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Ruchi Kumari
Doing business in India, Japan & US :
A Cross-Cultural Perspective
Presented By:
What is Culture?
Customary beliefs, social norms, values, material traits and behavior patterns
Transmitted from generation to generation
Distinguish groups of people Influences productivity, attitude and
action
1) High-Context Culture
Infer information from message context, rather than from content.
Prefer indirectness, politeness & ambiguity.
Convey little information explicitly.
Rely heavily on nonverbal signs.
Groups are preferred for learning and problem solving
Asia Latin America Middle East
Low-Context Culture Rely more on content rather than on context. Explicitly spell out
information. Value directness. See indirectness as
manipulative. Value written word more than
oral statements. An individual is preferred for
learning and problem solving
Europe North
America
2) Monochromic Culture
One task at a time Work time is clearly
separable from personal time
Committed to the job Adhere religiously to
plans Accustomed to short-
term relationships
Germany Canada Switzerland U.S. Scandinavia
Polychronic Culture
Many tasks are handled simultaneously
Work time is not clearly separable from personal time
Committed to people and human relationships
Change plans often and easily
Saudi Arabia Egypt Mexico India Japan
3) Past orientation
Traditional Slow to change Conservative in
management
China Britain Japan India
Present orientation
• Past as passed• Future as uncertain• Prefer short term
benefits
• Some part of Spanish-
speaking Latin American countries
Future Orientation
Understand and shape the future
Management – planning, doing, controlling
U.S. Brazil
4) Individualism
Individual uniqueness
Self-determination
“Self-made man" “Makes up their
own mind" Universal values
shared by all U.S. Australia U.K.
Collectivism
People to identify with and work well in groups
Protect the individuals in exchange for loyalty and compliance
Different groups have different values
India Japan Indonesia
Power Distance
Individualism vs collectivism
Masculinity Vs Femininity
Uncertainty avoidance Long term
orientation
Hofstede’s
Cultural
Factors
High : Korea, Japan, Mexico
Low: India, Australia, US,
Germany
High Individualism : US, Australia, Great Britain, CanadaLow Individualism: Japan, Venezuela, Thailand, Japan, Mexico, China
Feminine: Netherlands, France,
SwedenMasculine: Japan, Mexico, Britain,
Germany
High : France, Japan, Mexico
Low: India, Hong Kong, US,
Great Britain
Long Term: Hong Kong, Japan
Short Term: Great Britain, US, Germany
Hofstede’s Cultural Factors
Parameter World Average
U.S. India Japan
Power Distance 55 40 77 54
Individualism 43 91 48 46
Masculinity 50 62 56 95
Uncertainty avoidance
65 46 40 92
Long term orientation
45 29 61 80
“No culture can live if it attempts to be exclusive” – M. K. Gandhi
“The reasonable person adapts himself to the world, while the unreasonable one persists in trying to adapt the world to himself.” –George
Bernard Shaw
Greeting - India
Religion, education and social class all influence greetings in India.
Greet the eldest or most senior person first.
Shaking hands is common- Large cities, Educated
Handshakes -Men to Men, Women to Women
Seldom Handshakes between men and women
Greeting - Japan
Formal and Ritualized. Respect and deference based upon their
status relative to your own. If possible, wait to be introduced. Can be seen as impolite to introduce
yourself, even in a large gathering. Traditional form – Bow, Bend depends
upon relationship and situation. The deeper you bow, the more respect
you show.
Greeting - US
Greetings are casual. A handshake, a smile, and a 'hello'
are all that is needed. Smile! Use first names, and be sure to
introduce everyone to each other.
Gift Giving
India – not very crucial, not expected open infront of the giver.
Japan – very crucial, wrapping is even more important.
US - not very crucial, but we are expected to open infront of the giver.
Meetings and Negotiations-India
Time flexibility is accepted Agenda is not strictly fixed Meetings are frequent
Meetings and Negotiations-Japan
Meetings usually take place for only one of three reasons- To build rapport To exchange information To confirm previously made
decisions. Decisions are rarely made
in a meeting. Group consensus is
important. Every meeting ends with
food.
Meetings and Negotiations- US
Punctuality and time constraints Sticks to agenda Oral communication – Common Individual characteristics are criteria
for selection
Business Cards-India
Exchanged after the initial handshake and greeting.
University degree/Honour - put it. Use the right hand to give and receive
business cards. Always present your business card so
the recipient may read the card as it is handed to them.
Business Cards-Japan
Always keep your business cards in pristine condition. Treat the business card you receive as you would the
person. You may be given a business card that is only in
Japanese. Make sure your business card includes your title. Business cards are given and received with two hands
and a slight bow. Examine any business card you receive very carefully. During a meeting, place the business cards on the
table in front of you in the order people are seated. When the meeting is over, put the business cards in a
business card case or a portfolio.
Business Cards-US
Business cards are exchanged without formal ritual.
Common for the recipient to put your card in their wallet(even back pocket).
Snapshot - India
Relationships & Communication Titles Indians are non-confrontational. Decision making is a slow process. If you lose your temper you lose face and
prove you are unworthy of respect and trust. Do not disagree publicly with members of
your negotiating team. Successful negotiations are often celebrated
by a meal.
Snapshot - Japan They are extremely sensitive to and
concerned about relationships. “The nail that sticks out is hammered
down” (Russo, 2003-05) - Individualism is negatively viewed in Japanese society.
First names are reserved for family and close friends.
Use courtesy titles such as "Mr.", "Ms.", or the suffix "san", in addition to last names.
Japanese - Implicit communicators, "Say one, understand ten,”
Snapshot US
Use a title, such as Dr, Ms, Mr, or Mrs. “Please” and “Thank you” always expected. Be punctual. Be professional. Treat women as equals. Be explicit in your views American frequently change jobs and move. Americans take pride in job achievements;
i.e. my son the doctor.
Conclusion
• Cross-cultural communication• Cultural sensitivity• Acculturation• Cultural synergy
Think Globally. Act Locally.
~ Derek Torrington, 1994
References
Managing Cultural Differences - Harris, Moran and Moran (Butterworth-
Heinemann) Effective Business Communication - Krizan, Merrier, Logan and Williams
(Cengage Learning) http://web.ebscohost.com/ehost/pdfviewer/pdfv
iewer?vid=4&hid=125&sid=6ca3f1fd-a084-4b6e-b9cd-5bf82e652023%40sessionmgr111
http://thinkexist.com/quotations/culture/4.html http://www.ci.uri.edu/ciip/CIIPLeadership/Docs_
2007/Monochronic%20and%20Polychronic%20Cultures.pdf
http://www.analytictech.com/mb021/cultural.htm
THANK YOU