market_leader_3e_-_intermediate_-_course_book (852196), страница 15
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. . . . . . . . . . . for both people involved.3In many countries, people like to go away from a meeting with a clear . . . . . . . . . . . plan.4Not all cultures have strict approaches to starting and finishing . . . . . . . . . . . or theduration of discussion.5The idea of hierarchy in a culture is one of the6The new manager has a very relaxed attitude towards meetings and sees them as theplace for relationship . .
. . . . . . . . . . and developing trust.. . . . . language can easily be.. areas to bear in mind.. . . talk for a few minutes, then the Chair cleared her7 The participants madethroat and said, 'So, let's get down to8 Their meetings are for clearly defined purposes, and they like to stick to the65STARTING U PEIWhat do you miss most about your own culture when you go abroad?IIIWhy is cultural awareness important for businesspeople? Give examples.IIWhat is culture? Choose the four factors that you think are the mostim portant in creating a culture. Give your reasons.climateIIID66historical eventslanguagearchitecturebehaviour and attitudesinstitutionsreligionsocial customs and traditionscuisinegeographyceremonies and festivalsartsDo you think cultures are becoming more alike? Is this a good thing or a badthing? Give reasons for your answers. Think about:•improved communications•cheap foreign travel•global business•trading groups (such as the E U , ASEAN, USAN)How important are these things when doing business in your country?Are they a) important, b) not important or c) best avoided?•exchanging business cards•being formal o r informal•shaking hands•punctuality•bowing•humour•kissing•eye contact_mWiil!�•socialising with contacts•••giving presentssmall talk before meetings•being direct (saying exactly what you think)accepting interruption•using first names�)>> (01.44 J eff Toms is Marketing Director at an international cultural trainingcentre.
Listen to the first part of the i nterview and answer the questions.Culturaldifferences1What two factors affect the 'Middle East clock'?2What can cause problems for Americans when they do business with Latin cu ltures?Il�)>> (01.45 Listen to the second part of the interview and say what qualitiesII�)>> (01.46 Listen to the final part of the interview and complete the gaps.companies should look for when sending staff abroad.think also one of the key features of the successful' is to be non·1, For instance, if you're coming from an Asian culture to try and do business witha Western culture, for certain the way that people do things will be fundamentally differentI_ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _0 • • • • • • • • • • •Jeff Toms-the_ . _ .
_ . __ . _ . __ _ _ _ _ _ _ _ _ _ _Watch theinterview onthe OVO-ROM_S',the structure, the. _ . _ .. _ . _ . __ . _ . _ .. _ . _ . _',the seniority and theof the people you're doing business with - will be fundamentally different.If you could be sent anywhere i n the world to work, which country would youchoose? What aspects of its culture do you particularly like?67UNIT 7 •• CULTURESaId iomsWEJJ., j..� Gl?!" DOWNto BUSINESS, NOWOf.IRT'NavE BROKEN Tt-IfO ICEI���Complete the idioms in the sentences below with the words in the box_end1eyefirefootwaterwaterSmall talk is one way to break the i � " when meeting someone for the first time..2 I was thrown in at the deep.. . . . .
. . . . when my company sent me to run the Germanoffice. I was only given two days' notice to get everything ready.. • •Y�eye. . .3 We don't see eye to . . . . .with our US parent company about punctuality. We havevery different ideas about what being 'on time' means. It's a question of culture.. . .
. . . .4 I got into hot . . . . . . . . . . . . with my boss for wearing casual clothes to the meeting with thepotential Japanese customers.5I really put my . . . . . . . . . . . . in it when I met our Spanish partner. Because I was nervous,I said 'Who are you?' rather than 'How are you?'.6I get on like a house on . . . . . . . . . .
. . with our Polish agent; we like the same things andhave the same sense of humour.7 When I visited China for the first time, I was like a {ish out of. .so different, and I couldn't read any of the signs!8 My first meeting with our overseas clients was a realthat style of negotiation before..
. . Everything was. . . -opener. I hadn't seenI!I�)>> CD 1.47 Listen to eight people using the idioms from Exercise A and checkIIConsider the context of each idiom in Exercise A and decide which have:mMatch the idioms in Exercise A (1-8) to the correct meanings (a-h)_your answers_a) a positive meaningb) a negative meaning.a) given a difficult job to do without preparationb) quickly have a friendly relationship with someonec) feel uncomfortable in an unfamiliar situationd) sayar do something without thinking carefully, so that you embarrass or upset someonee) disagree with someonef) an experience where you learn something surprising or something you did not know beforeg) make someone you have just met less nervous and more willing to talkh) get into troubleDWork in pairs or small groups_ Discuss the following.1What tips do you have for breaking the ice at meetings with new clients/people fromother cultures?2 Talk about a place you have visited which was a real eye-opener.3Describe a situation when youa) put your foot in itSee the DVD-ROMfor the i-Glossary.68�Vb) felt like a {ish out afwaterc) got into hot waterd) were thrown in at the deep end.UNIT 7 •• CULTURESM"IiI!�Culture shock_Read the article below quickly and decide which of the following (1-5) are:a) referred to in a positive way in the textb) referred to in a negative way in the textc) not referred to at all.1understanding the culture of the country you are living in2 asking British colleagues personal questions when you meet them for the Rrst timehiring staff who are flexible and tolerant34 providing staff with practical support5Dlooking at the role of the spouse (husband o r wife) in the selection of candidatesfor overseas postings.Read the article again and answer the questions.1What things are people from different countries in an organisation:b) likely not to have i n co mm o n?a) likely to have in common2What is 'cultural awareness'?IIWork i n pairs.
What do you think should be covered in a cultural training course?mWrite a paragraph using information from the article and giving tips topeople doing business in the UK.Standard Bank overcomes cu lture shockItisincreasingly5commonfor30employees on international assignments,for South Africans to ask personalwithin its culturally diverse office, itbut without the right cross-culturalquestions of their counterparts shortlyneeded to provide foreign workers withskills,aftera meaningful understanding of BritishstaffbusinesseswillMullen.tooftenHeadstruggle.ofLearning35whileabusiness culture and communicationBritish colleague may perceive this asdiscusses theAmericans' need for personal spacesupport which allowed employees toiscope with the challenges of living andimpactthatculturalrelocating to another country.
In orderbesuccessfullyemployeesmusttransferred.understandthesharesimilarmuchGlobalculturelessthanthatofLatin65theircanmuchthehave(15aboutmoreastyles. It also needed to offer practicalworking in an unfamiliar environment;companiesonaSSignments. Culturalprofessionalknowledge and skills within a singleinappropriate.underestimateColleagues from different countriesmightandBritish colleagues.40host-country culture, he argues.thanshouldnevereffectthatinternationalawarenesssimplycountry'stheir reactions to day-to-day issues70isvisible manifestations of culture shock.knowinghistorysuch as the weather, public transportand social etiquette are often the mostStandardandBankhasengagedCommunicaid, a European culture andinternational organisation, but theirgeography.
It is about understandingwayshow and why cultures work differently.to design a tailored training solutionbody language and ways of doingIt is also important to understandwhich introduces delegates to somebusiness are likely to be completelyyour own cultural make-up in orderof the key cultural differences thatto work more effectively, maximisethey are likely to face in the UK.ofdifferent.working,TheysocialskHls,may have differentpatterns of behaviour which50needteamworkto be understood and appreciated insuccessfully.
For example, whilestrengthencommunicationskillsconsultancy,globalThe Standard Bank group operatesitmay be acceptable for Chinese officeand75competence.order for everyone to work together25introduced,impoliteto20being60and Development at Standard Bank,challenges can have on employees15order to harmonise working practicespeople extremely angry. It is commonWayne10team. The bank recognised that insuch a thing in London would makesendmultinational55in38itsLondondifferentofficecountries,aloneandhas56rangeofworkers in Hong Kong to use the doornationalities.dose button on a lift no matter hownationalities needs to communicatemany people are also getting in, doingeffectively in order to work as oneThiswidefrom Finance Week69UNIT 7 •• CULTURESLANGUAGE REVIEW1Advice,obligation andnecessityo•AdviceWe can use should and shouldn't to give o r ask for advice.Global companies should never underestimate the effect that culture can have.For strong advice, we can use must or mustn't.You mustn't invade a British colleague's personal space tao soon.2 Obligation/Necessityooo3oWe often use must when the obligation comes from the person speaking o r writing.We must show more cultural understanding.We use mustn't to say something is prohibited or is not allowed.You mustn't smoke inside any building.We often use have to to show that the obligation comes from another person orinstitution, not the speaker.You have to get a visa to enter the country.
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