Unit 10: Perception of Time Across Cultures

2. Unit 10: Perception of Time Across Cultures Intercultural Business Communication Instructor: Hsin-Hsin Cindy Lee, PhD

3. Contents • Part 1: Country profile • Part 2: Case study • Part 3: Learning points • Part 4: Checkpoint • References

4. Country Profile – Italy How much do you know about Italy? Part (1/4)

5. Hard Facts – Italy • Italian Republic • 58.9 million (UN, 2007) • Rome • 301,338 sq km • Italian • Christianity • 78 years (men), 83 years (women) (UN) • 1 euro = 100 cents • Machinery and transport equipment, chemicals, clothes, wine • US $30,010 (World Bank, 2006) • +39 • Full name • Population • Capital • Area • Major language • Major religion • Life expectancy • Monetary unit • Main exports • GNI per capita: • International dialing code

6. Overview • Take the art works of Botticelli, Leonardo da Vinci, Michelangelo, the operas of Verdi and Puccini, the cinema of Federico Fellini, add the architecture of Venice, Florence and Rome and you have just a fraction of Italy's treasures from over the centuries. • Italy was one of the six countries which signed the 1951 Paris Treaty setting Europe off on the path to integration. • Italy is the fourth largest European economy and has one of the highest per capita incomes in Europe. • The country's traditional manufacturing industries suffered a downturn during the final years of the twentieth century, but there have recently been some signs that the economy is beginning to recover from its decade-long slump. • There is concern over Italy's birth rate - the lowest in Europe - and the economic implications of an ageing population. • With the population forecast to fall by nearly a third over the next 50 years, the late Pope, John Paul II, instructed Italians to "rediscover the culture of life and love and... their mission as parents".

7. Country Profile – Swizterland How much do you know about her?

8. Switzerland - Hard Facts • Swiss Confederation • 7.4 million (UN, 2007) • Bern • Zurich • 41,284 sq km • German, French, Italian, Romansch • Christianity • 79 years (men), 84 years (women) (UN) • 1 Swiss Franc = 100 Rappen • Machinery and electronics, chemicals, precision instruments, watches • : US $54,930 (World Bank, 2006) • : +41 • Full name • Population • Capital • Largest city • Area • Major languages • Major religion • Life expectancy • Monetary unit • Main exports • GNI per capita • International dialing code

9. Overview • A landlocked, majestically-scenic country, Switzerland's long-standing neutral status has given it political stability that has helped it become one of the world's wealthiest countries where banking is a key industry. • Formally neutral since just after the Napoleonic wars of the early 19th century and informally for about 300 years before that, Switzerland joined the United Nations in September 2002 • Although it lies close to the geographical centre of Europe, and most of its trade is with its European neighbors, it is not an EU member. A referendum in 2001 went against opening talks on joining. • Membership of the European Economic Area was also rejected by referendum in 1992 and Swiss-EU relations are now based on an extensive range of bilateral agreements.

10. Job Market, Population & Democracy • They are invited to the polls several times a year to vote in national or regional referendums, and people's initiatives. • Constitutional proposals and major international treaties must be put to the vote, and parliamentary decisions can be subjected to a vote by collecting 50,000 signatures. • A European cultural and linguistic crossroads, about two-thirds of the population speak German, around one-fifth French and about 7% Italian. Rumansch, the fourth national language, is spoken by less than 1% of the population. • The people are given a direct say in their own affairs under Switzerland's system of direct democracy which has no parallel in any other country.

11. Case Study Italian – Swiss Breakdown Project Management & Deadline Part (2/4)

12. The background • A major Italian manufacturing company needed a new computerized system for its shipping and handling department. • The Italian company hired a Swiss software and engineering company to develop the computerized equipment. This equipment was going to be put in the Italian company’s warehouses. • The two companies greed on a plan with four phases and also developed a general schedule of when each phase should be completed.

13. The first three months… • In the first phase, the two companies agreed on the preliminary specifications for the new software and began to write a more detailed description of these specifications. • These meetings were friendly and effective. • The two teams used English in the meetings and had no difficulty speaking to each other. • However, within three months there was a breakdown in communication and cooperation between the two companies!

14. Complaints from the two teams… • The Italian team changed the software plans too frequently. • The Swiss team also complained that the Italians were often late and therefore the deadlines were not being met. • The Swiss team often rejected the new ideas. • The Swiss team required fixed dates for everything and only cared about keeping the schedule rather than the good ideas for developing the computer software. Complaints from the Swiss team Complaints from the Italian team

15. The End • The two teams had very unpleasant cooperation experience. • The result did not please either team.    The cross-cultural project could not be carried out successfully. Why? What happened?

16. Questions for Discussion Can you answer the following questions in terms of Italian, Swiss and Taiwanese cultures? • Is it usual to work on several phases of a project at the same time? • Is it important to measure time carefully? Why or why not? • Should a schedule be flexible? Why or why not? • Is a broken deadline a problem? Why or why not? • Can you use the model of synthetic cultures to explain the differences of those national cultures?

17. Learning Points Part (3/4)

18. Outline • Perception of Time in Italy • Perception of Time in Switzerland • Further information and examples on punctuality and daily business schedule • E.g. Italy, England, Kuwait • Italian business etiquette • Swiss business etiquette • Intercultural business communication tips for managing time: making an appointment • Company time VS personal time • Nation movies: • E.g. Late Bloomers (2008) (內衣小鋪) (Swiss film) • E.g. Casomai (愛情媽媽咪呀) Roman Holiday (羅馬假期/1953) (Italian Films)

19. Perception of Time in Italy • In poly-chronic culture, it is acceptable to do several things at the same time. • People are able to attend to multiple events simultaneously. • The approach to deadlines is flexible. • People do not have to complete one task before beginning the next. • In a poly-chronic culture, the future tends to be seen as unpredictable so that tight schedules are considered difficult and impractical. • Italian people are said to belong to a generally poly-chronic culture (although not all people are exclusively poly-chronic). • Italian people understand that delays are a part of life and are necessary for developing the best possible product or service. • They would rather spend more time perfecting a product or service than meeting a deadline. Poly-chronic Culture Italian Culture

20. Perception of Time in Swizterland • In mono-chronic cultures, one thing is done at a time • People tend to handle events sequentially. • Stress are laid on meeting deadlines and schedules. • Time is divided into segments that are measured by the clock. • Tasks are assigned to each of these segments and so are given a limited amount of time. • It is not easy for a mono-chronic person to return to a task once it has been completed. • Swiss people are said to belong to a mono-chronic culture. • In Swiss culture, future time is predictable and carefully. • If extra time is needed, this will interfere with plans for the next time segment. • Breaking schedules and deadlines affects future schedules and deadlines. • This can have negative effects on relations. Mono-chronic Culture Swiss Culture

21. Business Schedule • Most companies have daily and weekly work schedules that determine when the company is open and closed, when the employees have lunch, and when the employees can take breaks. • These schedules vary within countries, but there are general work times that may apply to many companies within one culture. • Look at the following schedules and typical workday schedules of small businesses in several cities around the world. • Identify the major differences and answer the question: • If you need to make an appointment with your business partners in that city, when would you like to meet them? Choose the time segment and try to explain your reasons.

22. Business Schedule *Work stops for prayer five times a day.

23. Doing Business in Italy-Italian Business Etiquette • To arrange a meeting write, in Italian, first. Follow this up with a phone call, fax or e-mail. The best time for meetings is between 10 – 11 a.m. and after 3 p.m. Avoid August as most businesses will run on skeleton staff due to holidays. • Italians are usually relaxed around issues relating to time. Being late with a good reason will not have any negative consequences. However, deliberate lateness is considered sloppy and taking people’s time for granted is simply rude. • Good manners and courtesy are prized qualities in Italy. However, it is important to remember that Italians rate considerateness above behavioral formulas. • When meeting and departing always shake hands. This is valid for both individuals and groups. • Italians are a tactile people. Moving away or keeping your distance may be interpreted as cold and unfriendly. • When doing business in Italy, dress to impress. What you wear speaks volumes about the kind of person you are. Making Appointments Manners

24. Doing Business in Switzerland-Swiss Business Etiquette • Meetings are always by appointment. • The Swiss are perhaps the most punctual people on earth. • You should arrive for any engagement at precisely the appointed time, not early--your counterpart may be unprepared--and certainly not late. This is especially true in the German-speaking areas. • Office-hours are generally 7:30 a.m. to 5:30 p.m. Monday to Friday with a one or two hour lunch break between noon and 2:00 p.m. • Standard attire for men includes finely tailored woolen suits, white cotton shirts and plain silk ties, with highly polished black leather shoes. • Standard attire for women includes suits or skirts of a conservative length. Trouser-suits, in classic styles, are also acceptable. You should dress well, but modestly. The Swiss dislike ostentatious displays of wealth and appreciate clothing that is simply clean, well pressed, and in perfect condition. Making Appointments Dress

25. More Tips on Intercultural Communication Skills for Managing Time • One more way to look at time is to divide it into two categories: Company time and personal time. • Every culture and individual balances these two types of time differently. In some cultures, company time is often more valued than personal time. This means that when life gets busy, personal time will be sacrificed for company needs. • In many other cultures, personal time can take priority.

26. Company Time VS Personal Time What is your point of view? • Company time is the time you spend at work or doing work-related activities, such as reviewing a report at home or going to an office cocktail party in the evening to socialize with co-workers. • It is the time given to the good of the company. • Personal time is the time you spend with family or friends. It is the time you have yourself. • Are you working now? How many hours a week do you work? • How many hours a week does a business person usually work in Taiwan? Is that just about right? Why? • How much vacation time does a business person usually get in Taiwan? Is it just about right? Why? • Would you bring work from the office? What is more important to you, company time or personal time? Why? Company Time VS Personal Time Your Opinion

27. References • Business Across Cultures. By Laura M. English and Sarah Lynn. • www.bbc.com.tw (country profile) • Italian Business Culture By Neil Payne • Doing Business in Switzerland By Paul Dray -End-

28. See you next time!