- •Introduction
- •Syllabus
- •Lecture 1
- •Introduction to contemporary business culture. Cultural traditions and business communication style of the usa Plan of the Lecture
- •1. Introduction to contemporary business culture.
- •The usa. Country background.
- •3. Values and attitudes characteristic of the americans
- •4. Business practice in the usa
- •5. Business etiquette in the usa
- •6. Protocol
- •2. Values and attitudes.
- •3. Busines practice.
- •4. Business etiquette
- •5. Protocol
- •2. Values and attitudes.
- •3. Business practice.
- •4. Business etiquette
- •5. Protocol
- •2. Values and attitudes
- •3. Busiess practice
- •4. Business etiquette
- •5. Protocol
- •2. Values and attitudes characteristic of the chinese
- •3. Business practice of china
- •4. Chinese business etiquette
- •5. Protocol
- •2. Values and attitudes characteristic of the japanese
- •3. Business practice in japan
- •4. Japanese business etiquette
- •5. Protocol
- •Theme 1.
- •Introduction to international business culture. Cultural traditions and business communication style of the usa. (2 hrs) Questions
- •Case study
- •Topics for essays.
- •Recommended sources:
- •Case study.
- •Actual case Ending the fh-Fyffes and Pernod-Ricard Disagreement
- •Topics for essays
- •Recommended sources
- •Case study.
- •Topics for essays
- •Recommended sources
- •Case study
- •The Solution
- •Topics for essays
- •Recommended sources
- •Case study
- •Topics for essays
- •Recommended sources
- •Case study
- •Topics for essays
- •Recommended sources
- •Internet sources
- •Questions for credit
- •Glossary
- •Contents
- •Introduction 1
- •Lecture Course
- •Seminar program
Topics for essays
1. Do’s and taboos in protocol of different countries.
2. The role of entertaining in building if business relationships in different countries.
3. Keeping up with electronic (e-mail) etiquette.
4. Culture shock and how to cope with it.
Recommended sources
1. Axteil, Roger F. Do's and Taboos around the World. New York: John Wiley and Sons, 1990.
2. Copeland, Lennie, and Lewis Griggs. Going International. New York: Random House, 1985.
3. Fons Trompenaars and Charles Hampden-Turner: Riding the Waves of Culture. NB Books, 2003.
4. Gesteland, Richard R. Cross-Cultural Business Behavior: Marketing, Negotiating, Sourcing and Managing Across Cultures. 4th ed. Copenhagen Business School Press, 2005.
5. Lewis, Richard D. When Cultures Collide: Leading Across Cultures. 3rd ed. Nicholas Brealey International, 2005.
6. Maureen Guirdham: Communicating Across Cultures at Work. Palgrave Macmillan, 2005.
7. Milton J Bennett: Basic Concepts of Intercultural Communication. NB Books, 1998.
8. Moran, Robert T., Philip R. Harris, and Sarah V. Moran. Managing Cultural Differences. 7th ed. Elsevier, 2007.
9. Morrison, Terri, and Wayne A. Conaway. Kiss, Bow, or Shake Hands: The Bestselling Guide to Doing Business in More Than 60 Countries. Adams Media, 2006.
10. Tomalin, B. and Nicks, M.: The World’s Business Cultures and How to Unlock Them. Thorogood Publishing. London, 2007.
Internet sources
1. http://www.expatfocus.com/expatriate-france-business-culture
2. http://www.cyborlink.com/besite/france.htm
3. http://dir.yahoo.com/Regional/Countries/France/Society_and_Culture/
4. http://www.worldbusinessculture.com/Business-in-France.html
Theme 4.
Cultural traditions and business communication style of Germany. (2 hrs)
Questions
1. What essential features of Germany as a country and a federal state can you mention?
2. What details concerning making appointments should a businessperson traveling to Germany know? (punctuality, modes of arranging a meeting, working hours, vacation period, etc.)
3. What are the peculiarities of German business practice?
4. What is German business culture characterized by?
5. Can you characterize negotiation techniques and decision making in Germany?
6. What do you know about business entertaining and protocols in Germany? (greetings, titles, form of address, etc.).
Case study
FRENCH – GERMAN BREAKDOWN
A major French manufacturing company needed a new computerized system for its shipping and handling department. The French company hired a German software and engineering company to develop the computerized equipment. This equipment was going to be put in the French company's warehouses. The two companies agreed on a plan with the following four phases: 1) develop software specifications for the shipping and handling department, 2) design the software, 3) make the computerized machines using the software, and 4) put the new equipment in the warehouses. They also developed a general schedule of when each phase should be completed.
In the first phase, the two companies agreed on the preliminary specifications for the new software and began to write a more detailed description of these specifications. At first, these meetings were friendly and effective. The two teams used English in the meetings and had no difficulty speaking to each other. However, within three months there was a breakdown in communication and cooperation between the two companies.
The German engineers complained that the French team changed the software plans too frequently. Every time the German team thought they had an agreement on the detailed specifications of the computer software, the French team came up with new ideas and changes which delayed the project. The German team complained that the French were often late and therefore the deadlines were not being met.
The French team also had complaints. They said that after the preliminary specifications were made, they thought of some basic ideas that would lead to great improvements. The German team rejected the new ideas even though the new ideas might be important because they said they were finished with that step in the process. The French team complained that the German team required fixed dates for everything and only cared about keeping the schedule.