so you will always get a ‘yes’ even if the real
answer is ‘no’. Ask open-ended questions that require information as a response instead. (cHRysos,
2021, 8)

Be careful with humour - Many cultures take business very seriously and believe in behaving
professionally and following protocol at all times. Consequently they don’t appreciate the use of
humour and jokes in a business context. If you do decide to use humour make sure it will be understood
and appreciated in the other culture and not cause offence. Be aware that British sarcasm usually has
a negative effect abroad. (cHRysos, 2021, 9)

Be supportive - Effective cross-cultural communication is about all parties feeling comfortable. In

any conversation with a non-native English speaker, treat them with respect, do your best to
communicate clearly and give them encouragement when they respond. This will help build their
confidence and trust in you. (cHRysos, 2021, 10)

Regular Feedback - Encourage ongoing feedback from team members regarding their comfort levels,
any challenges they face due to cultural differences, and suggestions for improvement. Regularly
assess the team's progress in adapting to these differences.

By implementing this communication strategy, team can effectively address cross-cultural challenges.
It will help foster a more inclusive and culturally sensitive environment where team members can
collaborate productively while respecting each other's cultural differences. Regular reflection and
adaptation of this strategy will ensure ongoing improvements in cross-cultural communication.
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CASE STUDY – Cross-cultural communication

breakdowns by Ablonczy-Mihályka, Livia. (2015)

“Culture is the pattern of taken-for-granted assumptions about how a given collection.

of people should think, act, and feel as they go about their daily affairs” (Joynt &
Warner, 1996: 3).

Introduction
Today’s business environment has become highly complex, dynamic and globalised. In today’s global
world an understanding of what happens when people from different cultures meet and work together
is quite essential for managers and leaders. Actually, in the entire world there are approximately 80.000
multinational firms and each has in average 10 affiliates abroad, forming this way a vast planetary net
(Botescu 2010). The contemporary companies in global economy need competent management with
willingness, awareness, knowhow and skills to communicate and operate across cultural borders
(Grušovnic – Jelovac 2014). On the other hand, the consequences of the globalization of the economical
activity are on cultural values specific for different countries, some specialists sustain an accentuation
of cultural differences between countries.

Successful communication between human beings, either within a culture or between cultures,
requires that the message and meaning intended by the speaker is correctly received and interpreted by
the listener. Sustainable error-free communication is rare, and in most human interactions there is
some degree of miscommunication. In understanding communication, a listener must pay attention not
just to what is said and when, but also to how many times something is said, under what circumstances,
and by whom.

Difficulties in intercultural communication arise when there is little or no awareness of divergent cultural
values and beliefs. In intercultural interaction, speakers sometimes assume that what they believe is
right, because they have grown up thinking their way is the best (Zhang 2008).

In general, cross-cultural miscommunication can be thought to derive from the mistaken belief that
emits are ethics, that words and needs mean the same thing across cultures, and this miscalculation is
perhaps more likely when cultures are similar in surface attributes but different in important underlying
ways. In this case miscommunication may occur instead of non-communication.

I am convinced that it is necessary to manage cultural differences if you work in international business
setting because culture teaches human beings to attach meanings to situations, people and things, and
therefore influences them in the way they construct meaning when dealing with otherness (Glaser 2007,
60). When we understand our own values, attitudes, beliefs, assumptions, and behaviours, we are able
to compare and contrast them in a face-to-face interaction or experience. That is why that we have to
develop a deeper understanding of issues of cross-cultural differences (Stewart & Bennett 1991).

The findings presented in the paper are based on a qualitative research conducted by the author and her
students (from Marketing, International Economy and Management and Enterprise MSc courses). In our
research we gathered information how Hungarian business people think about communication
difficulties with people belonging to various cultures. Qualitative interviews as a means can help to
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understand the world of interviewees and to see reality, i.e. in our case business behaviour from
Hungarian business people’s perspective.
Three aspects are discussed in this study as
follows, communication system, management style, and staff behaviour.

Theoretical background
Cross-cultural research is tricky and difficult. The researchers take full advantage of methodologies
developed during the past 50-60 years to do their research in a sophisticated way (House et al. 2004,
1). Over the last decade, research on intercultural management topics has received increased attention
in literature. Several streams can be identified:

• The first group deals with the meaning of the notion of culture additionally with stereotypes,
cultural symbols and cultural metaphors (See for example: Geertz 1973; Cacciaguidi-Fahy &
Cunningham 2007; Onea 2010)
• The second dominant theme involves examining the intercultural communication in general:
presenting Hofstede’s (1980), Hall’s (1976) and Trompenaars’ (1993) dimensions, saying that national
factors definitely determine management practice (See for example: Scollon 2001; Ablonczy-Mihályka
2009; Derkun et al 2010)
• The third analyses examines the role of English as a lingua franca in business communication
and the culture-related English for special purposes (See for example: Tompos 2003; Louhiala-
Salminen et al. 2005; Du-Babcock 2013)
• The fourth deals with investigating the cultural differences between two culturally divergent
partners (See for example: Hamburg 2013; Baric 2013;) and focusing on cultures clashes – referring to
values and norms. (See for eample: Szőke 2009; Tompos 2014; Szőke-Kovács 2014).
• The fifth explores issues relating to the intercultural competence, the business negotiation skills
(See for example: Tompos 2009) and the importance of nonverbal communication in intercultural
context (See for example: Samovar et al. 2007).
• The researchers’ sixth group studies the cross-border situations taking into consideration that
the national border separetes countries, regions, cultures and economies but at the same time
connects them creating common interests, insisting cooperation, helping to find new resources to work
together, i. e. generating a great number of cross-border relations (See for example: Rechnitzer 1999;
Konczosné 2013; Konczosné 2014).
• The seventh trend approaches the topic in question from the marketing’s (see for example:
Ercsey 2012; Ercsey 2013) and the management’s points of view, i.e. researchers examine practical
issues (See for example: Csath 2008; Ablonczy 2008; Nádai 2012; Szőke 2015).

As it is seen intercultural communication can be investigated from several points of views. Some
researchers can mainly focus on face to face encounters between individuals from different cultural
backgrounds, while others pay special attention to „the underlying communicative style differences in
interethnic communication” (Connor 2008: 309). The present article shows examples bringing together
case-studies referring to misunderstandings in communication and presents critical cultural incidents
including a story about cross-cultural miscommunication.

Aim, method and research questions

This article seeks to prove that the national culture can still influence communications in organisations
and the research presented here focuses on Hungarian respondents who regularly meet people with
different cultural backgrounds. The general character of the research was a qualitative case study
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approach to attain an understanding of the characteristics of communication misunderstandings in

multicultural business settings.

The research data were gathered in 2015 through semi-structured interviews. 147 interviews were
carried out by MA students taking part int he author’s intercultural management courses. The
respondents were businessmen who have had business relationship with foreign partners for between
9 months - 16 years. It is important that we have interviewed people who have routinely been taking part
in business interactions (at least on weekly basis). We excluded knowledgeable informants (teachers,
trainers, public servants, Erasmus students etc.) since interview need to have a very similar background
to have ‘comparable’ results. The interviewees’ replies were processed manually.

Usually, researchers have to decide how much background the respondent should be given on the
purpose, methods, existing findings, etc. of the investigation at the beginning of the interview. Practice
has proven that it is beneficial to inform the interviewees prior to the interview, so in this research the
interviewees have been given an interview sheet.

The research questions are that people who have different cultural backgrounds.
• will not still behave in the same way in international business setting, i.e. global business
behaviour does not exist and
• will adapt their own norms and values concerning communication rules, decision-making
process and conflict-handling.

The Table 1 shows where the business contacts are from.

Table1. Business contacts
Germany 36
Austria 19
China 18
The United States of America 13
Great Britain 13
Italy 13
France 11
Japan 4
India 3
Turkey 3
Spain 2
Poland 2
Scandinavian countries 2
Others (Brazil, Croatia, Czech Republic, Israel,
8
Slovakia, Switzerland Russia, Ukraine)

It is necessary to mention that within the frame of this qualitative research critical incidents caused by
cultural differences were investigated but the findings reported in this paper will contain only the results
regarding German culture. This choice seems to be evident not only because most of the respondents
mentioned that they had been involved in business relationship with German counterparts but Germany
is the first business partner of Hungary and German investments have been at the top since 1990.
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Findings and Discussion

We have to emphasize that the aim of data collection by means of interviews is to investigate business
behaviour and miscommunication patterns in intercultural settings from the Hungarian business
people’s point of view. In the interviews we focused on questions as follows: What expectations did you
have when you started to work with foreigners? What were these expectations based on? What do you
think explains the foreigner interactional partner’s unexpected behaviour? What strategy did you employ
to sort out a conflict? What kind of advice would you give the Hungarian business people if they wanted
to do business with foreign business people? Can you mention some absolute do’s and don’ts for other
cultures?

The respondents, however, were encouraged to express themselves freely (while the general direction
and the shape of the interviews was maintained) and it is seen in the style of the cited replies below.

Communication style
Most of the Hungarian respondents mentioned that Germans’ seemed to be arrogant, nervous and
impolite during the communication and Germans’ tone and intonation are too forced and loud. In every
interaction Hungarians felt that they themselves had done something wrong. The Hungarians were
surprised when German partners and/colleagues communicated in a much more direct way than
Hungarian people do.

I started to work for a German company (automotive industry) 2 years ago. The only advantage is to work
there that the salary is much higher than at the firm I used to work. I can’t stand my direct boss (male,
31) who never let me enter the room first, never opens the door when we arrive there at the same time.
I know that he is responsible for our department but there are 18 Hungarians and he is the only one who
is from Germany.
(female, 34)

My enterprise has been working with business partners in Germany. Since I have worked for my firm for
a long time my Hungarian boss wanted me to be the “contact person”. To tell you the truth
communication is in English but our German partners doesn’t know how to make a polite question, how
to communicate in a polite way. I have known them for more than 10 years and they have never asked
me about my children (I am a proud dad), they didn’t asked me how I was when I started to work after a
car accident (1 month in hospital, 6 weeks at home).
(male 41)

First I thought that my German boss is aggressive because also in informal interactions behaves as it
would be a fight. I did not react on the same way and it took a lot of time when I realized that his behaviour
is accepted by German communication rules.
(male 28)

I think my German colleague is not good at English. I told him that I have a problem with my job. He did
not help me. Somebody told me to ask him directly to help me to solve the problem. But I think he does
not understand my question or he is simply impolite.
(male 48)

Concept of time and time management

Due to the research work of Hall (1959, 1976) we know that cultures may have a very different attitude
to time and perception of it. While in some cultures everything is dominated by time, people plan their
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actions, live and act according a certain schedule, for other nations time is just a framework, it has no
dominating rule and delays are natural.

We started a joint project with German, Austrian and Croatian partners 1 year ago. The lead partner was
a company from Germany but the kick off meeting was organised by us in Hungary. In advance the
German partner sent us an agenda in details (greetings – 5 minutes, two breaks – 2x10 minutes,
presentations – 15 minutes, question time 20 minutes, etc.). First we thought it is only a framework and
it can be modify in case of new ideas or new issues to be discussed. But I was surprised when the
German colleague told me: it is not question time now (I wanted to ask something when he was
presenting).
(male, 33)

My German colleague was on the phone and sitting when I entered his office (he wanted to speak to me.
He kept on speaking and did not told me to sit down. I was standing in front of his desk 12 minutes and
when he finished telephone conversation he told me smiling: Deadline is deadline. It was urgent to speak
… . I think a situation like this does never happen with Hungarians.
(female 30)

When I started to work at a German company based in Győr (Hungary) the first months were horrible.
Every Monday morning there is a meeting with all the colleagues from my department – for nothing. We
are told to be creative, relaxed and so on. I thought it would be a slogan. I did not understand the content
of this message. These meetings seem to be so childish.
(male 35)

Cross-cultural differences
I think that we need to be able to understand what processes come into play when people with different
cultural backgrounds interact with one another. It is obvious that intercultural interaction as an everyday
experience requires special competence to manage anxiety caused by cultural differences in
interaction with people who see the world from perspectives which may be different or even in conflict
with one’s own personal values and beliefs.

I like my job very much. I work for a firm which produces robots. I have been working with engineers from
Germany for 9 month (they are not the only “foreigners” at our company). Some time ago two test robots
clashed and the Germans started to discuss, tried to find out why the robots had clashed, etc. I saw that
it was not a big problem, it can be solved in a short time – I could have done alone without any
discussions and problem analyses. It is useless to speak a lot about a technical problem if you solve it
on your own without any delays (I thought).
(male 39)

I did not understand when my German colleagues wanted to speak about work during lunch breaks.
(male 26)

I like working on my own. I do not want anybody to work with. I think I am responsible for my tasks and
that is all. Why does my boss (who is German) say that teams are presumed to make better decisions
than individuals.
(male 43)
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It is so embarrassing that one of my German colleagues communicates in a very formal way in the office
and when we go out to have beer he seems to be my best friend. It is strange beause I do not know how
to behave with him.
(male 36)

This story happened some years ago. I am an engineer and at that time I worked for a family-run
enterprise (the family in part was from Austria in part from Germany). The family was not satisfied with
our efficiency and decided to send “experts” to Hungary. One of them was Herr Bock, i.e Mr Bock who
was an “oberschlosser”, i.e. a locksmith who was shouting all the day, he did not do anything else and
of course we were offended: it is impossible in Hungary that an undergraduate says what to do.
(male 52)

I think that I am an open-minded and tolerant person with a high level of empathy, I studied intercultural
communication at the university and I know what happens when people from different cultures come
together to share ideas, feelings, and information. Thus, after graduating I started to work at a German
company in Hungary. My superior was a German man so I could see that stereotypes for Germans’ are
true. My boss was the master of planning. “Careful planning” was his favourite expression. When he
was not able to explain something he said “it is a rule or there are some regulations”, he was not flexible
(for example for the deadlines), he was not at all spontaneous or creative in attitudes and values (and
he did not let us to be spontaneous or creative either). Thus, after a year I left that German company.
(male 26)

German does not like surprises. I always thought and learned that sudden changes in business are
welcome, they can improve not only the income but the reputation of a company. My German
colleagues do not agree with me, in addition they do not appreciate humour in a business context. I think
they are not right. Humour is important in life.
(female 38)

I know that punctuality is important for German people, I accept that it is a necessity at work as well.
One day I was late (15 minutes) because I had to take my daughter to the doctor and my boss was angry
and he did not accept the reason. He kept on telling me to change my behaviour if not … .
(female 33)

My German colleague is unfriendly. We have been working together for 3 years and he has never asked
me how I am, why I sad or excited, how I spend the weekend, etc. It has never happen if two Hungarian
work together for such a long time.
(male 37)

Conclusion
Culturally specific behaviour can be explained on the basis of cultural standards. This can aid in
understanding what would otherwise be irritating, unusual and strange events. This knowledge is
therefore an important basis for constructive cooperation between members of different cultures.

The results of this investigation show that the work communities should be helped to deal with
increasing cultural diversity. In theory everybody knows that there are “new” challenges caused by the
globalisation but in practice every enterprise has to review its management practices to handle
culturally different people in a right way.
 Assignment - 2 14

The purpose of this investigation is, from one hand, to examine if cultural differences influence
cooperation between group members in multicultural groups, from the other hand to analyse different
behaviour, norms and values in external business cooperation. The findings show that even though
misunderstanding is prevalent and inevitable in our daily life, it has been especially emphasized in
intercultural situations. Conflicts and challenging interactions may occur in the name-calling, in the use
of offensive language, in shouting and/or isolating. The best advice is to make an effort to sensitively
resolve differences and taking account of cultural considerations.

Analysis of the Cross-Cultural Communication Issue in the above case study

The provided case studies highlight cross-cultural communication challenges faced by individuals
working with or for German colleagues. These challenges occur within the context of Hungarian and
German interactions.

German Communication Style - Directness and Assertiveness: The German communication style
is known for being direct and assertive. This is reflected in the behaviour of the German boss who does
not let the Hungarian employee enter a room first and does not engage in formal politeness like opening
doors. This directness is perceived as impoliteness by the Hungarian employees.

Individualism - Germany has a cultural value that places importance on individualism. In this context,
the German boss's behaviour may be seen as a reflection of individualism, where self-reliance and
personal space are valued.

Hungarian Communication Style - Indirectness and Politeness: Hungarian culture, like many
Central European cultures, values indirect communication and politeness. The perception of Germans
being impolite may be due to a misalignment of communication styles.

Collectivism - Hungary exhibits collectivist traits, where maintaining harmony and showing respect
are crucial. The actions of the German boss, such as not allowing the Hungarian employee to enter a
room first, may be perceived as a breach of this harmony.

Strategies that could have helped in this case scenario.

The communication strategy developed for the United States, Japan, and Brazil can be adapted to
resolve the Hungarian-German cross-cultural communication problems -

Maintain etiquette (Cross-Cultural Training) - Hungarian and German employees should

receive cultural sensitivity training. This training would help them understand each other's
communication styles and cultural values. The training should emphasize that differences in behaviour
do not necessarily indicate disrespect.

Regular Feedback- Establish regular team meetings where Hungarian and German employees can
openly discuss their concerns and perspectives. This would provide a platform for the German boss to
explain his actions and for Hungarian employees to express their discomfort.
 Assignment - 2 15

Practical Recommendations for Improving

Cross-Cultural Communication and Collaboration.

Embrace Agility (Joubert, 2019)

Cultural Adaptability Training - Implement training programs that focus on cultural adaptability for
all team members. This training should encourage individuals to challenge unconscious biases and be
open to new perspectives.
Flexibility in Processes - Encourage flexibility in work processes, emphasizing that there is no one-
size-fits-all approach. Team members should be open to trying different ways of doing things, especially
when working with colleagues from diverse cultural backgrounds.
Continuous Improvement Culture - Foster a culture of continuous improvement within the
organization. Encourage teams to be receptive to change and open to trying different methods of
collaboration, emphasizing that this can lead to personal and organizational growth.

Be Open-Minded (Joubert, 2019)

Open-Mindedness Training - Develop training sessions that promote open-mindedness and an
appreciation for different viewpoints. Team members should be encouraged to explore alternative ideas
and avoid thinking that there is only one right way to do things.
Information-Based Discussions - When dealing with closed-minded individuals, approach
discussions with well-researched, data-driven information to support alternative ideas. This can help
build trust and challenge preconceived notions.
Foster a Culture of Listening - Create a culture where active listening is valued. Encourage team
members to actively listen to one another, ask questions, and seek to understand different
perspectives.

Facilitate Meaningful Conversation (Joubert, 2019)

Cross-Departmental Networking - Encourage team members to reach out and connect with
colleagues from other departments who may have different perspectives. This can foster conversations
and improve understanding.
Open Feedback Channels - Establish open feedback channels where team members can freely share
comments and feedback. Make it clear that all voices are valued, and that feedback can lead to positive
change.
Curiosity and Openness - Promote a culture of curiosity and openness within the organization.
Encourage team members to be curious, ask questions, and be open to different viewpoints.

Become Aware (Joubert, 2019)

Cultural Self-Awareness - Encourage individual team members to be culturally self-aware. They
should recognize their own implicit biases and actively work to empathize with colleagues from different
cultural backgrounds.
Internal Communication Audit - Conduct an audit of internal communications, assessing whether
the company's mission and values are inclusive and considerate of diverse cultures. Use the findings to
improve the organization's communication strategy.
Inclusive Mission and Values - Ensure that the organization's mission and values are inclusive and
reflect the diversity within the team. This can help create a more culturally aware and harmonious
workplace.
 Assignment - 2 16

Conflict Resolution
Structured Conflict Resolution Process - Develop a structured process for addressing conflicts.
Emphasize the importance of addressing issues promptly, privately, and respectfully. Encourage team
members to voice their concerns and seek resolutions collaboratively.

Mediation - When conflicts arise due to cultural misunderstandings, involve a trained mediator or
cultural liaison who can help both parties find common ground and reach a mutually acceptable
resolution.

Decision-Making Processes
Consensus-Building - Recognize that the Japanese culture values consensus and cooperation. When
making significant decisions, particularly those that involve Japanese team members, make an effort to
seek consensus and involve all relevant parties in the decision-making process.

Balancing Individualism and Collectivism - Find a balance between individualism and

collectivism in decision-making processes. Allow for individual contributions and ideas but also
emphasize the importance of group cohesion and cooperation.

Leadership
Cultural Sensitivity Training - Implement cultural sensitivity training for all team members, including
leaders. This training should be tailored to address the specific cultural dynamics present within the
team, such as the differences between American, Japanese, and Brazilian cultures.

REFLECTIVE ANALYSIS
As a South Indian, my cultural biases and communication tendencies may have an impact on my
interactions with team members from the United States, Japan, Brazil and many more cultures. For
example, when working with Americans, who often prioritize direct and assertive communication, South
Indians should adapt to this style and seek clarity when needed to bridge any communication gaps.

When collaborating with Japanese team members, who value silence and use indirect communication,
I must develop cultural sensitivity. Using open-ended questions and showing patience will be essential
to foster better understanding and collaboration. In the case of Brazilian colleagues, known for their
expressive and emotive communication, I can embrace open dialogue and emotional expressions and
appreciate the nuances of their communication style, such as their use of diminutive language. These
steps can help me bridge communication gaps and build effective relationships with team members
from diverse cultural backgrounds, even when my own communication tendencies differ.
 Assignment - 2 17

References
Mendis, D (2023, August 11) American Culture.
https://shorelight.com/student-stories/culture-of-usa/

Scroope, C (2021) Japanese Culture.

https://culturalatlas.sbs.com.au/japanese-culture/japanese-culture-communication

Scroope, C (2018) Brazilian Culture.

https://culturalatlas.sbs.com.au/brazilian-culture/brazilian-culture-communication

cHRysos (2021) Top Ten Tips for... Effective Cross-Cultural Communication.

https://www.chrysos.org.uk/blog/top-ten-tips-for-effective-cross-cultural-communi

Ablonczy-Mihályka, L (2015). Cross-cultural communication breakdowns: case studies from

the field of intercultural management.
https://www.researchgate.net/publication/305605431_Cross-
cultural_communication_breakdowns_case_studies_from_the_field_of_intercultural_manag
ement

Joubert, S (2019, November 12) Top Ten Tips for... Effective Cross-Cultural Communication.
https://graduate.northeastern.edu/resources/cross-cultural-communication/