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Слайды и текст к этой презентации:
№6 слайд
![Culture Historically, the](/documents/306c6793967be7c3c2bea37eb188a43b/img5.jpg)
Содержание слайда: Culture
Historically, the word derives from the Latin word
‘colere’, which could be translated as ‘to build’, ‘to care for’, ‘to plant’ or ‘to cultivate’.
Spencer-Oatey (2000) proposed the following definition:
Culture is a fuzzy set of attitudes, beliefs, behavioural norms, and basic assumptions and values that are shared by a group of people, and that influence each member's behaviour and his/her interpretations of the "meaning" of other people's behaviour.
Hall (1983) views culture as often subconscious:
“Culture has always dictated where to draw the line separating one thing from another. In the West a line is drawn between normal sex and rape, whereas in the Arab world is much more difficult, for a variety of reasons, to separate these two events.”
№7 слайд
![Culture Hofstede defined](/documents/306c6793967be7c3c2bea37eb188a43b/img6.jpg)
Содержание слайда: Culture
Hofstede (1994) defined
culture as “the collective programming of the mind which distinguishes
the member of one group or category of people from another”
Kroeber & Kluckhohn definition of culture reads
‘Culture consists of patterns, explicit and implicit, of and for behaviour
acquired and transmitted by symbols, constituting the distinctive achievements of human groups, including their embodiment in artifacts; …’
the essential core of culture consists of traditional (i.e. historically derived
and selected) ideas and especially their attached values;
culture systems.
№8 слайд
![quot What is culture? How can](/documents/306c6793967be7c3c2bea37eb188a43b/img7.jpg)
Содержание слайда: "What is culture?
How can it be defined and what does it do?"
Quotations
O Mankind, We created you from a single (pair) of a male and a female and made you into nations and tribes, that you may know each other.
The Quran, 49:13
Culture is a thin but very important veneer that you must be careful not to scratch. People from different cultures are basically the same and respond in the same way. However, make sure that you understand their basic customs and show an interest and willingness to learn the differences between your cultures.
Mike Wills
Culture is the way in which a group of people solves problems and reconciles dilemmas.
E. Schein
Culture is the fabric of meaning in terms of which human beings interpret their experience and guide their action.
Clifford Geertz
№9 слайд
![quot What is culture? How can](/documents/306c6793967be7c3c2bea37eb188a43b/img8.jpg)
Содержание слайда: "What is culture?
How can it be defined and what does it do?"
Quotations
I do not want my house to be walled in on all sides and my windows to be stuffed. I want the cultures of all the lands to be blown about my house as freely as possible. But I refuse to be blown off my feet by any.
Mahatma Gandhi
Culture is a little like dropping an Alka-Seltzer into a glass-you don't see it, but somehow it does something.
Hans Magnus Enzensberger
If man is to survive, he will have learned to take a delight in the essential differences between men and between cultures. He will learn that differences in ideas and attitudes are a delight, part of life's exciting variety, not something to fear.
Gene Roddenberry
On a group of theories one can found a school; but on a group of values one can found a culture, a civilization, a new way of living together among men.
Ignazio Silone
№10 слайд
![quot What is culture? How can](/documents/306c6793967be7c3c2bea37eb188a43b/img9.jpg)
Содержание слайда: "What is culture?
How can it be defined and what does it do?"
Quotations
A culture may be conceived as a network of beliefs and purposes in which any string in the net pulls and is pulled by the others, thus perpetually changing the configuration of the whole.
Jacques Barzun
Culture is the name for what people are interested in, their thoughts, their models, the books they read and the speeches they hear, their table-talk, gossip, controversies, historical sense and scientific training, the values they appreciate, the quality of life they admire. All communities have a culture. It is the climate of their civilization.
Walter Lippmann
Culture means control over nature.
Johan Huizinga
Culture is roughly anything we do and the monkeys don't.
Lord Raglan
№11 слайд
![Types of culture CORPORATE](/documents/306c6793967be7c3c2bea37eb188a43b/img10.jpg)
Содержание слайда: Types of culture
● CORPORATE CULTURE (for example, the culture of Microsoft)
● PROFESSIONAL CULTURE (for example, the culture of lawyers or doctors)
● GENDER CULTURE (for example, the different cultures of men and women)
● AGE CULTURE (for example, the culture of young, middle-aged, and old people)
● RELIGIOUS CULTURE (for example, Catholicsm, Islam)
● REGIONAL CULTURE (for example, Northern and Southern Italy)
● CLASS CULTURE (for example, working class, middle class, and upper class)
factors that bind people together
№12 слайд
![Types of culture](/documents/306c6793967be7c3c2bea37eb188a43b/img11.jpg)
Содержание слайда: Types of culture
intracultural
The term intracultural is used to describe data and interactional data from within one cultural group.
For example: Value variations among Germans is intracultural.
intercultural
The term intercultural is generally used to describe comparative data and studies of a large number of cultures, or studies that try to identify dimensions that are not culture specific.
For example: Hofstede's work is intercultural, as it desribes cultural dimensions applicable for all cultures.
Intercultural is also used to describe interactional data from
members of different cultural backgrounds (normally more than two).
№16 слайд
![Hofstede Geert Hofstede, the](/documents/306c6793967be7c3c2bea37eb188a43b/img15.jpg)
Содержание слайда: Hofstede
Geert Hofstede, the Dutch social psychologist and engineer, collected data from employees of IBM in the late 1960s and early 1970s.
His database covered employees working in 72 of the company's national subsidiaries, who followed 38 different occupations, and spoke 20 languages.
More than 116,000 questionnaires were distributed, each with over 100 questions.
Hofstede published his findings in 1980 in a groundbreaking book called Culture's Consequences, which has had an enormous influence on the further development
of the field.
№17 слайд
![Hofstede He identified four](/documents/306c6793967be7c3c2bea37eb188a43b/img16.jpg)
Содержание слайда: Hofstede
He identified four dimensions:
individualism/collectivism
uncertainty avoidance
power distance
masculinity/femininity
Hofstede later extended his work to include a fifth dimension: LONG-TERM ORIENTATION . Although generally highly respected, his work has been criticized for concentrating too much on national cultures.
№18 слайд
![Individualist and](/documents/306c6793967be7c3c2bea37eb188a43b/img17.jpg)
Содержание слайда: Individualist and Collectivist cultures
Individualist cultures stress self-realization, whereas collectivist ones require that the individual fits into the group.
The collectivist idea is illustrated by the Japanese saying 'The nail that stands out must be hammered down'.
In individualist cultures, people look after
themselves and their immediate family, whereas in collectivist ones they look after a wider group, in exchange for loyalty.
№19 слайд
![Individualist and](/documents/306c6793967be7c3c2bea37eb188a43b/img18.jpg)
Содержание слайда: Individualist and Collectivist cultures
Collectivist cultures tend to have the following features:
identity is based on the social network to which you belong
harmony should be maintained
communication is high context
employer—employee relationships are like a family link
decisions on employing people take the group into account
management is management of groups
relationship is more important than task.
(Adapted from Hofstede 1991:67)
№20 слайд
![Individualist and](/documents/306c6793967be7c3c2bea37eb188a43b/img19.jpg)
Содержание слайда: Individualist and Collectivist cultures
Individualist cultures stress self-realization, whereas collectivist ones require that the individual fits into the group.
The collectivist idea is illustrated by the Japanese saying 'The nail that stands out must be hammered down'.
In individualist cultures, people look after
themselves and their immediate family, hereas in collectivist ones they look after a wider group, in exchange for loyalty.
№21 слайд
![Individualist and](/documents/306c6793967be7c3c2bea37eb188a43b/img20.jpg)
Содержание слайда: Individualist and Collectivist cultures
Individualist cultures tend to have the following features:
identity is based on the individual
honest people speak their mind
communication is low context
employer-employee relationships are based on a contract
decisions to employ people take skills into account
management is management of individuals
task is more important than relationship.
(Adapted from Hofstede 1991:67)
№22 слайд
![The Power Distance Index PDI](/documents/306c6793967be7c3c2bea37eb188a43b/img21.jpg)
Содержание слайда: The Power Distance Index (PDI) is one of the five intercultural dimensions developed by Hofstede. This cultural dimension looks at how much a culture does or does not value hierarchical relationships and respect for authority.
Below is a country list illustrating the scores compiled by Professor Geert Hofstede with regards to the dimension named
№24 слайд
![Cultivating the Right](/documents/306c6793967be7c3c2bea37eb188a43b/img23.jpg)
Содержание слайда: Cultivating the Right Attitude
Individualism is one of the five intercultural dimensions developed by Hofstede. This cultural dimension looks at how much a culture emphasises the rights of the individual versus those of the group (whether it be family, tribe, company, etc).
Individualist cultures include the United States and much of Western Europe, where personal achievements aremphasised.
Collectivist cultures, such as China, Korea, and Japan, emphasize the group such as the family and at work this manifests in a strong work group mentality.
№25 слайд
![Cultivating the Right](/documents/306c6793967be7c3c2bea37eb188a43b/img24.jpg)
Содержание слайда: Cultivating the Right Attitude
Masculinity is one of the five intercultural dimensions developed by Hofstede. It is also one of the least understood as many people tend to associate it with masculinity literally. In essence it looks at the degree to which 'masculine' values like competitiveness and the acquisition of wealth are valued over 'feminine' values like relationship building and quality of life.
№26 слайд
![From Hofstede s research](/documents/306c6793967be7c3c2bea37eb188a43b/img25.jpg)
Содержание слайда: From Hofstede's research Japan was found to
From Hofstede's research Japan was found to
be the world's most masculine society, with a
rating of 95. Sweden was the most feminine with a rating of 5.
Other examples of "masculine" cultures include the USA, the Germany, Ireland and Italy.
"Feminine" cultures include Spain, Thailand, Korea, Portugal and the Middle East.
№27 слайд
![Uncertainty avoidance is one](/documents/306c6793967be7c3c2bea37eb188a43b/img26.jpg)
Содержание слайда: Uncertainty avoidance is one of the five intercultural dimensions developed by Hofstede. In essence this cultural dimension measures a country or culture's preference for strict laws and regulations over ambiguity and risk. According to the Hofstede's findings Greece is the most risk-averse culture while Singapore the least. Generally speaking Protestant countries and those with Chinese influences score low. Catholic, Buddhist and Arabic speaking countries tend to score high in uncertainty avoidance.
Below is a сountry list illustrating the scores compiled by Professor Geert Hofstede with regards to the dimension named
№29 слайд
![The Cultural Comparison Graph](/documents/306c6793967be7c3c2bea37eb188a43b/img28.jpg)
Содержание слайда: The Cultural Comparison Graph –
he areas where the two cultures differ greatly
PDI (Power Distance Index) - the degree of equality or inequality between people in a country's society.
IDV (Individualism) - the degree to which a culture values and reinforces the importance of the individual as opposed to the group.
MAS (Masculinity) - the degree to which a culture reinforces the traditional role of males vs females.
VAI (Uncertainty Avoidance) - the level of tolerance for uncertainty and ambiguity within a culture.
№30 слайд
![Trompenaars Dutchman, Fons](/documents/306c6793967be7c3c2bea37eb188a43b/img29.jpg)
Содержание слайда: Trompenaars
Dutchman, Fons Trompenaars, carried out research on
15,000 managers from 28 countries. His findings can be
found in the Very successful book, Riding the Waves of
Culture (Trompenaars and Hampden-Turner 1997).
He describes three main cultural dimensions:
RELATIONSHIPS WITH PEOPLE
ATTITUDE TO TIME
ATTITUDE TO THE ENVIRONMENT
№31 слайд
![Intercultural Competence is](/documents/306c6793967be7c3c2bea37eb188a43b/img30.jpg)
Содержание слайда: Intercultural Competence is
The fundamental acceptance of people who are different to oneself outside one's own culture.
The ability to interact with them in a genuinely constructive manner which is free of negative attitude (e.g. prejudice, defensiveness, apathy, aggression etc.)
The ability to create a synthesis, something which is neither "mine" nor "yours", but which is genuinely new and would not have been possible had we not combined our different backgrounds and approaches.
№32 слайд
![Benefits of cross cultural](/documents/306c6793967be7c3c2bea37eb188a43b/img31.jpg)
Содержание слайда: Benefits of cross cultural competence
training
Self-Awareness: People learn about their own strengths, weaknesses, prejudices and preconceptions.
Builds Confidence: Cultural competency training promotes self-confidence in individuals and teams through empowerment.
Breaks down Barriers: Our cultural training demystifies 'the other' and creates awareness.
Builds Trust: Awareness leads to dialogue which leads to understanding which results in trust.
Motivates: Through self-analysis people begin to recognise areas in which they need to improve and become motivated to develop.
№33 слайд
![Benefits of cross cultural](/documents/306c6793967be7c3c2bea37eb188a43b/img32.jpg)
Содержание слайда: Benefits of cross cultural competence
training
Opens Horizons: Cultural competency training helps people think outside the box.
Develops Skills: Participants develop better 'people skills' - they begin to deal with people with sensitivity and empathy.
Develops Listening Skills: By becoming good listeners, people become good communicators.
Using Common Ground: Rather than focus on differences participants move towards creating a shared space.
Career Development: Cross cultural competence training enhances people's skills and therefore future employment opportunities.
№34 слайд
![The interculturally effective](/documents/306c6793967be7c3c2bea37eb188a43b/img33.jpg)
Содержание слайда: The interculturally effective person
Simply stated, an interculturally effective person is omeone
who is able to live contentedly and work successfully in
another culture.
Taken a little further, the interculturally effective person has
three main attributes:
an ability to communicate with people of another culture in a way that earns their respect and trust
the capacity to adapt his/her professional skills (both technical and managerial) to fit local conditions and constraints
the capacity to adjust personally so that s/he is content and generally at ease in the host culture
№35 слайд
![Breaking the Barriers of](/documents/306c6793967be7c3c2bea37eb188a43b/img34.jpg)
Содержание слайда: Breaking the Barriers of Intercultural Communication
1. Break Assumptions
Assumptions are beliefs rather than objective truth
and are usually influenced by a number of
subjective factors.
2. Empathise
Through putting yourself in someone else's shoes
you come to see or appreciate their oint of view.
3. Involve
Involving others in tasks or decision making
empowers and builds strong relationships, a
more creative approach to problem solving as it
incorporates different points of view.
№36 слайд
![Breaking the Barriers of](/documents/306c6793967be7c3c2bea37eb188a43b/img35.jpg)
Содержание слайда: Breaking the Barriers of Intercultural Communication
4. Discourage Herd Mentality
It encourages creativity, innovation and advancement
5. Shun Insensitive Behaviour
By attacking someone's person, you attack their culture
and therefore their dignity. This can only be divisive.
6. Be Wise
Intercultural communication is essentially founded upon
wisdom, i.e. showing maturity of thought and action in
dealing with people.
№37 слайд
![The widely known work of](/documents/306c6793967be7c3c2bea37eb188a43b/img36.jpg)
Содержание слайда: The widely known work of Milton Bennett helps to elucidate the process
The widely known work of Milton Bennett helps to elucidate the process
of adaptation to a new culture. In his work, Developmental Model of
Intercultural Sensitivity, 1993, he describes six main stages in the
development of intercultural sensitivity:
denial
defensiveness
minimization
acceptance
adaptation
integration
№40 слайд
![The Cultural Adjustment](/documents/306c6793967be7c3c2bea37eb188a43b/img39.jpg)
Содержание слайда: The Cultural Adjustment Process
There are several stages most newcomers go
through in adjusting to a new culture.
1. Fun: The excitement and adventure of experiencing new people, things, and opportunities.
2. Flight: The urge to avoid everything and everyone that is different. This stage is characterized by symptoms similar to those seen in cases of clinical depression, but as a reaction to culture shock.
№41 слайд
![The Cultural Adjustment](/documents/306c6793967be7c3c2bea37eb188a43b/img40.jpg)
Содержание слайда: The Cultural Adjustment Process
There are several stages most newcomers go through in adjusting to a new culture.
3. Fight: The temptation to judge people or things that may be different in a negative light. At this stage, one wrestles with the influence of the new culture while resisting giving up one's original cultural identity. Hopefully, a blend will emerge that fits you well.
4. Fit: Willingness to understand, to embrace, and to creatively interact with the new culture. At this final stage, adaptation to the local culture has been made and hopefully one has made a decent adjustment.
№45 слайд
![MONOCHRONIC PEOPLE](/documents/306c6793967be7c3c2bea37eb188a43b/img44.jpg)
Содержание слайда: MONOCHRONIC PEOPLE POLYCHRONIC PEOPLE
do one thing at a time
concentrate on the job
take time commitments (deadlines,schedules) seriously
are low-context and need information
are committed to the job
adhere religiously to plans
are concerned about not disturbing others; follow rules of privacy and consideration
show great respect for private property; seldom borrow or lend
emphasize promptness
are accustomed to short-term
relationships
№47 слайд
![Values continuum Time and Its](/documents/306c6793967be7c3c2bea37eb188a43b/img46.jpg)
Содержание слайда: Values continuum
Time and Its Control --------- Human Interaction
(punctuality, keeping schedules) (relations between people most
important)
Personal Control over ---------- Fate
the Environment (course of events is beyond power or
(Each person should control control)
is beyond power whatever
might affect him)
Self-Help ---------- Birthright Inheritance
(a person's achievement (privilege of birth; inherited
on his own) wealth or social position)
№48 слайд
![Values continuum Change](/documents/306c6793967be7c3c2bea37eb188a43b/img47.jpg)
Содержание слайда: Values continuum
Change ------------------ Tradition
(connotes improvement, (honours rich and ancient
development, growth and heritage/ civilization)
progress)
Future Orientation ------------------- Past orientation
(looking to future as better, (past kept alive, today’s
planning and goal setting) world seen as continuity
of past)
Individualism/Privacy ------------------- Group’s welfare
Competition ------------------- Cooperation
№49 слайд
![Values continuum Equality](/documents/306c6793967be7c3c2bea37eb188a43b/img48.jpg)
Содержание слайда: Values continuum
Equality --------------- Hierarchy/Rank/System
(position in society clearly define
by rank/status)
Informality -------------- Formality
Practicality/Efficiency -------------- Idealism
(philosophical, knowledge for
knowledge’s sake)
Directness/Openness/
Honesty --------------- Indirectness/Ritual/”Face”
Action/Work Orientation --------------- “Being” Orientation
(action is superior to inaction) (state of inaction is acceptable,
concern with the nature of
existence and inner self)
Materialism/Acquisitiveness -------------- Spiritualism/Detachment
№51 слайд
![The seven sub-categories of](/documents/306c6793967be7c3c2bea37eb188a43b/img50.jpg)
Содержание слайда: The seven sub-categories of value
dimensions identified were
Universalism versus Particularism
Communitarianism versus Individualism
Neutral versus Emotional
Defuse versus Specific cultures
Achievement versus Ascription
Human-Time relationship and Human-Nature relationship
№58 слайд
![Paralanguage It is not only](/documents/306c6793967be7c3c2bea37eb188a43b/img57.jpg)
Содержание слайда: Paralanguage
It is not only words used that convey a message, but also
range of other factors, such as our tone of voice, and the
speed or pitch of what we say.
Intonation patterns and tone of voice vary widely in different
cultures. What in one culture sounds like a hysterical
argument, in another would be considered to be the norm
for a reasonable discussion. Geoff Woodside came to the
wrong conclusion about the tone ofthe conversation when
he judged the sound of people speaking in Polish by the
Very different intonation patterns in English.
№60 слайд
![Edward Hall , distinguished](/documents/306c6793967be7c3c2bea37eb188a43b/img59.jpg)
Содержание слайда: Edward Hall (1976, 1989) distinguished between high-context and low-context cultures.
High-context culture: a culture in which people tend to rely heavily on a range of social and non-verbal dues when communicating with others and interpreting their messages.
Low-context culture: a culture in which people tend to focus on the written and spoken word when communicating with others and interpreting their messages.
№64 слайд
![Forms of address China - the](/documents/306c6793967be7c3c2bea37eb188a43b/img63.jpg)
Содержание слайда: Forms of address
China - the family name only for business purposes - the surname, together with a title
India - the appropriate formal title
Italy - wait until invited to move to a first name basis
Spain - the basic titles of courtesy followed by the surname
Sweden - his/her first name
Japan - first names are usually reserved for family and close friends even if you are on a first name basis, it is appropriate to use his or her last name in the presence of colleagues use courtesy titles in addition to last names use professional titles in the place of actual names
№65 слайд
![Greetings Across Cultures](/documents/306c6793967be7c3c2bea37eb188a43b/img64.jpg)
Содержание слайда: Greetings Across Cultures
Germany - firm, brief handshakes
- avoid shaking hands with one hand in your
pocket
Italy - an enthusiastic handshake yet rather formal with
direct eye contact and a smile suffices between
strangers
- air-kissing on both cheeks, starting with the left is
often added as well as a pat on the back between
men once a relationship develops
№66 слайд
![Greetings Across Cultures](/documents/306c6793967be7c3c2bea37eb188a43b/img65.jpg)
Содержание слайда: Greetings Across Cultures
India - a handshake
the namaste - the palms are brought together at
chest level with a slight bow of the head
Russia - a (very) firm handshake
Turkey - shake hands firmly
- greet friends and relations with either one or two
kisses on the cheek
- respect elders by kissing their right hand then
placing the forehead onto the hand
№68 слайд
![Asia Asia Afghanistan](/documents/306c6793967be7c3c2bea37eb188a43b/img67.jpg)
Содержание слайда: Asia:
Asia:
Afghanistan Azerbaijan Bahrain Bangladesh China
Georgia India Iran Kuwait Pakistan Russia Saudi
Arabia Sri Lanka Turkey
Africa:
Algeria Egypt Morocco South Africa Tunisia
Europe:
Austria Belgium Bulgaria Cyprus Czech Republic
Denmark Estonia Finland France Germany
Greece Hungary Italy Lithuania Luxembourg Neth
erlands Norway Portugal Romania Spain
№96 слайд
![Socializing Negative](/documents/306c6793967be7c3c2bea37eb188a43b/img95.jpg)
Содержание слайда: Socializing
Negative perception
The coconut (the private sphere is pretty large and hard to get into) sees the peach as:
superficial not to be taken seriously, childish
too playful insincere
The peach (the public sphere is relatively large and the private sphere is reserved) sees the coconut as:
unapproachable hard
stiff impolite
lacking humour gruff
№106 слайд
![Group and Individual](/documents/306c6793967be7c3c2bea37eb188a43b/img105.jpg)
Содержание слайда: Group and Individual Interests
The defining characteristics of this dimension are:
The relative importance of individual rights vs. the greater good of the group or society
The source of an individual's identity and loyalties
The value of individual contributions vs. teamwork in accomplishing and rewarding business goals
The roles and responsibilities of individuals to other family members
Appropriate levels of assertion and self-promotion within a society
№107 слайд
![If you are going to a more](/documents/306c6793967be7c3c2bea37eb188a43b/img106.jpg)
Содержание слайда: If you are going to a more
Group-oriented society
Individuals feel a strong sense of responsibility for other family members. Family needs will take precedence over professional obligations.
People value their role as a family or team member and identify themselves first as part of a group, then as an individual. They may be uncomfortable if the focus is placed too much on them.
Remember that individuals do not take sole credit for accomplishments, even when credit is primarily due to one person. Instead, employees are rewarded in groups. Do not single people to answer questions, provide ideas or complete a project.
№108 слайд
![If you are going to a more](/documents/306c6793967be7c3c2bea37eb188a43b/img107.jpg)
Содержание слайда: If you are going to a more
Group-oriented society
Promotions will draw heavily on seniority and experience - not performance and achievement.
Decision making may be a slow process, as many individuals across the hierarchy will need to be consulted. However, once consensus is reached, implementation is usually quite rapid.
№109 слайд
![If you are going to a more](/documents/306c6793967be7c3c2bea37eb188a43b/img108.jpg)
Содержание слайда: If you are going to a more
Individualistic society
Don't expect to rely on the group to provide answers. An individual's importance and self-worth are determined by his or her ability to think and work independently.
Try to be accepting of the fact that people live and work more independently. This may mean that they do not rely on building trusting relationships or networks of loyal contacts to fulfill their personal or professional roles and responsibilities.
As an employer or manager, provide employees with sufficient opportunities for independent problem solving. Individuals will respond well to being given the autonomy, independence and flexibility to get the job done.
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![If you are going to a more](/documents/306c6793967be7c3c2bea37eb188a43b/img109.jpg)
Содержание слайда: If you are going to a more
Individualistic society
Be aware that it is culturally appropriate for employees to identify opportunities to demonstrate their abilities and "make their mark." In meetings and presentations, individuals will strive to distinguish themselves. Presentations tend to be dynamic and interactive.
Remember that individual expression is encouraged and will be demonstrated in people's appearance, behavior and the way they decorate their homes and offices.
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![Status versus Balance](/documents/306c6793967be7c3c2bea37eb188a43b/img110.jpg)
Содержание слайда: Status versus Balance Motivation
The defining characteristics of this dimension are:
The relative importance and value attached to professional vs. personal lives
The presence or absence of government-sponsored initiatives relating to family welfare benefits
The source of an individual's identity and self-esteem
Tolerance for blurring the lines between professional and personal lives
How status and success are defined by a society
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![If you are going to a Status](/documents/306c6793967be7c3c2bea37eb188a43b/img111.jpg)
Содержание слайда: If you are going to
a Status Motivation society
Recognize that to succeed in this environment, you will be expected to make sacrifices in the form of longer work hours, shorter vacation allowances and possibly frequent travel or moves.
Be aware that people will discuss business anytime, anywhere with anyone.
Recognize that people will use professional identity and achievements to evaluate others, and to provide a frame of reference for relating to others.
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![If you are going to a Status](/documents/306c6793967be7c3c2bea37eb188a43b/img112.jpg)
Содержание слайда: If you are going to
a Status Motivation society
Whether in a new social or business situation, always be assertive and introduce yourself. Self-promotion is an acceptable part of the business culture in this competitive environment. Always carry business cards.
Expect people from different social backgrounds to work and socialize comfortably together. Rather than family background or connections, individuals will be evaluated - and define themselves—based on professional or personal accomplishments.
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![If you are going to a society](/documents/306c6793967be7c3c2bea37eb188a43b/img113.jpg)
Содержание слайда: If you are going to a society with
a Balance orientation
Recognize that employees will value their personal time, take longer vacation allowances, and will be reluctant to work late or on weekends.
Small talk at business or social functions will cover every aspect of an individual's life and interests - and not focus exclusively on professional matters.
Employees may have a strong work ethic and work hard, but they are more likely to work on a prescribed basis, not working beyond prescribed duties or hours.
Recognize that attempts to network, to generate business leads, or to talk about work in general at social functions is considered inappropriate.
Employees will be less willing to relocate for their jobs. Family obligations will take precedence over professional loyalties or advancement.
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![Entertaining for business](/documents/306c6793967be7c3c2bea37eb188a43b/img114.jpg)
Содержание слайда: Entertaining for business success
China -“The Morning Tea” Evening banquets
Yum Cha' tea drinking ritual
Home entertaining
India - Dinner at home
Iran - Restaurant At functions
Germany - Business Lunch
Italy - Dining with a certain protocol
Japan - Restaurant of your own culture
“Karaoke” bars
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