商务跨文化交际案例分析

主要介绍各种商务交际中的商务案例所体现的跨文化范畴。

中国矿业大学2011～2012学年第1学期

2009级英语专业《跨文化商务交际》考试

班级 商务09-6 姓名 马金丽 学号 12095113 分数_________

1. (1) .the importance of learning about unfamiliar cultures.

Culture is diversity around the world and culture teaches values, then values underlie attitudes and sharp behaviors. Therefore, having a good knowledge of foreign unfamiliar cultures is necessary for intercultural business communication. As multinational company needs to know different cultural values and the reasons why people think as they do and value what they do, then the way companies and people act will be comprehensible and even predicated, and companies will avoid business losses and failure. In this case analyze, Joe Van West, President of Appliances Unlimited in Mexico, he didn't have a deep understanding of Mexico local cultures but directly to manage the company. If he did not learn the Mexico cultures ahead of time, he would not well understand the different market demands and the local company's actual operation rules.

(2).The differences of Time sense, Measured or kept.

From the production issues we can see that the Mexico Company has different time sense with American multinational company. For Mexico, which belongs to the polychromic culture, time is an open-ended resource that is not to be constrained and events always take as long as they need to take. While for American company, which is the monochromic culture and time is liner sense. People are expected to arrive at work or accomplish tasks on time and work for a certain number of hours at certain activities. Therefore, when the Mexico Company had five times delivered the parts late enough to affect production schedules for the washing machines the American company concern over it.

(3).Uncertainty avoided or tolerated.

People who are uncomfortable with uncertainty tend to stay with their employers and follow established procedures at work. For uncertainty avoided culture, they

主要介绍各种商务交际中的商务案例所体现的跨文化范畴。

concern more about the possible situations and want more guidelines to deal with uncertainty. Like Van West reacts to production issue with great levels of anxiety and want to check the factory floor by him. As for work unrest, it caused also by the uncertainty avoided. When employees worry about unemployment due to the update of new equipments then they attempt to make work strike. On the other hand, Hernandez, the vice president and other company leaders toward the issues with tolerate attitudes. They thought issues were not a big deal and just take it easy. When production and workers unrest occurred, they didn't pay much attention to problems and identified the subordinates as anxious for no good reason –simply extra concerns.

(4). Group membership: Temporary or Permanent

The group membership in this company is temporary, that is employees did not dedicate as the long-time employees. If they lost interest on the work or their individual interests are not fulfilled, they would easily move to another job, which directly affect employees 'professional dedication and obligation to their company.

(5). Power distance.

Mexico is high power distance culture. In these hierarchical cultures where the approach to authority is by mediated, low-level employees rarely have any communication with high-level employees. Communication tends to be mostly downward, occasionally lateral. Messages are often directive and informative. Sending a message from the many at the bottom upward to one of the few at the top is difficult because there are many restrictions, so employees could not express their rights and suggestions to high-level leaders. What's more, employees could not participate in the decision-making process. In this case, when employees proposed issues to leaders, they ignored their aspirations and did not allow workers to participate in the decision-making process.

2. As mentioned in previous chapter, Getting to know foreign culture is very important, especially for intercultural business communication. As a foreign subsidiary president, the most important thing for him is to learn about the Mexico local culture. Only if so, he would fully to grasp and insight into the rules of Mexico business cultures and handle the business issues skillfully. But how does he to learn

主要介绍各种商务交际中的商务案例所体现的跨文化范畴。

about the foreign culture and response to the unfamiliar foreign culture? He can do it by means of different approach, such as: asking questions for the native Mexican about cultures or learn from the media, like local newspaper, television programs and books introducing cultures. Also, he can think and knowing by experience himself or by concept. When faced with unfamiliar foreign cultures and some culture shock. Van West should learn to make a adjustment to react to Mexico culture and gradually integrate himself to the local cultures rather than insists on his own culture and values to manage the Mexico subsidiary.

3. Mexico culture emphasis on power distance and hierarchical culture. These cultures expect and favor inequality and subordinates must obey their superior. The power distance between boss and subordinate is large, so if the boss has make orders or issued work instructions to subordinates, they must make every effort to fulfill them rather than argue with boss even against the commands. In the case that as president of Mexico Company, Van West should learn about the Mexico local cultures and follow them. Therefore, when he found Vice president Lacks of enough responsibilities and obligations to treat his work, as boss, he should directly point it …… 此处隐藏：12521字，全部文档内容请下载后查看。喜欢就下载吧 ……