跨文化交際案例分析(完整資料).doc

1、【最新整理，下載后即可編輯】Case Study 1 Age and Status兩位同事的矛盾使一家數(shù)據(jù)處理公司的總經(jīng)理遇到了麻煩。一方 是一位躊躇滿志的法裔加拿大小伙子，另一方是一位有特許簽證 的年長的中國女性，而此前兩人確實很好的合作伙伴.Case description:A manager in a data-proccssing company was having difficulty dealing with a conflict between a young, ambitious French Canadian male and his co-worker, an older

2、 Chinese woman who was on a special visa from China. She had recently become uncooperative and had made it clear to the manager that she would not be willing to travel to the capital with her co-workcr to hold discussion with legislators about a new product with great enthusiasm.When the manager ask

3、ed her what the problem was, he received no clear explanation. When he asked her co-worker, the young man had no insights to offer. The young French Canadian was clearly annoyed, however, that the Chinese woman was refusing to share her data with him. That meant he couldn? t make the presentation to

4、 the legislators because she had all the key data on her computer disks.The manager repeated questions to her but her “problem” got nowhere. So he changed his approach. He began explaining his concerns, as manger and as spokesperson for the company, about the upcoming meeting with legislators. His e

5、xplanation about his position was unemotional. In that climate she then felt she could explain her position. She revealed she felt that that as an older, and to her mind, more senior person, she should not be sent to the capitol with a younger employee who would do the presentation of material she h

6、ad worked hard to develop. That would diminish her status, she felt. The general manger knew the root of his headache.Questions:1 . What do you think caused the conflict?J2 . What would you do to resolve the conflict if you were the general manager?矛盾沖突這位年長的中國女士投入極大的熱情和精力開發(fā)產(chǎn)品.卻在最后 的關(guān)鍵時刻拒絕與年輕的同事一同去向議

7、員做推介：當(dāng)經(jīng)理和同 事問其原因.她并未做任何明確的回答：而當(dāng)經(jīng)理改變策略，不 再直接詢問原因，而是迂回地講起自己的困境時，她才道出自己 的顧慮。在這位資深年長的中國女士看來，同一位比她年輕的 同事一同去國會，并且由對方來做推介會影響到她的地位和威 信，因此她無法同意：原因分析造成這一矛盾的文化因素有兩方面.對地位、年齡的不同態(tài)度以 及這種不同的表達(dá)方式。人對權(quán)力的認(rèn)識因文化背景的不同而不 同。根據(jù)霍夫斯特的調(diào)查研究，“低權(quán)力距離”國家的人強調(diào)個 人的能力和信用，人與人之間權(quán)利和關(guān)系的平等，而.”高權(quán)力 距離”國家，如中國、日本、緯國，強調(diào)地位、經(jīng)驗、年齡、資 歷等，人與人之間存在級別差距；因

8、此在這位年輕的加拿大人看 來，在工作上他與這位女士是平等的合作伙伴，并沒有地位的差 別，自己也有能力參與項目并做最后報告。而在這位中國女士看 來，以自己的年齡、資歷、以及工作中的付出，與一個年輕人一 同去國會，并且由對方來做報告對她來說是一件丟面子的事： 另外.雙方表達(dá)方式的不同也導(dǎo)致了矛盾的加深。根據(jù)霍爾的理 論，加拿大是“低語境”國家，中國屬于“高語境”文化國家， 因此，當(dāng)她的加拿大同事爽有充分考慮到她所處的后置.而是直 接問她原因時，這位中國女士采用了婉轉(zhuǎn)回進的策略，沒有直接 說出自己的想法。而當(dāng)經(jīng)理改變方法迂回地說到自己的難處時， 在這種語境下她才說出自己的顧慮。Low power d

9、istance "country on individual ability and credit, the relationship between rights and equality, and." high power distance "countries, such as China, Japan, weft kingdom, emphasizing the status, experience, age, qualifications, existing gap butwucn people level o So in the young Canad

10、ian opinion, in the work he and the woman are equal partners, and the difference in no position, also has the ability to participate in project and do the last report. And in the Chinese women seem to, in their own age, qualifications, and work in pay, and a young man together to congress, and by ea

11、ch other to do the report for her is a lose face:Outside. Both sides expressing way different led to the deepening of contradictions. According to the theory of hall, Canada is nlow context" countries; China belongs to Hhigh context:" culture countries,文化溝通當(dāng)與不同文化背景、年齡、地位的人進行跨文化交流合作時，我 們應(yīng)當(dāng)充

12、分了解對方價值觀中對這些個人因素的看法，決策前應(yīng) 采用合適的方式進行有效的協(xié)商，以便避免和化解因文化背景、 價值觀不同引起的矛盾。本案例中的經(jīng)理在理解她的難處之后， 可以在全公司內(nèi)正式的公布這位女士的工作成果，給予高度的認(rèn) 可.同時在議會的報告中也應(yīng)體現(xiàn)出其工作的重要意義，使之得, 得到應(yīng)有的重視。This case of manager in understanding her difficulty after can in all the company released within the formal the lady's work, to give high recogni

13、tion. At the same time in the parliamentary report should reflect its importance, make, and get the attention it deserves.Case Study 2 Praising J apancsc in Public Workplaces （在工作場所 當(dāng)眾表揚日本人）瓊斯先生（美國經(jīng)理）當(dāng)眾表揚蘇琦木拓（日本員工）工作做 得很棒，本以為蘇琦木拓會高興的接受，卻不料.Case description:American: Mr. Sugimoto, I have noticed that

14、 you are doing an excellent job on the assembly line. I hope that the other workers notice how it should be done.Japanese: (He is uneasy). Praise is not necessary. I am only doing my job. (He hopes other Japanese workers do not hear.)American: You arc the finesse, most excellent, dedicated worker we

15、 have ever had at the Jones Corporation.Japanese: (He blushed and nods his head several times, and keeps working.)American: Well, arc you going to say “thank you/； Mr. Sugimoto, or just remain silent?Japanese: Excuse me, Mr. Jones May I take leave for five minutes?American: Sure. (He is annoyed and

16、watched Sugimoto exit). I can' t believe how rude some Japanese workers arc. They seem to be disturbed by praise and don' t answer you just silent.Questions:Why was the conversation between Mr. Jones and Mr. Sugimoto not so pleasant?Why did they have such different reactions towards praising

17、 in public workplaces?If you were Mr. Sugimoto, would you accept praise from Mr.Jones in public workplaces?If were Mr. Jones, how would you deal with the situation more appropriately?分析矛盾沖突從對話中可以看出，瓊斯先生認(rèn)為在其他工人面前表揚蘇奇木拓 先生是對他工作的肯定.也是對他個人的認(rèn)可，蘇奇木拓先生應(yīng) 該高興地接受，不必遮遮掩掩不好意思，更不應(yīng)該一句話不說就 走了。但瓊斯先生只是從美國強調(diào)個人的概念出發(fā)，卻

18、不熟悉日 本人是如何看待個人和集體的關(guān)系，不知道如何向日本同事表示 欣賞和贊揚.結(jié)果適得其反。瓊斯先生和蘇奇木拓交流失敗的原 因主要在于都對雙方的文化了解不深，特別是雙方對個人與集體 關(guān)系的看法不同。原因分析在霍夫斯特的“個體取向與集體取向” 53個國家和地區(qū)的列表 中美國排在第二J而日本排在22位，這意味著美國是非常強 調(diào)個人主義的國家，而日本更注重的是集體。在美國鼓勵個人創(chuàng) 斷，提倡競爭.個人會因業(yè)績優(yōu)異而受到上司表揚，這是一種典 型的美國式做法。特別是如果在同事面前受到表揚，個人會覺得 很自豪，因為成績得到了上級的認(rèn)可，同時也在同事中間表現(xiàn)了 自己，實現(xiàn)了自我價值。在美國，受到表揚的人往

19、往會說“謝 謝“ 以作回答。The United States is very stressed individualism country, and Japan arc more focused on their collective. In the United States encourages individual creative, advocating competition.Individual will and excellent performance by boss for praise, this is a kind of typical American practic

20、es. Especially if in front of my colleagues have been praised, people will feel very proud, because the results obtained superior approbate, and also in among colleagues showed, realize the ego value. In the United States, who praised will often say "thank you" to answer ”.所以案例中的瓊斯先生認(rèn)為蘇奇 木

21、拓先生也應(yīng)法以這樣的方式接受表揚。出乎他意抖的是，那位 受到表揚的日本工人對他的表揚感到不安，沒把表揚當(dāng)回事：美 國經(jīng)理接著用更肯定的語氣維續(xù)表揚他，如用英語中的最高級形 容詞“最優(yōu)秀的”、“最杰出"、最勤奮”等等。使他更吃驚 的是：他的這番贊揚之詞使那位日本工人更1危臉，臉一下紅 了起來，只是理頭干活.不再言語，僅僅點了兩下頭。對于這樣 的回答或拒絕表揚.美國經(jīng)理實在是無法理解，也無法忍受這種 沉默不語，于是直截了當(dāng)?shù)叵蛩l(fā)問道：“你打算說聲謝謝呢， 還是要選擇繼續(xù)保待沉默呢？ ”責(zé)備他表現(xiàn)“沒禮貌”。The manager was unable to understand, al

22、so can't stand for the silent, then to straight out he hair asked: nare you going to say? Thank you, or to choose to continue the stay silent?11 Blame him to show "rudu".他所不 知的是，日本是典型的集體主義國度，在日本個人要忠實于集體， 集體內(nèi)部的成員要團結(jié)一致不傾向于突出個人業(yè)績.而是強調(diào)集 體協(xié)作。所以當(dāng)蘇奇木拓先生在同事面前受到表揚時，非常地局 促不安.只是低頭干自己的事情，甚至要求要離開五分

23、鐘，沒有 正面給瓊斯先生任何答復(fù).因為他覺得這樣把他和所屬的集體分 離開了.使他在同事面前失去了面子。另一方面.美國經(jīng)理由于 對日本文化特點的無知，公開表揚不僅把那位日本工人弄得無言 以答，而且會失去在其他日本工人對他的尊敬。Japan is typical of collective socialist country，in Japanese individual should be faithful to the collective, the members of the collective to internal unity don't tend to outstanding

24、 individual performance. But emphasize the collective cooperation. So when SuJiMu Mr Extension in front of my colleagues when praised very ill at ease. Just do their own things down, even want to leave five minutes, no positive for Mr Jones any reply. Because he felt that he and the subordinate to t

25、he collective isolates. To his in front of my colleagues lost face. On the other hand. The manager because of Japanese culture characteristics of ignorance, public praise not only the Japanese workers make could answer, and will lose in the other Japanese workers to his respect.從對話中也可以看出蘇奇木拓先生不接受當(dāng)眾表

26、揚，卻只是保持 沉默，甚至要走開，沒有把他的不滿當(dāng)眾表達(dá)出來。這樣的行為 使得瓊斯先生認(rèn)為日本員工不禮貌。這一交際失致和日美兩國交 流方式不同有很大關(guān)系。根據(jù)霍爾（Hail ）的“高語境”和“低 語境”理論，日本是典型的高語境國家，交流方式含蓄委婉，不 會輕易在眾人面前表達(dá)不滿，會更多的依賴于非言語交流.“High context" and Hlow contcxtn thcor） Japan is typical high context countries, communication implicative tactful, not easily in the presence

27、 of all express discontent, will be more dependent on non-verbal communicaticn.如蘇奇木拓先生不作回答保持沉慶，只是干自己 的工作，以此表示對當(dāng)眾表揚的不滿。而美國屬于“低語境”國 家，習(xí)慣直接的語言交流方式，. And the United States belongs to"low context" countries, used to direct language communication 當(dāng) 蘇 奇木拓先生顯得不安時，球斯先生卻說“你打算說謝謝呢，還是 要選擇沉默？ ”。當(dāng)蘇奇木拓先生

28、要求離開時，瓊斯先生就認(rèn)為 沒有任何回答就離開是不禮貌的。文化溝通 雙方應(yīng)該對彼此的文化有所了解，應(yīng)該清楚兩種文化對個人的不 同看法和不同的交流方式.不要總是從自己的出發(fā)點看問題。瓊 斯先生應(yīng)該知道最好不要當(dāng)眾表揚某個日本人，而是應(yīng)該私下單 獨表揚，或者會開表揚某個集體或團隊；要清楚日本人的交流方 式比較委婉間接，為了集體的和諧他們通常不會在公開場合表示 不滿。而蘇奇木拓先生也應(yīng)該了解美國時個人的重視，公開表揚 個人是對他能力的認(rèn)可；美國人更喜歡直接的語言交流，有什么 想法要說出來，而不是要保持沉默或是回避Both sides should understand the culture for

29、 each other, should be clear that two kinds ofturc on personal different views and different way of communication. Don't always look at problems from their starting point. Mr Jones should know better not praise in public a Japanese, but should praise alone, or will open praise a collective or te

30、am; Want to be clear about the Japanese way of communication more tactful indirectly, to the harmony of collective they usually don't publicly expressed dissatisfaction. And SuJiMu Mr Should know the extension of the individual attention when, public praise for his personal ability is the approv

31、al; Americans prefer direct language exchange, have what idea to say, but not to remain silent or avoidCase 3 A British General Manager in Thailand 英國總經(jīng)理在泰國 一位英國總經(jīng)理來到泰國上任，到任之初，沒想到使用什么樣的 車上班這個小問題給他帶來了不小的煩惱.Case description:A British general manager upon arrival in Thailand refused to take his predece

32、ssor s car. The Thai finance manager asked the new GM what type of Mercedes he would like, then, The GM asked for a Suzuki or a Mini, anything that could be handled easily in the congested traffic in Bangkok.Three weeks later the GM called the finance manger and asked about prospects for the deliver

33、y of his car. The Thai lost his reserve for a moment and exclaimed: "we can get you a new Mercedes by tomorrow, but Suzuki take much, much longer/' The GM asked him to see what he could do to speed up the process. After four weeks the GM asked to see the purchase order for the car. The purc

34、hasing department replied that, because it would take so long to get a small car, they had decided to order a Mercedes.JThe GM' s patience had run out. At the first management meeting he brought the issue up and asked for an explanation. Somewhat shyly, the predominantly Thai management team exp

35、lained that they could hardlv come to work on bicycle. JJQuestions:Why did the GM have difficulties in getting a Suzuki or Mini?Why did the management team say they could hardly come to work on bicycle? J原因分析泰國是等級觀念很強的國家.泰國傳統(tǒng)文化價值觀的核心，如家 長制、權(quán)威索拜，等級觀念等是人們?nèi)粘Ｐ袨樗J(rèn)的準(zhǔn)則，甚 至是一種“生活方式”人們認(rèn)為社會等級制度時人有好處.所以 不會向社會

36、等級制度挑戰(zhàn)。泰國的社會生活強調(diào)等級觀念，依賴 于等級關(guān)系。而在公司等社會機構(gòu)中，強調(diào)正式的組織結(jié)構(gòu)，各 個等級保持一定的穩(wěn)定性。Thailand is hierarchy strong country.Thailand traditional cultural values of the core, such as the patriarchal system, and the authority and worship, level is the concept of the people daily behavior of accepted standards, or even a &q

37、uot;lifestyle” people think social hierarchy system people have good. So will not give in to the social hierarchy challenge. Thailand's emphasis on social life hierarchy, rely on hierarchy relationship. And in the company and other social organizations, emphasizes formal organization structure,

38、each level maintain certain stability.因此，在本案例中，最后泰國職 更的解釋是；如果總經(jīng)理的用車降低水準(zhǔn)，公司所有職員的用車 要整體降級，The general manager of the lower level fruit transport, the company all staff transport to the whole downgraded,最終有些職 員必凌要騎自行車上班，而這是他也不原也無法做到的。在英國 文化的價位觀中，權(quán)力之間的距離很小.具體工作之外，人們之 間是平等的，公司中的領(lǐng)導(dǎo)者用車是為了工作，為了提高的業(yè)績， 因此英國經(jīng)理

39、看來.交通工具的選用是為了提高工作效率.每個 人都有選擇的自由，自己選用什么樣的車與公司其他人無關(guān)。I。British culture on the price, the distance be Ween the power is small. The specific work outside, betwexn people is equal, the leader is in order to transport the work, in order to improve the performance, so Britain the manager looked. Traffic too

40、ls in order to improve the work efficiency is choose. Everyone has the freedom of choice, oneself choose what kind of car company has nothing to do with others.文化溝通本案例中，如果英國經(jīng)理堅持一意孤行，很容易引起泰國員工的 集體反感，會有被架空的危險。在跨國組織中，遇到這種情況應(yīng) 從實際環(huán)境，即地理環(huán)境及當(dāng)?shù)匚幕?xí)俗，占主導(dǎo)成員的文化背 境出發(fā)，考慮大多數(shù)人的習(xí)慣和意見，做出不影響團隊成員工作 積極性和工作業(yè)績的決策第頁Case 4怎

41、樣理解微笑？微笑是友好的表示，理應(yīng)得到友好的回應(yīng)。但是，向別人道 歉時微笑是否顯得適當(dāng)？不同國家的人有不同的理解。處理不 當(dāng)，很可能帶來意想不到的結(jié)果Case description:Peter is the general manager of an American company in China. Recently, Jun Chen, one of the Chinese managers made a mistake at work that caused some difficulties that required a lot of effort to fix. Jun Che

42、n was very upset about what had happened, and came to Peters office to make a formal apology. Jun Chen went into Peter s office after being told to, smiling before he spoke. "Peter, I' ve been feeling very upset about the trouble I' ve caused for the company. I' m here to apologize

43、for my mistake. I' m terribly sorry about it and I want you to know that it will never happen again." Jun Chen said, looking at Peter with the smile he had been wearing since he walked into the office. Peter found it hard to accept the apology7. He looked at Jun Chen, and asked, “arc you su

44、re?"“Yus, I' m very sorry and I promise this won' t happen again,” Jun Chen said, with a smile even broader than before.m sorry I just can' t take your apology-. You don? t look sorry at all!" Peter said angrily.Jun Chen' s face turned very red. He did not in the least expe

45、ct Peter to take it negatively. He was desperate to make himself understood. aPeter/ he managed to smile again, atrust me, no one can feel any more sorry than I do about it.” JJPeter was almost furious by now, “If you' re that sorry, how can you still smile?” JQuestions for discussionWhy did Jun

46、 Chen wear a smile when he made the apology?Do you think it is reasonable that Peter became so angry with J un Chen? Why?What arc the different interpretations for a smile by the tw。in this situation?矛指沖突本案例所體現(xiàn)的矛盾非常明顯，是由于膠體語言使用的文化差異 而導(dǎo)致的誤解。不同文化對于微笑的理解是不同的。尤其是在道 歉這種特殊的語境下。陳軍向彼得道謙時，盡力微笑著說話以顯 示禮貌和誠意，而對

47、于彼得來說，這種情況下微笑是不尊重的表 硯，也是缺乏誠意的表現(xiàn)。This case that embodies the very obvious contradiction, is because the colloid use of language cultural differences and lead to misunderstandings. Different culture for smile of understanding is different. Especially in the context of this special and apologize. Howel

48、l way to Peter Williams, tr)ring to smile to speak to show courtesy and sincerity, and for Peter speaking, this situation is not respect watch smile yanping, also is the lack of sincerity of the performance.原因分析當(dāng)陳軍表達(dá)完自己的歉意時，臉上的笑容使彼得懷提他是否真心 感到抱歉，以至于看著他追問了一句：”你確定嗎？ ”。此時陳 軍并未意識到他們之間的交流已經(jīng)由于自己錯誤使用膠體語言 而產(chǎn)

49、生了問題，笑容更加明顯地答到自己確實感到很抱歉并保證 不會再犯同樣的錯誤。彼得非常氣憤的表示不能接受他的道歇， 這是令陳軍萬萬沒有想到的.彼得的反應(yīng)也讓他頗為不解，只能 急忙為自己辯解.但仍不忘保持臉上的微笑，可想而知.陳軍的 行為非但不能消除誤解.取得彼得的訪解，反而進一步火上澆油, 激怒了彼得。在跨文化交流中，對肢體語言使用和理解的差異往往會導(dǎo)致許多 問翅。肢體語言包括手勢，身勢.服飾.音調(diào)高低，微笑，沉默, 副語言，對時間的不同觀念及空間的使用等。笑容一般傳達(dá)的是 愉悅和友好的感情，可以表示歡迎、原諒、贊同、沒有敵意等等。 在此案例中，對于中國人陳軍來說，微笑不僅僅只是快樂和友好 的表示

50、，也傳遞道歉與諒解的信息。同時由于中國人習(xí)慣用面部 來遮掩感情，陳軍也有借微笑掩飾自己的不安和歉疚的習(xí)慣。而 對于美國人，這種做法并不能被接受。微笑削弱了道歉的誠意.美 國人強調(diào)真實直接的表達(dá)情感，內(nèi)心感情與外在表硯的統(tǒng)一。所 以他們認(rèn)為當(dāng)一個人內(nèi)心感到愧疚而致歉時，是不可能面帶笑容 的.否則只能說明道歉的真誠性值得懷疑。In cross-cultural communication, of body language use and understand the differences often led to many asked wings. Body language includin

51、g gestures, body movements. Dress. Tone height, smiling, silent, vice language, about the time of conception and the use of space, etc. General communicate is cheerful smile and friendly affection, can say welcome, forgive, agree with, no hostile, and so on. In this case, to the Chinese for howcll,

52、smile not just happy and friendly, and said the information transfer apologize and understanding. At the same time because the Chinese 一 used to face to cover feelings, howcll also have borrow smile hide his agitation and the habit of guilt. For an American, this kind of practice and cannot be accep

53、ted. Smile weaken the apology7 of sincerity. American emphasis on real direct express feelings, emotions and external table inkstone unity. So they think that when a person feel guilty when excuse, is impossible to smiling. Otherwise can explain the sincere apology sexual suspect.There's an old

54、Chinese saying "stretched out his hand and not dozen smiling face,文化溝通要避免跨文化交際中產(chǎn)生由膠體語言使用不當(dāng)而造成交流上的 障礙和誤解，解決本案例中出現(xiàn)的類似問題，必須提前了解對方 國家的文化，了解同樣的肢體語言在對方國家中是否有著同樣的 意義.尤其是對方文化中涉及禮節(jié)禮儀的方面有何禁忌和特別之 處。切不能想當(dāng)然的套用自己文化中肢體語言的含義，否則就可 能出現(xiàn)本案例中得尷尬情況。Case 5 Why Was His Answer Not Related to the Question?為何他答非所問？飛利浦照明公

55、司的一位美國經(jīng)理和一位頗具發(fā)展?jié)摿Φ闹袊?員工談話，但這位中國員工總是答非所問，美國經(jīng)理甚是疑 惑Case description:An American manager of human resource in Philips lightening company talked with a Chinese employee with great potential. The American manager wanted to know the development design and the position the employee wants to get in the comp

56、any. But the Chinese employee did not answer the question directly; instead he only talked about the company s future direction, promotion system and his current position. He talked for a long time, but did not give a definite and direct answer. The manager was puzzled and annoyed, because the same

57、situation has occurred several times, Later, the manager complained to another human resource manager, Mr. Jia, “I only wanted to know the employee s working plan in the next 5 years and the position he wants to get in the company, but why I cannot get a clear answer?” .The Chinese employee also com

58、plained to Mr. Jia., “Why arc Americans so aggressive? As the human resource manager in a multinational company, Mr. Jia knows that a different manner in communication brings about misunderstandings. So he did best to explain to the two sides, but it is not easy to reduce the obstacle between them.Q

59、uestion for discussion:Why did the Chinese employee not give a clear and definite answer?VThat stereotype did the Chinese employee from towards American?How can Mr. Jia effectively solve the awkward situation?矛盾沖突這是一個體現(xiàn)東西方人際交流方式差異的案例。在這個案例中， 文化沖突體現(xiàn)在：來自美國的人力資源經(jīng)理看好一個中國雇員， 因此和該雇員談話，想知道他對自己的職業(yè)發(fā)展規(guī)劃以及期望得 到什么職位。而令他不解和惱怒的是，該雇員避而不談該回答的 問題卻大談公司的未來發(fā)展、晉升和他目前的職位。結(jié)果是兩人 都在背后互相抱，美國人認(rèn)為中國雇員太虛偽，而中國雇員也 認(rèn)為美國人太直接、坦率、咄咄通人。Americans believe that Chinese employees too hypocritical, and Chinese employees also think Americans too direct, frankly, our very aggressive.原因分析該案例中的一方是美國人，而那位員工是中國人。產(chǎn)生這