Unit 5: Synthetic Cultures Section A

1. Unit 5: Synthetic CulturesSection A INTERCULTURAL BUSINESS COMMUNICATION INSTRUCTOR: HSIN-HSIN CINDY LEE, PHD

2. Contents • Part I Introduction to Culture and Synthetic Cultures • Part II Dimensions of Synthetic Cultures • Part III Exercise • Checkpoint & References

3. Introduction to ‘Culture’ & Synthetic Cultures PART I

4. Basic Concepts of ‘Culture’ • Culture distinguishes one group of people from another. • There are an infinite number of ways to form a culture. • No culture is objectively better or worse, superior or inferior, to another. • Cultures are adaptations of a people to the conditions of life. • When these conditions change, cultures are put under pressure.

5. Culture and Society • A culture can never be all things to all people. • A culture can change, grow or die.    • If we compare a large number of cultures around the world, we will find that although each is different, they all meet the same five basic problems of social life. • Each culture has developed its own answers to each problem. • Those answers indicate values, behaviours, beliefs, conventions, etc. of the people in that culture.

6. Five Basic Problems of Society

7. Understanding Synthetic Cultures • The model of synthetic cultures represents important cultural dimensions. • They help people understand any new culture unfamiliar to them. • They help people understand culture more systematically. • Nevertheless, it is important to know that cultures are seldom identical. • There are always exceptions!

8. Dimensions of Synthetic Cultures PART II

9. Dimension I: Identity

10. Identity Identity represents the relationship between the individual and the group. It can be seen as a spectrum ranging from individual identity or Individualism to group identity, or Collectivism.

11. Traits of Collectivist Culture • "We" not "me" orientation. • Each person is encouraged to conform to society, to do what is best for the group and to not openly express opinions or beliefs that go against it. • Group, family or rights for the common good are seen as more important than the rights of individuals. • Rules promote stability, order and obedience. • Fitting in or conforming to group or society is required. • Distinctions made between in-group and out-group. • Working with others and cooperating is the norm. • Everyone often relies on others for support.

12. Doing Business in Collectivist Culture • Relationships and connections are important. • Trust and long-term cooperation is very possible. • Saving ‘face’ for others, especially to seniors, is important. • Using direct approach or confronting business partners directly is unwelcome. • People tend to see their company as part of their ‘individual’ identity. That is, if one’s company is insulted, she feels herself was insulted, too. • People can deal with complex relationships or multiple tasks at the same time.

13. Examples of Collectivist Culture • Argentina • Brazil • Mexico • Egypt • Greece • India • Japan • Taiwan • Korea • China • Vietnam

14. Traits of Individualist Culture • "I" identity. • Promotes individual goals, initiative and achievement. • Each person is encouraged to stand out, be unique and express themselves. • Individual rights seen as most important. • Rules attempt to ensure independence, choices and freedom of speech. • Less distinction between in-group and out-group. • Relying or being dependent on others is seen as shameful. • People are encouraged to do things on their own, to rely on themselves.

15. Doing Business in Individualist Culture • Relationships or connections are not essential to success. • Cooperation depends on terms and conditions. • Prefer clear and direct delivery of messages. People do not hesitate to speak for themselves. • People care about their personal performances. • Everyone’s job responsibilities tend to be clearly stated • Prefer to deal with one single task after another.

16. Examples of Individualist Culture • England • France • Ireland • Italy • United States • Canada • Australia • New Zealand

17. Dimension II: Hierarchy

18. Hierarchy • Hierarchy indicates the degree of inequality between the people that is assumed to be a natural state of affairs. • This attribute has been called Power Distance. • The degree of power distance in different countries varies from small to large. • The measurement is always relative; we compare one country with other countries. • It also differs within a country. The power distance may become smaller as one climbs the social ladder.

19. Large VS Small Power Distance Large Power Distance Small Power Distance • In a society of large power distance, nobody thinks that people are all equal or should have the same rights. • E.g. Parents are not children, leaders are not followers, and kings are not citizens • In a society of small power distance, people tend to believe that they all have equal opportunities, status and rights. • People see each another as peers rather than superiors-subordinates.

20. Traits Large Power Distance Culture Small Power Distance Culture • Inequalities are expected and accepted in the society as well as in a company • Centralization is common • The ideal boss is decisive • Privileges for managers in a company are expected • People want to minimize inequality • Decentralization is common • Subordinates expect to be consulted • The ideal boss is a democrat • People disapprove of status

21. Examples Large Power Distance Italy Germany France Netherlands United States Denmark Finland Sweden Small Power Distance

22. Dimension III: Gender(To Be Continued)

23. Checkpoint • Do you know the basic concepts and definition of ‘culture’? • What are the five basic problems of society? • Do you know the meaning of ‘Identity’ and ‘hierarchy’? • What are the two extremes of Identity? What do they suggest? • What are the two extremes of Hierarchy? What do they suggest? • Can you demonstrate the meaning of Identity and Hierarchy with examples?

24. The End SECTION B OF SYNTHETIC CULTURES SHALL BE FOLLOWED.