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Introduction

Inadequacy of effective communication can cost big business not only its time but also finances. Regardless of whether the communication takes place between peers, clients, salespersons, and managers, ineffective communication can lead to incomplete work or cancelled orders. Similarly, it may lead to poor quality delivery of services, and wrong format of doing tasks. For these reasons, must senior management officers to undertake a cultural awareness training whenever assigned to management positions in a different cultural environment. Below is an investigation of the business cultural aspects that should be considered when venturing in China.

There are several reasons why one should understand the cross-cultural communication. The first reason is to establish a common ground with the partners of the new business. This helps the partners in establishing productive dialogues that in turn improve the relationships in the business. The second reason is that the cross-cultural communication helps in achieving different productive levels of information (Pederson, Tkachuk & Allen, 2008). Coming up with the appropriate informational framework is essential when communicating with partners in a new business venture. The third reason is that understanding cross-cultural communication helps in elevating the level of trust of the relevant stakeholders in the business. Such stakeholders include the government, clients, employees, other companies and the management. In turn, an effective relationship which enhances the operation of the business is established (Pederson, Tkachuk & Allen, 2008). The other reason for understanding cross-cultural communication is that it enhances the quality of the services offered to the clients by the business. Through this understanding, effective communication at all levels is enhanced (Pederson, Tkachuk & Allen, 2008). Thus, the services that are offered to the clients specifically match their needs and cultural dictates.

There are several impacts that culture has on business. The first impact is that the culture affects the way business corporates present themselves. How business corporates present themselves in America is not the same way they do in China. The second impact is on how people in business express their opinions. For example, Americans and Chinese business people express their opinions differently attributed to differences in culture. The third impact is on the assumptions that are made by people in business grounded on the setting and environment. The fourth impact is on the voice perceptions and some other individual physical particulars. Voice perceptions in America are different from those in China.

There are different examples of differences in communication between Americans and Chinese. The first difference is that of shaking hands lightly initiated by the Chinese business associates (Pederson, Tkachuk & Allen, 2008). They also bow uniformly with hands held together and facing each other. Maintaining an eye contact is interpreted as a sign of disrespect thus is done with caution. In America, handshakes are acceptable with everybody and there is no bowing. Maintaining eye contact is vital for the parties involved in business. The second difference is on the reaction towards emotions. Chinese exhibit little concern to emotions. Jokes among the business parties are highly discouraged for the reason of being misinterpreted (Leung, 2008). On the other hand, communication with clients and business partners in United States is in most cases casual. Jokes are inherent in their communication with the clients and partners. The third difference is on the exchange of business cards. Chinese value the exchange of business cards on the first meeting while, in America, cards are exchanged when there is a surety of existence of business dealings between the two parties (Leung, 2008).

There are different protocols and etiquette issues that must be incorporated into business behavior. The first one is that when greeting clients or business parties, the process is always formal (Leung, 2008). The person greeting the other should avoid direct eye contact especially with the elderly parties. The second etiquette and protocol issue is that the elderly are always served first. This assertion is attributed to the fact that the elderly are highly valued and respected. The third issue is the etiquette of giving gifts. Since the Chinese value the giving of gifts, incorporating this etiquette in business will ensure that the business gains acceptance and significance (Leung, 2008).

There are some management issues that a top manager must deal with appropriately for the success of the business. Some examples of such issues are team building, assertiveness and conflict resolution. To deal with assertiveness, the top management should carry out a training session in which the employees will be trained on how to be assertive. Under this issue, some of the relevant information to note is for the employees to distinguish between aggression and assertiveness, avoid aggression, and do away with shyness (Leung, 2008). Similarly they should be taught how to gain self-belief, how to become informed, how to stand tall and speak out their minds, how to be positive, and how to be inspired by those whom they admire (Pederson, Tkachuk & Allen, 2008).

On the issue of conflict resolution, the management should ensure an increased understanding on the part of the employees. This is achieved through the discussion of the problem to bring awareness of the condition. Through a successful resolution of conflicts, the cohesion of the group will be greatly enhanced (Leung, 2008). Through improved cohesion, the self-knowledge of the employees is improved. On the issue of team building, the management will ensure that the teams are made up of members with complementing skills and shared goals (Pederson, Tkachuk & Allen, 2008). This way, the output of the teams will be enhanced.

Conclusion

To succeed in business in China, there are several practices that should be carried out. The first practice is adherence to cultural aspects of the immediate business environment. The second practice is that of leading, mentoring and motivating employees towards the achievement of the set goals. The third practice is that of leading with example. As a top manager, one should lead with example for the employees to follow.

Introduction

Inadequacy of effective communication can cost big business not only its time but also finances. Regardless of whether the communication takes place between peers, clients, salespersons, and managers, ineffective communication can lead to incomplete work or cancelled orders. Similarly, it may lead to poor quality delivery of services, and wrong format of doing tasks. For these reasons, must senior management officers to undertake a cultural awareness training whenever assigned to management positions in a different cultural environment. Below is an investigation of the business cultural aspects that should be considered when venturing in China.

There are several reasons why one should understand the cross-cultural communication. The first reason is to establish a common ground with the partners of the new business. This helps the partners in establishing productive dialogues that in turn improve the relationships in the business. The second reason is that the cross-cultural communication helps in achieving different productive levels of information (Pederson, Tkachuk & Allen, 2008). Coming up with the appropriate informational framework is essential when communicating with partners in a new business venture. The third reason is that understanding cross-cultural communication helps in elevating the level of trust of the relevant stakeholders in the business. Such stakeholders include the government, clients, employees, other companies and the management. In turn, an effective relationship which enhances the operation of the business is established (Pederson, Tkachuk & Allen, 2008). The other reason for understanding cross-cultural communication is that it enhances the quality of the services offered to the clients by the business. Through this understanding, effective communication at all levels is enhanced (Pederson, Tkachuk & Allen, 2008). Thus, the services that are offered to the clients specifically match their needs and cultural dictates.

There are several impacts that culture has on business. The first impact is that the culture affects the way business corporates present themselves. How business corporates present themselves in America is not the same way they do in China. The second impact is on how people in business express their opinions. For example, Americans and Chinese business people express their opinions differently attributed to differences in culture. The third impact is on the assumptions that are made by people in business grounded on the setting and environment. The fourth impact is on the voice perceptions and some other individual physical particulars. Voice perceptions in America are different from those in China.

There are different examples of differences in communication between Americans and Chinese. The first difference is that of shaking hands lightly initiated by the Chinese business associates (Pederson, Tkachuk & Allen, 2008). They also bow uniformly with hands held together and facing each other. Maintaining an eye contact is interpreted as a sign of disrespect thus is done with caution. In America, handshakes are acceptable with everybody and there is no bowing. Maintaining eye contact is vital for the parties involved in business. The second difference is on the reaction towards emotions. Chinese exhibit little concern to emotions. Jokes among the business parties are highly discouraged for the reason of being misinterpreted (Leung, 2008). On the other hand, communication with clients and business partners in United States is in most cases casual. Jokes are inherent in their communication with the clients and partners. The third difference is on the exchange of business cards. Chinese value the exchange of business cards on the first meeting while, in America, cards are exchanged when there is a surety of existence of business dealings between the two parties (Leung, 2008).

There are different protocols and etiquette issues that must be incorporated into business behavior. The first one is that when greeting clients or business parties, the process is always formal (Leung, 2008). The person greeting the other should avoid direct eye contact especially with the elderly parties. The second etiquette and protocol issue is that the elderly are always served first. This assertion is attributed to the fact that the elderly are highly valued and respected. The third issue is the etiquette of giving gifts. Since the Chinese value the giving of gifts, incorporating this etiquette in business will ensure that the business gains acceptance and significance (Leung, 2008).

There are some management issues that a top manager must deal with appropriately for the success of the business. Some examples of such issues are team building, assertiveness and conflict resolution. To deal with assertiveness, the top management should carry out a training session in which the employees will be trained on how to be assertive. Under this issue, some of the relevant information to note is for the employees to distinguish between aggression and assertiveness, avoid aggression, and do away with shyness (Leung, 2008). Similarly they should be taught how to gain self-belief, how to become informed, how to stand tall and speak out their minds, how to be positive, and how to be inspired by those whom they admire (Pederson, Tkachuk & Allen, 2008).

On the issue of conflict resolution, the management should ensure an increased understanding on the part of the employees. This is achieved through the discussion of the problem to bring awareness of the condition. Through a successful resolution of conflicts, the cohesion of the group will be greatly enhanced (Leung, 2008). Through improved cohesion, the self-knowledge of the employees is improved. On the issue of team building, the management will ensure that the teams are made up of members with complementing skills and shared goals (Pederson, Tkachuk & Allen, 2008). This way, the output of the teams will be enhanced.

Conclusion

To succeed in business in China, there are several practices that should be carried out. The first practice is adherence to cultural aspects of the immediate business environment. The second practice is that of leading, mentoring and motivating employees towards the achievement of the set goals. The third practice is that of leading with example. As a top manager, one should lead with example for the employees to follow.

 

 

 

 

 

 

 

 

 

 

 

Works Cited

Leung, K. (2008). Chinese culture, modernization, and international business. International Business Review, 17(2), 184-187. doi:10.1016/j.ibusrev.2008.02.009

Pederson, J., Tkachuk, H., & Allen, M. (2008). How Perceived Situational Frequency and Situational Importance Affect Communication Apprehension: A Cross Cultural Analysis. Journal Of Intercultural Communication Research, 37(3), 189-198. doi:10.1080/17475750903135374

 

 

 

 

 

 

 

 

 

 

Works Cited

Leung, K. (2008). Chinese culture, modernization, and international business. International Business Review, 17(2), 184-187. doi:10.1016/j.ibusrev.2008.02.009

Pederson, J., Tkachuk, H., & Allen, M. (2008). How Perceived Situational Frequency and Situational Importance Affect Communication Apprehension: A Cross Cultural Analysis. Journal Of Intercultural Communication Research, 37(3), 189-198. doi:10.1080/17475750903135374

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