International (Interpersonal)

Communications and the Global Etiquette

IBC6
08/11/2021
Start 13:00
What does it mean to
communicate?
Key elements of successful Communication

• Engagement – what are the audiences’ communications

needs and is it possible to engage with them on their terms
using one-way, two-way or dialogic communications?
 

• Audiences – which specific audience(s) do we need to

communicate with and what are their various behaviour and
information processing needs?  

• Responses – what are the desired outcomes of the

communication process? Are they based on changes in
perception, values, and beliefs or are changes in behaviour
required?
Three Main Models of Communication

Two-step model
Linear model of
of
communication
communication

Interaction
model of
communication
The Linear Model of Communication
The Two-Step Model of Communication
The Interaction Model of Communication
 Barriers to effective communication

FILTERING EMOTIONS LANGUAGE SCOPE CULTURE

DRIP – The Tasks of Marketing Communications

Differentiate — to position a brand so that it is perceived

to be different to its competitors

Reinforce — to remind or reassure customers about a

brand

Inform — to make customers aware of a brand’s

existence or attributes

Persuade — to encourage customers to behave in

particular ways
Global Teams and
organisational
communication

Formal vs Informal
 Multicultural teams can perform
significantly better or worse than mono-
cultural teams.
• Cultural noise

Performance a function of
Cross-Cultural
Teams • Richness of information
• Multiplicity of perspectives and experiences
• Possible loss of cohesion
• Miscommunication, misunderstanding
• stereotyping
• Ability of team leader to achieve and maintain synergy
• Combining the variety of perspectives
What are the characteristics of
a successful communication in
an international workplace?
Communicating Organisational Purposes across the international
team

Values Mission Objectives Vision

Examples of corporate vision – Mc Donalds
Cross-cultural Communication
Due to differences in: Sources of miscommunication
• Style of working • Assumptions
• Etiquette • Language
• Age • Non-verbal
• Ethnicity
• Nationality
• Gender, etc.
Non verbal – meaning?
Language
• Mirror of culture
• Multidimensional

• Linguistic diversity
• Indicator of other types of
diversity

• Language capability
Oral
Communication:
Language

World population:
7.8 bln (Nov, 2021)

Number of living and

spoken languages: over 7100
 Top 10 languages with at least 50 million first-
language speakers

1. Chinese 1,302 mln

2. Spanish 427
3. English 339
4. Arabic 267
5. Hindi 260
6. Portuguese 202
7. Bengali 189
8. Russian 171
9. Japanese 128
10. Lahnda 117
Language as
a barrier
Example: Sapir-Whorf Hypothesis (Jandt,
2021)

Development of Grammar and

Vocabulary
the Hypothesis Syntax

Case Study: Arabic

Linguistic and the Arab
Criticism
Relativism Culture – FOR
TOMORROW!!
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 Vocabulary Equivalence
Idiomatic Equivalence
Grammatical-Syntactical Equivalence
Translation Experiential Equivalence
Problems
Conceptual Equivalence
(Jandt, 2021)
FOR TOMORROW FIND EXAMPLES OF:
Pidgins AND Creoles

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English =
‘Globish’?
• The most common language
• As a second language
• For internet
• For global media

• Recognised means of communication

• Intercultural means of communicating

Language as • Language as central to national identity.

Nationalism? • Cultural invasion: penetration of culture.

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Part 2 – next
week
 Business development

Regional headquarters
Types of
Multicultural Corporate headquarters
Teams
Joint ventures and alliances

Task forces
 Negotiation
The Negotiating Framework
Opening offer
Seller
seller’s Uncertainty
range
reservation
Bargaining
price
range
Uncertainty
Buyer’s reservation
range price

Buyer
opening offer
 The Negotiation ‘ritual’

Pre- Climate Presenting Mid-point Closure Post-

negotiation setting bargaining negotiation
The Cultural Aspect of Negotiating
• Goal
• Attitude
• Style
• Communication
• Time
• Emotions
• Form of agreement
• Flow process
• Team organisation
• Risk taking
 Describe Chinese Business Negotiating Styles?

• Go to menti.com
• Enter code: 4045 8682
• Or scan the QR code
Chinese Business Negotiating Styles
• Large team, vague authority,
presence of technical people,
often with incompetent
interpreter
• Buy the best but show no
appreciation for monetary
value
• Hiding interest
• Stalling, delay, indecision
• Hierarchical
• Non-legalistic approach (rely
on relationships)
• Shaming technique (pointing out
mistakes of other party)
• Exploiting vulnerabilities
• Taking surprise actions
• Show of anger
• Friendship means obligation
• Double standards
• Mixed feelings towards
foreigners
• Re-negotiate issues thought
concluded
 Impact of Culture on Negotiating Behaviour (1)
Negotiation Typical American Typical Japanese parameters
response response
Basic approach Transactional, profit-oriented, Structured, strategic,
detail-conscious, legalistic.starting from trust.

Purpose Reaching agreement Long-term relationship

Number of negotiators Few Many

Roles of lawyers Key participants None

Decision-making process Top-down, high degree of Consensual, middle-up

delegation of authority decision making, little or no authority delegated to
negotiators

Tone of communication Direct, informal, egalitarian Indirect, formal, reserved, hierarchical

 Impact of Culture on Negotiating Behaviour (2)

Negotiation Typical American Typical Japanese parameters

response response
Personal feelings Little or none, rational, Personal rapport
issues matter, not personalities. essential to establish
trust.

Socialising with Inappropriate, unacceptable Appropriate, traditional

counterparts behaviour, ritualised
gift-giving

Time during negotiation Time-conscious, impatient Patient

Silence Uncomfortable with it Essential, non-verbal

communication crucial
 Impact of Culture on Negotiating Behaviour (3)
Negotiation Typical American Typical Japanese parameters
response response
Reaction to cross- Unaware, consider it Aware of indifference
cultural signals unimportant

Sharing information Open ,willing Collect it but not give it out

Attitude towards Essential for a successful Unimportant, long-term

closure negotiation, result-oriented oriented

Form of contract Long, detailed Short, general

Commitment to Totally binding Weak, relationship

contract matters
To be
continued 