Komunikasi Lintas Budaya Manajemen Inter

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INTERNATIONAL

MANAGEMENT

Disusun Oleh:

Azri (122121014)

Garra Chady Prastowo (122121142) Gyda Chandra R (122121043)

Florida Tiur Ronauli V.L (122120156) Richy Wijaya Wahab (122121101)

Syilvta Nastassia Syahputri (122121120) Willy Tandauli (122120133)

Disusun Oleh:

Azri (122121014)

Garra Chady Prastowo (122121142) Gyda Chandra R (122121043)

Florida Tiur Ronauli V.L (122120156) Richy Wijaya Wahab (122121101)

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Komunikasi Lintas Budaya

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Pembahasan

 Definisi Komunikasi Lintas Budaya

 Hambatan Komunikasi Lintas Budaya

 Karakteristik Komunikasi Lintas Budaya

 Alasan mempelajari Komunikasi Lintas

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Definisi Komunikasi Lintas

Budaya

Komunikasi antar budaya terjadi apabila

sebuah pesan dimengerti dan dihasilkan oleh anggota dari budaya tertentu untuk konsumsi anggota dari budaya yang lain

proses komunikasi antar budaya

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Hambatan Komunikasi Antar

Budaya

 segala sesuatu yang menjadi penghalang

untuk terjadinya komunikasi yang efektif

 Contoh : Amerika Serikat anggukan kepala

mempunyai arti bahwa orang tersebut mengerti sedangkan di Jepang anggukan kepala tidak berarti seseorang setuju

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KARAKTERISTIK KOMUNIKASI LINTAS BUDAYA

 Komunikasi dan bahasa

 Pakaian dan penampilan

 Makanan dan kebiasaan makan

 Waktu dan kesadaran akan waktu

 Penghargaan dan Pengakuan

 Hubungan-Hubungan

 Nilai dan Norma

 Rasa Diri dan Ruang

 Proses mental dan belajar

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ALASAN MEMPELAJARI KOMUNIKASI LINTAS BUDAYA

 Budaya-budaya yang berbeda memiliki

sistem-sistem nilai yang berbeda dan

karenanya ikut menentukan tujuan hidup yang berbeda, juga menentukan cara

berkomunikasi kita yang sangat dipengaruhi oleh bahasa, aturan dan norma yang ada

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Elizabeth Visits GPC’s French Subsidiary

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 Elizabeth Moreno works for Global Pharmaceutical

scientists and managers in latest GPC techniques.

 Elizabeth only have a three hour HR training & no

French language knowledge.

 French does business as very impersonal.  USA and France difference in Management.

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 Research the French culture

oGlobe project: French

 Cultural variables in the communications

process

oHuman orientation : LOW

oPower distance: HIGH

oLeadership style

_{Participative style : MIDDLE}

_{The performance-oriented style (called} “charismatic/value-based”) : HIGH

 English/French translator

What can Elizabeth Moreno do to establish a position of power in front of French managers to help her

accomplish her assignment in five days?

What can Elizabeth Moreno do to establish a position of power in front of French managers to help her

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 Kinesis behaviors: Elizabeth should study their kinesis

behavior patterns and follow what they do.

 “The French tend to regard authority as residing in the role and

not in the person. It is by the power of the position that a French manager gets things done”.

 French= high contact culture (speak their opinions loudly

and face-to-face with one another which show their authority).

 Roles: “The French place more emphasis on the person who

can adapt to any situation by virtue of intellectual quality”.

 Proxemics: In French= Authority is positioned in the middle of

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 Low Context Culture

People are more direct; communication is more about exchanging information, ideas and opinions which they did not care much about nonverbal communication.

_{North Americans, Asians and Northern Europeans.} _{Distant style of body language.}

_{Invasion of intimate space.}

_{Decisions are based on facts rather then intuition.}

_{Communicators are straightforward, concise and efficient}

in telling what action is expected.

What should Elizabeth know about

high-context vs low-context cultures in

Europe?

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‣ _{High Context Culture}

Tend to emphasis interpersonal relationship as they think that developing trust is very important for business transaction. Words might be not that important for and they would combine verbal and nonverbal communication.

_{South Americans, Southern and Eastern Europeans,}

Indonesians and Arabs

_{Prefer to stand close}

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 “Share” her experiences instead of criticize

 French managers view their work as intellectual challenge… require application of individual brainpower  Developing cultural sensitivity

• When acting as a sender a manager must make it a point to know the receiver and to encode the message in a form that will most likely be understood as intended. This requires awareness of his or her own cultural baggage and how it affects the communication process.

‣ Careful Encoding

• In translating his or her intended meaning into symbols for cross cultural

communication the sender must use words, pictures or gestures that are appropriate to the receiver’s frame of reference.

• Language translation is only part of the encoding process; the message also

‣ Proxemics

• Deals with the influence of proximity and space on communication with both

personal space and office lay out.

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 Highlight the main issue that might be faced in

other country, plus some way to solve.

Main Issue:

Different Expectation

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 Technical language vs Everyday language

 Technical language – written oral communication with specialized content

 Jargon – when there is abbreviation and complex words of communication

that only a certain group can understand

 Everyday language - language that is communicated and understood to the

average person

 Assumptions – the communication is much more clear as it is an everyday

communication strategy that allows for the common person to understand

 According to the case study, the French can more about a person being able

to adapt to any situation by virtue of his intellectual quality

 Elizabeth seemed to have not been worried about communicating to the

French as she said that the main communication for business English

 Corporate communication can consist of mainly technical to get to the point

of the communication, knowing that the people they are communicating with have the knowledge necessary to understand what they are talking about.

• Get to the point

• Have more affective reports and meetings

H

ow can technical language differ from everyday language in corporate communication?

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 Corporation and everyday language are included in their

communication

 _{Not as effective when it comes down to corporate meetings}  _{Not as effective in communicating through reports}

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Technical language vs Everyday language • To communicate specifically Usually more general situation • Ex) Executive meeting for Ex) Company’s Annual General

Research Analysis and FinancialMeeting for all employees Presentation

Examples of Technical language and business idioms;

1. (to) pull the plug

To put a stop to a project or initiative, usually because it’s not going well.

2. Yes man

An employee who always agrees with the boss or does whatever the boss says

3. (to) face the music

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Chapter 5:

Cross-cultural Negotiation

and Decision Making

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 The process of discussion by which two or

more parties aim for mutually acceptable agreement

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 Develop profiles of counterparts

 Find out likely demands, team composition,

and counterpart authority

 Choose a negotiation site

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 Getting to know one’s contacts and building

mutual trust

 Non task sounding

 Use an intermediary

 “I have come as a mediator…”

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 Cultural differences remain an issue

_{Mexicans can be suspicious and indirect} _{The French enjoy debate and conflict}

_{The Chinese ask many questions, but provide}

ambiguous information in return

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 Dirty tricks are in the eye of the beholder

_{False information}

_{Ambiguous authority} _{Uncomfortable rooms} _{Rudeness, threats}

_{Calculated delays}

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 Russians and the Chinese start with

extreme positions

 Swedes start with what they will accept

 Starting with extremes may be most

effective

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Japanese North

Profit is aim Group/individual good is aim

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_{Know when to compromise, but stand firm at}

Beginning

_{Refuse to make concessions beforehand}

_{Keep cards close to chest, but make other party}

reveal his/her position

_{Keep maximum options open, operate in good}

faith

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 Look for and say the truth, not afraid to

speak up

 Exercise self-control

 Respect other party, look for solutions

acceptable to all parties

 Will change their minds, even at risk of

 seeming inconsistent and unpredictable

Successful Negotiators:

Indians

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 Protect honor, self-respect, dignity and,

thus, are trusted and respected

 Avoid direct confrontation

 Come up with creative, honorable solutions

 Are impartial and can resist pressure

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 Quiet, thoughtful, polite, straightforward

 Overcautious, but flexible

 Slow to react to new proposals, but eager to

be productive and efficient

 Able to hide emotions, afraid of

confrontation

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 Have a sense of drama, do not hide

emotions

 Good at reading facial expressions and

gestures

 Want to make a good impression and use

 flattery, but are distrusting

 Handle confrontation with subtlety and tact

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 Instrumental oriented – in low-context culture

 To address conflict directly and explicitly, and conceptually separating the conflict from the person doing the negotiation.

 Often based on factual information and logical analysis.

 Expressive oriented – in high-context culture  Conflict is treated indirectly and implicitly.

 Negotiators want to avoid confrontation because it is viewed as insulting and can cause loss of face.

 As an alternative, they rely on evasion and avoidance.

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Low-context High-context

Why Analytic, linear logic Synthetic, spiral logic

When Individualistic

oriented violations Group orientedviolations

What Revealment,

confrontational Concealment, nonconfrontational

How Explicit, open,

direct Implicit, ambiguous,indirect

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  Individualism vs. collectivism

  Objective vs. subjective approach

  Risk tolerance

  Comfort with unfamiliar solutions

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 Utilitarianism vs. moral idealism

 Autocratic vs. participative leadership

 Speed of decision making

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 2001

Lucent management wanted the merger to be

“merger of equals”, and had concerns that Alcatel

management did not share their vision in that aspect.

 2006

Mr. Tchuruk had agreed in April 2006 to pay 10.6 billion euro ($13.5 billion then) for Lucent

At that time, the company had combined sales of $25 billion

The series of quarterly losses ($7 billion loss since the merger)

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Culture Diversity

 US have a highly specific culture, where people

enjoy their privacy, and a private life of individuals has little to do with their professional lives.

 In France, on the other hand, people are

concerned wit h ‘keeping their face’, trying to display positiv e image in every aspect of their lives, therefore it is a diffuse culture.

 The stark difference in diffuse vs. specific cultural

dimension between US and France may cause

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Strategy

 French chairm an w ho lived in US Philippe

Camus and Ben Verwaayen, a Dutch in the position of CEO.

 The success of t his strategy was granted by

the fact that Philippe Camus was closely

familiar with both cultures, French and U S, and Ben Verwaayen, being Dutch had a ‘neut ral ’ national city in the company

 Result: revenues of 15.2 billion Euros for

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Conclusions

 Types of companies cross-cultural issues

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Google

Case Study Google Country Experience

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Problems

 France

The government saw that the sponsored links are portray ed as trademark counterfeiting.

Louis Vuitton, filed a law suit for tradermark infringement stating that hang bag producers could pay to ensure that their ads would pop up when someone googled for Louis Vuitton.

 Germany

They sued Google for using "Gmail" because it was registered as a tradermark so they lost that case and had to change the name to Google Mail, and spent $ 167 million on "Theseus" to top Google. German government felt threatened by losing the technological edge in both long run and short run.

 Japan

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Google’s Strategies

 Google expands to emerging economies and

undertake competition from the local search engines. So, local government made their own

search engines and try to control on things by our own.

 China, being one of the highest and fastest growing

internet populations and has an attractive and important market for all search companies.

 Google need to learn about the country and

understand and respect their rules.

 Google Should also localize and adapt to one

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eBAY In Japan

1996 – up to now

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NOTE BACKGROUND

 1997 341.000 registered users

 1998 2,1 million registered users and 138

employees

 2000 launched 53 regional sites, covering around

50 of the largest metropolitan areas in the US.

 2002 acquired PayPal for $1,5 billion.

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eBAY INTERNATIONAL

VENTURES

 January 2001 Internet Auction Co. Ltd (Korea)

 May 2001 iBazar S.A. (France)

 October 2001 MercadoLibre.com (Latin American)

 2002 Neocom Technology Co. Ltd (Taiwan)

EachNet Inc. (China)

 August 2004 Bazee.com Inc. (India)

 June 2005 Kijiji acquired Opusforum.com (German)

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YAHOO’S REACTION

 YAHOO LAUNCHED ITS AUCTION SITE IN SEPTEMBER

1999, JUST 5 MONTHS BEFORE eBAY

 YAHOO ALREADY ATTRACTED SEVERAL BIG SELLER AND

WITH THEM BUYER TO POPULATE THEIR SITE

 YAHOO CREATED A CREATE THE INTEGRATION PLATFORM

 YAHOO SPEND AROUND 8% OF ITS ANNUAL REVENUES

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eBAY IN JAPAN

FEBRUARI 2000

JOINT VENTURE

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CULTURAL MISUNDERSTANDING

AND ISSUES

 eBAY MADE LITTLE EFFORT TO SATISFY THE CULTURAL ATMOSPHERE OF JAPAN

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 ELECTRONIC PAYMENT IS CONSIDERED AS

UNSECURE – eBAY tried to force Japanese

consumers to fit the company’s American centric

service model, rather than modifying the company’s service model to meet local market needs.

 Ebay made grandiose announcements about their

entry into the Japanese market, well before they had a localised product ready to launch in Japan.

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CONCLUSION

 ACQUISITION OF LEADERS  KNOW YOUR COMPETITION  FULLY MARKET RESEARCH  TRUSTWORTHY IMAGE

 COMMUNICATE SERVICE

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Reasons For Going International

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Reactive Reasons

 Trade Barriers

 Regulations and Restrictions

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Proactive Reasons

 Economies of Scale

 Growth Opportunities

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Environmental assessment

 Political instability

 Currency instability

 Nationalism

 International Competition

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Institutional effects on internal

competition

 The attractiveness of overseas market

 Entry barriers and industry attractiveness

 Antidumping

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Competitive Analysis >> SWOT Analysis

Strategic Decision-Making Models

>>Industry based model

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International Entry Strategies:

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International Entry Strategies:

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Since YouTube launched in 14 February 2005, and was acquired by Google in 2006

San Bruno, California

Chad Hurley, Steve Chan,and Jawed Karim

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India, 7 May 2008

• The Sundance Channel

• Universal Music Group

• Warner Music Group

• etc

Local Partnership

• Eros Entertainment

• The International Indian Film Academy

• India TV

• Krishcricket

• Ministry of Tourism

• NDTV

• Rajshri Films

• UTV

• Zoom TV

• etc Negara

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SWOT ANALYSIS YOUTUBE

STRENGHT

- _{Brand Image}

- _{Technology perlindungan terhadap hak cipta pada konten} - _{Pengguna YouTube yang cukup besar}

- _{Memeiliki kerjasama dengan beberapa konten global maupun}

lokal

- _{Akses konten kebelbagai media sosial lainnya}

WEAKNESS

- _{Terlalu mudah upload video dengan bebas}

- _{Tidak dapat mengakses konten yang berasal dari Negara}

lain

OPPORTUNITY

- _{Kebijakan Pemerintah Negara India yang membatasi konten bebas}

dari luar.

- _{India merupakan Negara yang memiliki jumlah pendudukan cukup}

besar

- _{Kebudayaan dan kesenian daerah local yang begitu kuat}

THREAT

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Asses YouTube’s growth through alliances and Partnership ?

Asses the company’s localizing strategy. Do You recommended that YouTube “localize” when entering other countries?

What are the problems YouTube is experiencing in India

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