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1、. English cultural exchange is an important factor in the collective thinking毕业生姓名：所属院系： 牡丹江师范学院外语系所属专业： 英语专业所属年级： 2004级导师评语：成 绩：指导教师：职 称：职 务：Abstract Then there is also a large discrepancy on the uncertainty avoidance. Defined 'Uncertainty avoidance is the lack of tolerance for ambiguity and th
2、e need for formal rules.' That means people trying to setup rules to face to the uncertainty. There is high uncertainty avoidance in most oriental countries such as Japan, China. In these countries, people prefer a stable job. They feel safe and prideful when they keep working hard at the one pl
3、ace. Keyword : Uncertainty Discrepancy Most orientalContentsIntroduction1.In the oriental 11.1That is the corporate culture in orient3 1.2 I think because of the different3 .The third dimension Hofstede indicated is the individualism.42.1 Finally Hofsted pointed out the masculinity5 2.2 The last but
4、 not the least7References9English cultural exchange is an important factor in the collective thinking IntroductionAs we all know, different countries have different cultures. 'Culture is the collective programming of the mind which distinguishes the members of one category of people from another
5、.' (Hofstede, 1991)It is inevitable that the cultural difference has impact on business. For example, when a company having meeting, the word "table" in American English that means to put something on the agenda. But in British English it means to put something off the agenda. This exa
6、mple indicated how the culture affects the businessThere are four cultural dimensions that were defined in Hofstede's research: Power distance, Uncertainty avoidance, Individualism, Masculinity, and recently Hofstede add one more: long-term-short-term orientation.What I think the most significan
7、t influence in cultural difference is the power distance. (Hoecklin,1995:28)"It would condition the extent to which employees accept that their boss has more power than they have and the extent to which they accept that their boss's opinions and decisions are right because he or she is the
8、boss." I considered it as how much subordinates can consent or dissent with bosses or managers. It is the distance between a manager and subordinate. Among most oriental corporate cultures, there is hierarchism, greater centralization, sometimes called 'power-oriented culture', due to t
9、he historical reasons. That is a high power distance culture that mangers make the decision and superiors appeal to be entitled more privileges. Their decision always close supervision positively evaluated by subordinates. In this situation, it is not be regarded if a subordinates have a disagreemen
10、t with their managers, especially in Malaysia, Japan, China, India. .In the oriental Power distance is also associated with 'the family culture' (Trompernaars, 1993:139). In this kind of corporate culture the manager is like the "caring father" who knows better than his subordinate
11、s what should be done and what is suitable for them. The subordinates always esteem the managers. Because of the managers age and experience. That is usually how employees get their promotion. There are both positive and negative parts in the family cultures. I feel it is an easy managing system. Bu
12、t sometime it is hard to get young creative employees work well cause of the hierarchy. As Tropmenaars (1993: 142) told us "family culture at their least effective drain the energies and loyalties of subordinates to buoy up the leader." So in family culture, the power distance can be viewe
13、d as the subordinates respect the superiors.1.1That is the corporate culture in orient. Let us take a look at the western way. It is not a whole converse phenomenon. There is 'the Eiffel Tower culture' (Trompernaars, 1997:166) in the international management. About the Eiffel tower Trompenaa
14、rs (1993: 148) told us " Its hierarchy is very different from that of the family. Each higher level has a clear and demonstrable function of holding together the level beneath it." German, Austrian have the characteristic of the Eiffel Tower Culture, which is a low power distance. In the l
15、ower power dis tance, (Hoecklin, 1995:31) 'higher-educated employees hold much less authoritarian values than lower-educated ones.' The obedience showed from the subordinates to the superiors is not as much as the oriental way. The leadership can be called as hierarchy and consensus. Employe
16、e can have different opinion with his/her boss. And when he/she got different ideas, he/she can go all the way up to the boss and discuss the problem. This is a good thing usually company may explore all the potentials of its employees, because sometime the subordinates may have the better&nb sp
17、;idea of the business.1.2 I think because of the different realization of power distancePeople behave completely different in business. So conflict and misunderstanding must be emerged when two or more intercultures meet up. Under this situation, the international managers must pay attention to the
18、clashes and be aware of. How to work the subordinates together efficiently and more cooperatively is important too. And then there is also a large discrepancy on the uncertainty avoidance. (Hoecklin, 1995:31) defined 'Uncertainty avoidance is the lack of tolerance for ambiguity and the need for
19、formal rules.' That means people trying to setup rules to face to the uncertainty. There is high uncertainty avoidance in most oriental countries such as Japan, China. In these countries, people prefer a stable job. They feel safe and prideful when they keep working hard at the one place. Under
20、this circumstance, an excellent manager should keep his employee away from unpredictable ;risk. And the employee would like to be worked within groups rather than independently cause of the less risk-taking. But in most western countries, there is low uncertainty avoidance showed, whereas high job m
21、obility occurs in those countries such as USA, Denmark, Singapore. The western people think that when they change their jobs, they can get more experience cause they like challenge. I believe that the divergence of the uncertainty avoidance is from different basic social ideology. A competent manage
22、r should pay attention on the rules setting between different uncer tainty avoidance. The misreading of that may affect the initiative and the aspiration of the subordinates.The third dimension Hofstede indicated is the individualism. It is a concern for yourself as an individual as opposed to conce
23、rn for the group. The priority of self-concern or group-concern varies from different cultures. For example, most western employees like to work with their own plan for defending their interest. That is a high individualism. Because of the different attitude to work, 'the incubator culture'
24、(Trompernaars, 1997:175) arises when cross-cultural individuals work together as a group. Trompenaars (1993: 158) told us "the incubator is both personal and&nbs p;egalitarian." People do not cooperate at all. They just simply work in their own ways, follow their own rules, and achieve
25、 their own objective. They do not like to be interfered by others. It is good for a company to gather as much ideas as they can when starting a new program. But how to manage these individuals to reach the group goal should be the awareness for managers. I think who is good at this should be good at
26、 grouping, troubleshooting, and coordinating skills.2.1 Finally Hofsted pointed out the masculinity. That is about the sexual inequality. According to Hofstede's definitions, masculine societies define gender roles more rigidly than feminine societies. In business, managers should take a big con
27、cern of the treatment to different sex under different cultural influence. In today's world, because of the masculine value and point of view, males take most senior managing positions. But a experienced manager suppose knew that it is harmonious that men work with women since women sometimes ar
28、e more sensitive. Therefore, how to balance ;the masculinity/femininity from different culture and background in order to maximize the team power is worth considering by managers. The above four dimensions illuminated the most important cultural differences that affect on business. International man
29、agers should be able to aware not only the cultural difference but also the intercultural communication. Gudykunst and Kim (1992:13-14) classify intercultural communication as 'a transactional, symbolic process involving the attribution of meaning between people from different cultures'. Dif
30、ferent nations use different languages, so there will be loss or misunderstanding during interpreting. And in some culture, people use implicit words more than others, like China. Thus, the non-verbal communication is important, especially the scenic communication. It includes gestures, body languag
31、e, eye contacting. The more scenic part in communication, the harder for people to transmit and receive information. Anoth er part is the concept of time. From that, punctuality is the same but reflects different reality. We all know time is money. But when there is a conference, the German usually
32、presents 5 minutes before the start. Spanish will be late for 15 minutes. But in their mind they are both on time. That is something that managers should understand. In my mind, there is another aspect of time, called 'the use of time'. The American and Northern European have a linear time c
33、oncept. These societies are referred to as Time-Bound societies. Southern Eu ropeans and Arabs regard time in a linear way but more things they can do or handle at the same time. That can be called 'multi-active time'. And then there is the Asian view of time, cyclical time. Asian thinks tim
34、e will come around again when it pass away, also the opportunities and risks. Besides the above three aspects of communications, there left the space. It is a big concern of in intercultural communications. When you have a conversation with a foreign business partner, the space between you and him a
35、re referred to the personal&nb sp;boundary of every culture. Ignorance of space can be lead to real bad impression from other side.2.2 The last but not the leastI would like to talk something about the cross-culture negotiation I researched. Negotiation is a course that at least two groups of pe
36、ople trying to reach an agreement with the others for their own benefit. There are two things in negotiation: the topic and the course. During cross-culture negotiation, the course is the crucial obstruction. Different negotiation ways are produced by different cultures. Under this circumstance, the
37、re is a classic standpoint of procedures: exploring with no objective, task oriented, persuading period, and sign contract. International managers should be aware of every procedure. And during each procedure, the strategy, techniue, substance, time, sequence and the focal point are different.In thi
38、s essay, I wrote about the cultural differences. There are four dimensions: power distance, uncertainty avoidance, individualism and masculinity. After that, I talked about the intercultural communication, which contains language, non-verbal communication, time and space concept. The conclusion is d
39、ifferent cultures do cause problems in business. We cannot change or solve the cultural difference. To avoid misunderstanding, clashes, and bias, the international managers should realize and understand the different cultures, adapt themselves to fit into the business environment in order to get the
40、& nbsp;best achievement in business. References1.Gudykunst, W. B. & Kim Y. Y. (1992). Communicating with strangers: An approach to intercultural communication. New York: McGraw Hill, Inc.2.Hoecklin L. (1995). Managing Cultural Differences: Strategies for Competitive Advantage. Essex: Addison
41、-Wesley3.Hofstede G. (2001). Culture's Consequence. London: Sage Publications.4.Trompenaars F. (1993). Riding the Waves of Culture: Understanding Cultural Diversity in Business. London: The Economist Books. 5.Trompenaars F. and Hampden-Turner C. (1997). Riding the Waves of Culture: Understanding Cultural Diversity in Business. London: Nicholas Brealeyq*;牡丹江师范学院外语系2006届英语专业函授本科学士学位毕业论文