Continuing our series looking at cross-cultural communication issues we now turn our attention to monochronic versus polychronic cultures and the impact that can have on communication. Monochronic cultures like to do just one thing at a time. They value a certain orderliness and sense of there being an appropriate time and place for everything. They do not value interruptions. They like to concentrate on the job at hand and take time commitments very seriously. In addition monochronic people
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improvement • adapt to new environments and cultures This competency aligns with the following UVic Learning Outcomes: Ethical and professional reasoning and action / Intercultural knowledge and sensitivity Communication: This means that you’re comfortable using a broad range of communication styles, and you choose appropriate, effective ways to communicate to audiences in diverse situations. You show this competency when you: •communicate in a respectful tone and manner •listen actively and communicate
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I was born and raised in a small city of Viet Nam. My dad was hoping I would be a boy rather than a girl because of my two older sisters. To his dismay, I am the third and youngest daughter in my family. Though my dad’s intensions were for me to be a boy, therefore he raised me to be a strong person. He taught me how to fixed things around the house, maintain my motorcycle when it broke down, took me to all types of sporting events, and bought me a lot of boy type clothing when I was growing up.
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leadership is an important, yet complicated relationship. I will begin by discussing and defining the central concepts of culture and leadership. I will then explain and analyse the significance of culture upon leadership. Finally I will review Hofstede’s cultural framework to assess its significance and relevance to the topic at hand. Culture: To begin, culture is a phenomenon that carries multiple definitions. A simplistic view sees it as “how things are done around here”(Ouchi and Johnson, 1978 p
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resource professionals, managers and employees work with people from a variety of cultural backgrounds daily. Who should adapt to whom, and how can organizations make the most of the burgeoning diversity across the workforce? Many employees encounter awkward and confusing situations on a regular basis. For example: ■ You’re talking to a person from a different culture, and he doesn’t look you in the eye. Is it a cultural difference or a personal quirk? How do you know, and how do you deal with it
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Individual Assignment Intercultural Competence Worksheet COM 360 Week 2 Learning Team Assignment Formal Outline and References COM 360 Week 3 Cultural Differences Driving Miss Daisy COM 360 Week 4 Verbal and Nonverbal Coding Worksheet COM 360 Week 5 Learning Team Assignment Communication Training Guide Paper COM 360 Week 5 Learning Team Assignment Communication Training Guide and Presentation ---------------------------------------------------------------- COM 360 Week 1 Individual Assignment Intercultural
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4 Corruption 4 1.3 Socio-Cultural of Russia and India 5 Hofstede’s Cultural Dimension of Russia and India 5 Written and Unwritten Laws
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Bauhaus-Universität Weimar Fakultät Medien, Medienkultur Frau Czerney Das Kollektivgedächtnis und die Geschichtsschreibung mit « Hors la Loi » Von Rachid Bouchareb Hausarbeit im Rahmen des Seminars „Mediale Historiographie“ Wintersemester 2011/12 Von Léa Baty 9 Rue des Fours à Chaux 85240 Foussais-Payré France Tel. : 01636626609 eMail : lea.baty@uni-weimar.de Matrikel-Nr. : 11 03 61 3. Semester BA-Studiengang : Europäische Medienkultur Weimar, den 21. Mai 2013 ! Der Algerienkrieg fand
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Introduction: Back ground of cross cultural management: To understand what cross-cultural management is, it's good to examine the terms separately: cross-culture and management. Cross-culture might simply be understood literally, from one culture to another. Cross-culture could be a development born by market globalization; company goes out of their country to another to try and do business, brings their culture with the businesses to another culture, which means cross-culture. Every country has its
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Purnell (2008) defines cultural competence as the adaptation of care in a manner that is consistent with the culture of the client and is, therefore, a conscious process and nonlinear. The Purnell Model for Cultural Competence consists of seven categories (macro aspects) and twelve sub categories (also known as domains), which introduce and detail the major realms of miscommunications in the health field. The model includes the following concepts: a global society, community, family, person, and
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