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    Communicate Across The Cultural Divide P. 21

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    Andreea Alexandra
    Managers and executives regularly interact with foreign colleagues without leaving their offices due to changes in the modern workplace. However, this increased interaction across cultures can result in dramatic differences in communication styles, expectations, and personality traits between business leaders from different countries. Research shows that agreeableness and emotional balance account for the biggest differences, with UK business leaders scoring lower on agreeableness and managers in countries like Saudi Arabia and Japan more focused on group harmony and in touch with emotions. Given these stark cultural divides, it is important to understand and adapt one's personal style to effectively communicate and work with international colleagues.

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    Communicate Across The Cultural Divide P. 21

    Uploaded by

    Andreea Alexandra
    383 views2 pages
    Managers and executives regularly interact with foreign colleagues without leaving their offices due to changes in the modern workplace. However, this increased interaction across cultures can result in dramatic differences in communication styles, expectations, and personality traits between business leaders from different countries. Research shows that agreeableness and emotional balance account for the biggest differences, with UK business leaders scoring lower on agreeableness and managers in countries like Saudi Arabia and Japan more focused on group harmony and in touch with emotions. Given these stark cultural divides, it is important to understand and adapt one's personal style to effectively communicate and work with international colleagues.

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    Communicate Across the Cultural Divide p. 21

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    Managers and executives regularly interact with foreign colleagues without leaving their offices due to changes in the modern workplace. However, this increased interaction across cultures can result in dramatic differences in communication styles, expectations, and personality traits between business leaders from different countries. Research shows that agreeableness and emotional balance account for the biggest differences, with UK business leaders scoring lower on agreeableness and managers in countries like Saudi Arabia and Japan more focused on group harmony and in touch with emotions. Given these stark cultural divides, it is important to understand and adapt one's personal style to effectively communicate and work with international colleagues.

    Copyright:

    © All Rights Reserved
    Download as ODT, PDF, TXT or read online from Scribd
    Download as odt, pdf, or txt
    383 views2 pages

    Communicate Across The Cultural Divide P. 21

    Uploaded by

    Andreea Alexandra
    Managers and executives regularly interact with foreign colleagues without leaving their offices due to changes in the modern workplace. However, this increased interaction across cultures can result in dramatic differences in communication styles, expectations, and personality traits between business leaders from different countries. Research shows that agreeableness and emotional balance account for the biggest differences, with UK business leaders scoring lower on agreeableness and managers in countries like Saudi Arabia and Japan more focused on group harmony and in touch with emotions. Given these stark cultural divides, it is important to understand and adapt one's personal style to effectively communicate and work with international colleagues.

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    Communicate across the cultural divide

    cultural divide = diferente culturale


    across = peste

    Until quite recently, company leaders who worked closely with foreign colleagues
    either travelled regularly or were transferred overseas. But the world of work has changed
    dramatically. Now, many managers regularly interact with foreign clients, vendors or fellow
    employees without ever leaving their offices.
    until quite recently = până de curând
    overseas = in strainatate
    either = fie
    vendor = furnizor
    fellow employees = colegii sai

    For instance, an HR manager in London may, on the same day, talk with a colleague
    in Asia and a customer in the US. Or, a software developer in Dublin can pass on an around-
    the-clock software project each afternoon to a colleague in California and get it back the
    next morning from a colleague in Bangalore.
    for instance = de exemplu
    to pass on sth = to refuse an opportunity or decide not to take part in something
    around-the-clock = non-stop

    This increased interaction with colleagues in other countries can result in a dramatic
    contrast in styles, cultures and expectations. That, in turn, makes it more important to
    ensure your organisation has access to the interpersonal and management skills needed to
    be effective in the countries in which it operates.
    in turn = la randul sau, in schimb

    Research from global HR consulting firm Personnel Decisions International (PDI)


    suggests that there are significant differences in core personality traits between business
    leaders from different countries.
    PDI examined responses on its global questionnaire from nearly 7,500 managers and
    executives in more than 500 organisations across 12 countries. The survey looked at 39
    specific traits that make up what industrial psychologists call ‘The Big Five’– emotional
    balance, extroversion, conscientiousness, agreeableness, and openness to new experiences.
    survey = studio, ancheta
    to make up = a alcatui, a forma
    Chief among the research findings is the fact that agreeableness and emotional
    balance account for the biggest differences between managers and executives working
    across different countries.
    Business leaders in the UK had among the lowest scores on agreeableness – the
    tendency to seek group harmony – and received average scores in emotional balance.
    Executives in the UK, as well as other EU countries including Germany and the Netherlands,
    scored high on extroversion, meaning they like to work in groups.
    to seek = a cauta
    In contrast, managers and executives in countries such as Saudi Arabia and Japan are
    more concerned about maintaining group harmony, and seem more in touch with their
    emotions and feelings, but they are less inclined to speak openly.
    Given increased international interaction and stark differences in styles and cultures,
    it’s important for you to be able to match your personal and communication styles with
    those of colleagues in other countries.
    stark differences = diferente puternice
    to match = a se potrivi pe masura

    “Without realising it you may not put be putting as much emphasis on group
    harmony, so you are at risk of coming across as more abrupt or non-caring to managers in
    countries such as Japan or Saudi Arabia,”says Simon Callow, vice-president and managing
    director of PDI UK.

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