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Communications with Chinese in the Context of Business

What would be your communication strategy in dealing with differences as mentioned in this article? How will it vary when dealing with people inside and outside the company?

See the article 'Cross Cultural Considerations' by the Alberta efuturecentre here: http://www.elcnetwork.ca/ebusiness/efc_cross-cultural_considerations.pdf

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Value differences:

Internal:

The value differences in communication should be considered when communicating with employees that are spread in different parts of the world. The communications should meet the value standards of the country to which we want to communicate with our employees. For example, Chinese employees value tradition and our communication should give consideration to these aspects when communicating with them.

External:

The value differences in communication relate to value judgments based on the value systems of the target segments that we are communicating with. For, example a website targeted at the Japanese should use language that is considered to be polite in Japan.

Direct and Indirect Communication:

Internal:

There is a very direct way of communicating with employees in the USA and Canada. However the employees in the Orient do not value such direct communication and judge it as rude.

External:

The characteristics of the target segment need to be studies, the directness of communication preferred would be ascertained using market research and then the communication that addresses the exact point on the direct indirect communication continuum suitable for the segment selected and accordingly the communication like advertisements and promotions would be ...

Solution Summary

Communication strategies with employees are discussed and plans are devised to improve communications on different levels. The levels considered are informal-formal, change-tradition, external-internal, and relationship building. This is especially beneficial in the context of globalization.

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