Communication, Culture, and Work

Communication, Culture, and Work

The Nature of Culture

• Greater workplace diversity exists due to differences in race, ethnicity, social class, generation, nationality, and physical ability.
• Technology, increased migration, and trade heighten the likelihood of working with diverse individuals, boosting the importance of intercultural competence.
• DuPont promotes diversity in age and culture to gain a competitive edge through varied perspectives.
• Stona Fitch from Proctor & Gamble highlights that diversity enriches the work environment, boosts productivity, and enhances enjoyment.
• Understanding cultural differences is crucial for effective communication with both foreign nationals and diverse countrymen.
• Culture is a learned set of shared interpretations about beliefs, values, and norms that affect the behavior of a group:
  • Culture includes values, beliefs, norms, customs, rules, and codes that give people a sense of commonality.
  • It is the stereotyped patterns of learning behavior passed down through language and imitation.
• Edward Hall emphasizes that "Culture is communication and communication is culture".
• Values are individual beliefs that guide attitudes and actions; ethics are consistent moral principles.
• National cultures significantly shape communication styles, with regional differences also exerting influence.
• Cultures are often invisible to their inhabitants, while the power of dominant norms is obvious to outsiders.
• Society comprises co-cultures, groups with a distinct identity within the majority culture defined by race, ethnicity, social class, generation, regional affiliation, disability, and gender.
• Cultural understanding enhances communication in diverse workplaces.
• Communication is impacted by race and ethnicity, including differences in the amount of talk and silence, attitudes toward conflict, and variation in non-verbal standards like eye contact.
• Social class impacts communication, where working-class families raise children to be obedient and middle- and upper-class families teach critical thinking and creative problem-solving
• Generational differences also affect values and communication. Today's workforce includes Baby Boomers, Generation Xers, Millennials, and Generation Zers, each with certain characteristics:
  • Baby Boomers (born 1946-1964) are typically senior, value achievement, and enjoy challenges.
  • Generation Xers (born 1965-1980) are tech-competent, independent, and desire work-life balance.
  • Millennials (born 1980-2000) are tech-savvy, ambitious, confident, and have an international worldview.
  • Generation Zers (born 1997-present) are comfortable with technology and social media and demonstrate independence and an entrepreneurial desire.
• Differences in accents can reflect different identities, impacting perceptions of competence and credibility.
• Speakers with non-native accents may face bias and stigmatization leading to communication problems.
• Disability is diverse and nondiscriminatory, and it's essential to emphasize the person first rather than the disability, using respectful language.
• Effective interactions with persons with disabilities involve:
  • Looking and speaking directly to the person.
  • Avoiding petting or playing with service animals.
  • Asking before offering assistance.
  • Communicating clearly and comprehensibly.
  • Not asking about the disability unless necessary.
  • Relaxing and relating normally.
  • Avoiding mockery or staring.
• Male and female communication styles differ, sometimes leading to sex and gender discrimination in the workplace.
• Co-cultural differences can result in misunderstandings when behaviors are interpreted differently by various groups

Cultural Differences in International Business

• Working with people from different backgrounds in international business poses challenges due to cultural differences in customs and behaviors.
• Formality:
  • Addressing individuals appropriately varies across cultures.
  • The United States is quicker to use first names, while other countries emphasize the importance of formal titles.
• Order of Names:
  • Name order differs (surname last in the West, surname first in China and Korea).
  • Use of titles is essential unless otherwise invited.
• Social customs range from bowing in Japan to handshakes in Europe and South America.
• It is considered inappropriate to take a card, not look at it, and stuff it in a pocket
• Entertainment and socializing are central to building working relationships in almost all cultures.
• Time:
  • Monochronic cultures view time as tangible; American speech reflects this with phrases like "saving time" and "wasting time"; and time is carefully rationed.
  • Polychronic cultures prioritize personal relationships over strict schedules, viewing time as secondary.
• Tolerance varies, with some business cultures valuing harmony and avoiding confrontation, while others are aggressive.
• Gender roles:
  • Gender can affect negotiations in some regions and in Asian and Islamic countries, where there may be a preference to deal with a male

Cultural Traits Influencing Communication on the Job

• Cultural traits differ across countries and influence communication in the workplace:
  • Social unit (individual vs. group/family).
  • Authority structure (egalitarian vs. hierarchical).
  • Basis for authority (competence vs. seniority/trust).
  • Style of negotiation (direct vs. indirect).
  • Decision making (individualistic vs. consensus/authoritarian).
  • View of conflict (seeking vs. avoiding).
  • Importance of personal relationships (beneficial vs. essential).
  • Basis for status (money vs. title).
  • Role of formality (medium/low vs. high).
  • Sense of history (low vs. high).
  • Importance of time (high vs. low).

Fundamental Causes of Cultural Diversity

• Underlying cultural practices are subtle values that affect how members think, feel, and act.
• These values include differing levels of context, individualism, power distance, uncertainty avoidance, and outlook on the future:
• Low context cultures primarily use language logically and clearly to express thoughts, feelings, and ideas
• High context cultures rely on nonverbal cues and context to give a statement meaning, save face, and maintain social harmony
• Individualistic cultures prioritize individual and immediate family interests.
• Collectivistic cultures stress loyalty to the group, with members caring for one another.
• High power distance cultures accept unequal power distribution, with great respect for those in high positions.
• Low power distance cultures downplay power differences, encouraging employees to approach superiors.
• Some cultures are comfortable with uncertainty, accepting risk and behavior that differ from the norm
• Other cultures are uncomfortable with uncertainty, and value tradition
• Cultures with a short-term orientation focus on immediate results.
• Cultures with a long-term orientation are willing to defer gratification for long-range goals.
• Some business cultures have task oriented work relationships, meaning they're focused on getting the job done, valuing competence and individual success
• Others practice social oriented work relationships and are more concerned about the feelings of their members and their smooth functioning as a team

Communicating Across Diversity

• Guidelines to promote productive relationships among members of different cultures:
  • Learn about different cultures to avoid unintentional harm caused by a lack of knowledge.
  • View diversity as an opportunity, recognizing the strengths that diverse backgrounds bring.
  • Avoid condescension, ensuring others are not insulted or underestimated.
  • Talk about differences to address misperceptions, fostering increased understanding.

Cultural Diversity and Ethical Issues

• Cultural diversity raises ethical issues because acceptable practices vary across cultures.
• Ethical issues may arise regarding gender equality, bribes, favoritism, or environmental treatment and one may need to decline certain actions because of their moral code.
• The Caux Round Table Principles for Business address treating employees fairly, avoiding discrimination, and refraining from industrial espionage.
• Ways to respond to ethical challenges:
  • Avoiding: Refuse to do business.
  • Accommodating: Accept the practices.
  • Forcing: Insist on your principles.
  • Educating: Persuade the other party.
  • Negotiating: Compromise.
  • Collaborating: Problem solve.
• When facing ethical dilemmas, assess the moral significance and consider your organization's approach and the potential latitude to act.

Organizational Culture

• Every organization has a unique organizational culture or "personality".
• Organizational culture affects how business is conducted, people work together, and influences member satisfaction.
• Cultures may appeal to people in different ways; organizational cultures can either be satisfying or unsatisfying.
• Employees are most satisfied when their values align with those of their supervisors and the organization.
• Those who conform to an organization's culture are rewarded, while those who do not are penalized.
• Dimensions of organizational culture:
  • Sociability: The degree to which employees engage with one another personally is important for job satisfaction.
  • Power distribution and job autonomy: The degree of power distance and freedom granted to employees.
  • Degree of structure: Well defined structures help prevent any confusion.
  • Achievement rewards: Reinforcements commonplace.
  • Opportunities for growth: The encouragement of workers to grow.
  • Conflict tolerance: Does harmony trump conflict? Can harmonious resolution be found?
  • Emotional Support: Genuine support from management is an important factor.

Organizational Culture and Career Planning

• When selecting a company, consider its culture.
• Ways to assess a company's culture:
• Study the physical setting to gauge the atmosphere and personality using the physical conditions as clues
• Read what the company says about itself to see clues that allude to the culture
• Test how the company greets strangers by seeing reactions
• Interview company people to get valuable insight of the culture
• Learn how people spend their time to see its relation to business