跨文化交際考試復(fù)習(xí)材料

Chapter1transactionalcultures:“Whentwobusinesspeoplefromtwodifferentculturesinteract,theybringtheirownbackgroundswiththem,buttheyalsostepoutsidetheirownculturalandbusinessenvironmentandcreateanewcontext.Thisnewcontextiscalled“transactionalculture”O(jiān)nthestage,interactantscanrespondtoculturalcuesandmodifytheirownbehavior,creatingatransactionalculturebetweenthem.Transactionalculturalbehaviormaybetransitoryandlastonlyaslongastheinteractantsareinvolvedincommunicationaltogether.cultureshock:isthesenseofdislocationandtheproblems,psychologicalandevenphysical,thatresultfromthestressoftryingtomakethehundredsofadjustmentsnecessaryforlivinginaforeignculture.StagesofCultureShockCultureshockhasmanystages.Eachstagecanbeongoingorappearonlyatcertaintimes.Thefirststageistheincubationstage.Inthisfirststage,thenewarrivalmayfeeleuphoricandbepleasedbyallofthenewthingsencountered.Thistimeiscalledthe"honeymoon"stage,aseverythingencounteredisnewandexciting.Afterwards,thesecondstagepresentsitself.Apersonmayencountersomedifficulttimesandcrisesindailylife.Forexample,communicationdifficultiesmayoccursuchasnotbeingunderstood.Inthisstage,theremaybefeelingsofdiscontent,impatience,anger,sadness,andfeelingincompetence.Thishappenswhenapersonistryingtoadapttoanewculturethatisverydifferentfromthecultureoforigin.Transitionbetweentheoldmethodsandthoseofthenewcountryisadifficultprocessandtakestimetocomplete.Duringthetransition,therecanbestrongfeelingsofdissatisfaction.Thethirdstageischaracterizedbygainingsomeunderstandingofthenewculture. Anewfeelingofpleasureandsenseofhumormaybeexperienced.Onemaystarttofeelacertainpsychologicalbalance.Thenewarrivalmaynotfeelaslostandstartstohaveafeelingofdirection.Theindividualismorefamiliarwiththeenvironmentandwantstobelong.Thisinitiatesanevaluationoftheoldwaysversusthoseofthenew.Inthefourthstage,thepersonrealizesthatthenewculturehasgoodandbadthingstooffer.Thisstagecanbeoneofdoubleintegrationortripleintegrationdependingonthenumberofculturesthatthepersonhastoprocess.Thisintegrationisaccompaniedbyamoresolidfeelingofbelonging.Thepersonstartstodefinehim/herselfandestablishgoalsforliving.Thefifthstageisthestagethatiscalledthe"re-entryshock."Thisoccurswhenareturntothecountryoforiginismade. Onemayfindthatthingsarenolongerthesame.For example,someofthenewlyHowtoFightCultureShockThemajorityofindividualsandfamiliesthatimmigratefromothercountrieshavetheabilitytopositivelyconfronttheobstaclesofanewenvironment.Somewaystocombatstressproducedbycultureshockare:1:DevelopahobbyDon'tforgetthegoodthingsyoualreadyhave!Remember,therearealwaysresourcesthatyoucanuseBepatient,theactofimmigratingisaprocessofadaptationtonewsituations. ItisgoingtotaketimeLearntobeconstructive.Ifyouencounteranunfavorableenvironment,don'tputyourselfinthatpositionagain.Beeasyonyourself.2:Don'ttrytoohardLearntoincludearegularformofphysicalactivityinyourroutine.Thiswillhelpcombatthesadnessandlonelinessinaconstructivemanner.Exercise,swim,takeanaerobicsclass,etc.RelaxationandmeditationareproventobeverypositiveforpeoplewhoarepassingthroughperiodsofstressMaintaincontactwithyourethnicgroup.ThiswillgiveyouafeelingofbelongingandyouwillreduceyourfeelingsoflonelinessandalienationMaintaincontactwiththenewculture.Learnthelanguage.Volunteerincommunityactivitiesthatallowyoutopracticethelanguagethatyouarelearning.Thiswillhelpyoufeellessstressaboutlanguageandusefulatthesametime.Allowyourselftofeelsadaboutthethingsthatyouhaveleftbehind:yourfamily,yourfriends,etc.Recognizethesorrowofleavingyouroldcountry. Acceptthenewcountry. Focusyourpowerongettingthroughthetransition.Payattentiontorelationshipswithyourfamilyandatwork.Theywillserveassupportforyouindifficulttimes.Establishsimplegoalsandevaluateyourprogress.Findwaystolivewiththethingsthatdon'tsatisfyyou100%.Maintainconfidenceinyourself.Followyourambitionsandcontinueyourplansforthefuture.Ifyoufeelstressed,lookforhelp.Thereisalwayssomeoneorsomeserviceavailabletohelpyou.YoumaywanttocheckoutChapter3①TheoriesaboutUnderstandinganUnfamiliarCultureGeertHofstedeSixDimensionsIndividualismversuscollectivismPowerdistanceUncertaintyavoidanceversusuncertaintytoleranceMasculinityversusfemininityLongtermorientationversusshorttermorientation(MichaelBondContribution)Indulgenceversusrestrain口FonsTrompenaarsSevenDimensionsUniversalismversusparticularismIndividualismversuscollectivismNeutralversusemotionalSpecificversusdiffuseAchievementversusascription(歸屬)Sequentialversussynchronic(同步)Internalversusexternalcontrol口AndreLaurentsFourparametersPerceptionsoftheorganizationaspoliticalsystemsAuthoritysystemsRoleformulationsystemsandHierarchicalrelationshipsystemsHowdopeoplereason?Patternsofreasoningalsovaryfromculturetoculture.Patternsinthemindmapapersonslifeexperience.Themapaffectshowapersonframescommunicationaboutlife.ThemosttypicalpatternofthinkingforWesternculturesinvolvescauseandeffect./Cause-and-effectthinkingislinear.ThekeyinAsianpatternsofthinkingislinkage/Linksarealwaysbeingsoughttoshowthewholenessoflife,evenwhenthatwholeembracescontrastIsDoingImportantorIsBeingImportant?Beingculturesvaluesstillness,collectednessandserenity(寧靜、鎮(zhèn)定與平和)Doingculturesviewsilenceasawaste,timewhen“nothingisdoing”Low-contextculturesgeneratedmoreconcretelyframedgoals.Negotiatorsfromhigh-contextcultureshaveexpectationsfortheoutcomesthatarelessspecificandmorerelationship-oriented.DoResultsorRelationshipsTakePriority?Individualistculturesareperformance-orientedandemphasizepersonalachievement,winningthecompetition.Collectivistculturesarerelationship-orientedandemphasizesupportivenetworksandcollaboration.HowisTimeUnderstood,Measured,andKept?Traditionalculturesthinkoftimeascyclical.Inresults-orientedculturesadherencetoschedulesismuchmoreimportant.Monochronic(onetimensional)timeislinearPolychronic(multidimensional)timeisanopenresourcethatisnottobeconstrained.Chp3Casel:intheunitedstates,observancestowardoffbadluckalsoaffectbusiness翻譯：在美國，遵守習(xí)俗雖說能趕走噩運但也會影響生意。辦公樓一般不會有第十三層，機場沒有13號通道。還有金字塔信件，如果你講信件傳遞下去沒有扔掉就會帶來好運，扔掉的人會有噩運。但是很少高管承認會配合傳遞，盡管他們的名字經(jīng)常在鏈條信件的名單里。雖然在美國或者一些說英語的歐洲國家，很少人不會在意'噩運13，，但很少人知道這是來源于基督教義里最后的晚餐，當時有13人在唱包括耶穌的叛徒，耶穌是在星期五被釘死，所以在過去的幾個世紀里的歐洲都認為星期五是尤其不幸運的。涉及的知識點：page95,isluckanessentialfactororanirrelevance第一段，最后一段。Fromtheinternet：Inthebusinessworld,ifyouhaveluckpeoplethinkyouaregood.IfIamunlucky,it'sveryhardtobesuccessfulnomatterwhatIdo.Fateandluckplayabigroleinbusiness.WorkingsmartandhardispartoftheAmericandream.Butanotherlesspublicpartofthatsamedreamistocaptureluck,cheatfateandstrikeitrichbytakingshortcutstothetop.Case2:“timeismoney"“savetime"“spendtime"“usetimewisely" 翻譯：“時間就是金錢”“節(jié)約時間”“合理利用時間“別浪費時間”這都是一些我們常用來強調(diào)時間價值的詞匯，時間的價值就像是買入和賣出的東西一樣。雇員將他們的時間賣給一個組織然后得到報酬。各種類型的律師和咨詢師都是根據(jù)時間來收費的。在早期的討論什么是私人的，什么是公眾的討論里，我們討論過在在工作時間做事和在自己個人“自由時間”做事，遠程雇員在家通過電腦在家工作通常都說“我能自由支配時間”，這指的是他們能自己制定工作日程，能在想工作的時候才工作，而不僅僅是在機構(gòu)上班的時候。還有一個反例是關(guān)于雇員時間歸公司機構(gòu)所有。Page106，howistimeunderstood,measured,andkept?Fromtheinternet:Oneoftheseculturalvariablesisaperson'sperceptionoftime.Mostpeoplehavetheirownideaofwhattimeisandgivelittlethoughttothepossibilitythattheirdefinitioncouldbedifferentfromanyoneelse's.Timealsohasahugeeffectoninterpersonalrelationswithinasociety.thinkofhowaggravatedyouremployeeswouldbeifyouregularlyheldcommitteemeetingshourslongerthanscheduled.Ourunderstandingofandattitudetowardstimeaffectsusandthosearoundus.Tofullyunderstandthefascinatingdynamicsoftheabstract,concrete,relative,anduniversalpropertiesoftimethatgovernthewaywelive,wemustfirstexaminethewaysinwhichpeoplearoundtheworldviewandusetheirtimewithintheirliveseachday.TimespentonculturalactivitiesvariesmarkedlyacrossdifferenttypesofactivityMass-mediaandfree-timeactivitiessuchaswatchingtelevisionorvideo,listeningtomusicorradioandreadingareeverydayactivitiesformostpeopleandoccupyareasonableamountoftimeintheaverageday.Televisionandvideowatchingisthemostpopularculturalactivitybyfar.Oftenthesepursuitsoccurassimultaneousactivitieswhilepeopleareengagedinothertasks.Ontheotherhand,culturalactivitiessuchasattendingorparticipatingintheperformingarts,orvisitingexhibitions,museumsandartgalleriesareformostpeoplemoreinfrequenteventswhichrequireamoredeliberatecommitmentoftime.Consequently,thetimespentontheseactivitiesisrelativelylowwhenaveragedacrossthewholepopulationoverthecourseofadayorevenayear.Thisisnotnecessarilyindicativeofthevalueplacedonsuchactivitiesbutreflectsthedifferentnatureofparticipationincomparisonwitheverydaymass-mediaactivities.Unit4簡答Isseniorityvaluedordiscounted?ThisistrueinAsia,whereoldmembersoforganizationenjoygreatfreedomandpower.Inyouth-orientedculturesbeingyoungseemtomeanhavingmorechoices,morepower,moreenergy,andmorefreedom.Theworldoldhashadconnotations:Itmeanslossofpower_physical,mental,political,andsexualandwithitlossofrespect,lossofcapability,lossofstatus,andlossofposition.ArewomenequalsorSubordinates?第二段IntheUnitedstates到j(luò)obswelldone第三段Theyaresaidtohavemoreinterestinthe至0calledmasculineCommunicatingtonurtureGroupRelationships第一段Thepermanentnature第二段Westernersmayseektoexpressa...到最后ShameorGuilt第二段第一句話Guiltismisconduct.最后一句Inindividualisticcultures rulesofbehavior.第三段第一句話Incollectivistofconduct.PersonalMatters:PrivateorPublic?ApersonsworklifeiskeptfairlyseparatefromprivatelifeCulturetheemphasizerelationships,viewgroupmembershipaslong-term,andvalueharmonyhaveablurreddistinctionbetweenwhatisprivateandwhatispublic.Case翻譯Aforeigncompanyofferedaninformationsystemmanagerinafirmintheunitedstates一家外國公司賄賂一個來自美國的信息部門經(jīng)理，讓他自己的公司要簽訂合同的時候通知他們，然后這家外國公司就知道怎樣競標，這位經(jīng)理也沒有必要和老板一起進行游說。他只需要傳達公司關(guān)于產(chǎn)品和服務(wù)的信息即可，這樣，外國公司就能完全取勝，當然，這位經(jīng)理的公司不知道他被外國公司賄賂了，外國公司賺了1200萬美元就因為那位信息經(jīng)理泄露了公司的銷售潛力。經(jīng)理收到了一大筆錢可以送自己的孩子去昂貴的大學(xué)讀書，并且還收到自己公司的報酬，但是，他對公司的責任與義務(wù)呢？這個案例引起了法律和倫理的問題Itisquitepossibleforpeoplewhoarenotmembersofashame沒有面子文化概念的人是很難意識到面子問題的，翁醫(yī)生是來澳大利亞醫(yī)院的中國代表團的其中一員，當他跟外科醫(yī)生談話時，外科醫(yī)生的秘書說，你昨天去哪了？我找遍了整個醫(yī)院都沒好到你。醫(yī)生本來可以說在實驗室或者其他醫(yī)院的地方都很合理很完美，但是秘書沒被告知這件事，中國的醫(yī)生感覺很沒面子，因為當著所有來自中國的訪問醫(yī)生的面說的，他感覺是指責他誤導(dǎo)整個中國醫(yī)生訪問團體，但是秘書一點感覺都沒有引起了這位醫(yī)生的面子問題，她只是把昨天沒看到他的事實說出來而已CaseP210DressasaSymbolofAuthorityTom將要飛往東京參加一次商務(wù)會議。他將第一次會見一位潛在的企業(yè)合伙人。Tom在行李里準備了幾套西服、襯衫和領(lǐng)帶。但是為了在長途飛行中更舒服一點，他穿了牛仔褲、汗衫和網(wǎng)球鞋。他知道日本公司會派一個人到Narita機場接他，但是他確信那個人會理解他在長途飛行中為了放松而著休閑裝的需要。接他的那個日本人沒有對Tom的著裝做出任何評論，但是Tom在看到那個日本人即使在周末也身著商務(wù)正裝時開始懷疑自己是否做了正確的事情。Tom開始覺得作為一位商業(yè)合伙人自己隨意的著裝可能會損害他的權(quán)威和可信度。P219ASSERTIVENESSVERSUSPEACEKEEPINGStandingUpforOne'sRights一位在德國常住的伊朗醫(yī)生對德國人維護自己權(quán)益的需要做出了評論。她指出，德國兒童從小就被教導(dǎo)要維護自己的人權(quán)和財產(chǎn)權(quán)。權(quán)利必須保持正確證明了這種態(tài)度。一個人永遠不要放棄自己的權(quán)利或者對其做出讓步。他認為在德國那樣做就是踐踏一個弱勢和無能力的人的人權(quán)。因此，生活被控制著，規(guī)則支配著每個人大部分生活中的細節(jié)。德國人可能擁有財產(chǎn)，但是他們在生活中失去了伴隨著分享而來的人際間的溫暖。這個例子說明了一個人會用自己的價值觀和優(yōu)先考慮的事來接觸其它文化的事實。伊朗醫(yī)生通過自己的文化背景評估了德國人的文化，這堅定地把個人放在一個強調(diào)互相依賴而不是堅持個人權(quán)利的分層的群體里。簡答P219ASSERTIVENESSVERSUSPEACEKEEPINGStandingUpforOne'sRightsAssertivenessisseenasapositivevalue,andtheemphasisonassertivenesshighlightsindividualrightsoverobligationstogroupsandsociety.MonetaryRecognitionP221Culturesthatemphasizerelationshipsoverindividualachievementandmaterialpossessionstendtoplaydowntheroleofmoneyinrecognizingperformance.Culturesthatadmireindividualperformancetendtoconnectsalarieswithrecognition.DealingwithControversyinSocialSettingsP229Insocialsettingsbehaviorisverystronglyinfluencedbyattitudestowardhospitality.AttitudetowardsControversyintheWest:TheFrenchlovestointroducecontroversial;TheAmericansavoidcontroversialtopicsatsocialfunctions.AttitudetowardsControversyintheEast:Japaneseavoidcontroversy.AttitudetowardsControversyintheMiddleWest:Opendisagreementisnotacceptable.Unit8QuestionsandanswersDifferentdecisionmakingbetweeneasternandwesterncountries.Companiesinlow-contextculturesmakedecisionsbyfocusingonresults,orends.Peopleinends-orientedorganizationsmakedecisionsbasedontheorganizationsgoals:betterprofit,betterproductivity,greatermarketshare,ormorecustomers.MakingbusinessdecisionsinEnglish-speakingbusinessculturesusuallyinvolvessubdividingpointsandissuesanddealingwiththesubsectionsinaspecificorderuntileverythinghasbeenaddressed.InEurope,organizationaldecisionsarebasedonresultsbutnotsomanypeopleinanorganizationmakethem.InAsia,Africa,SouthernEurope,andLatinAmericadecisionsoftenarebasedonmeans,notends.Meansculturesarepeopleculturesinwhichrelationshipsmattermorethanresults.Wheredecisionsarebasedonmeans,trustisakeyissue.Hardinformation,statistics,andmeasurementsarenotasimportantastrustingarelationship.ProblemsolvingandconflictsresolutionPeopleindifferentculturesseeproblemsdifferentlyandtalkaboutthemdifferently.Inindividualistcultureswherepeopleareresponsiblefortheconsequencesoftheirownindividualactions,problem-solvingskillsarelearnedatanearlyage.Westernsocietiespraiseandrewardthepersonwhosolvesaproblem,schoolexercisesinwesternculturesinvolvegettingstudentstocompetetoseewhocanreachasolutionfirst.Inlow-contextculturesproblemsareobjectifiedandexternalized.Individualswhoachievesolutionstoproblemsarevalued.Individualstakeresponsibilityfotsolutionsaswellasblameforfailuretosolveproblems.Butincollectivistculturesproblemsarenotanindividualresponsibility.Blameisnotattributedtoindividualsunlessanindividualwhocallsattentiontoaproblemseekssomeindividualadvantage.Blameisusuallygeneralizedtothegroup,andthegroupmembersworktogethertofindasolution.Whenproblemsinvolvedisagreementsamongpeople,theyarecalledconflicts.Culturalprioritiesdeterminehowconflictishandled.再加P259的2,3段的前幾句。CasestudyP241：InChina,oneoftheauthorswasavisitingprofessorandshediscovereda這個案例講得是一個來中國訪問的教授發(fā)現(xiàn)了中國人對待機密信息與之不同的態(tài)度，這使她很懊惱。她在學(xué)期末給每個學(xué)生都寫了一份個人評價，她給了每個學(xué)生一份復(fù)件，并且在整個文件上寫上了“機密”兩個字，只能給兩個人看：她部門的主任和學(xué)校的校長。可是令她驚訝的是她的機密評價文件居然刊登到了校園期刊上，并且連“機密”兩個字都翻譯在上面。知識點：中西方對待信息的不同態(tài)度已經(jīng)掌握信息的不同點在P240“possessionofinformation”下面的最后一段（前幾段適當選一些寫上去就行）P247:InformationshehasjustreceivedaboutthesizeofthemarketinMalaysia這個案例主要講的是一個公司的市場經(jīng)理從別國的某個公司獲得了一些市場信息，但是他覺得這些信息不夠準確以及缺乏有效性，最后通過在那個國家的被調(diào)查者，他們終于理解了這些信息背后的信息。知識點：不同的文化的國家對商務(wù)信息有不同的標準在P246最后一段以及P247案例下面的第一段。U9簡答：Membersofthenegotiatin