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Essay / Research Paper Abstract
A 4 page paper that begins with examples of cultural faux pas that can be made. The writer comments on the importance of understanding meanings of words, phrases and gestures and discusses corporate culture. The writer also outlines Hofstede's five Cultural Dimensions. Bibliography lists 7 sources.
Page Count:
4 pages (~225 words per page)
File: MM12_PGcltcor.rtf
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Unformatted sample text from the term paper:
we ran over. You are not charged for the extra page.] Wade (2004) reminds the reader of the cultural faux pas made by former President Richard Nixon. Disembarking the
plane in Brazil, the President smiled at the cameras and audience and gave the sign that means A-Okay in America (Wade, 2004). That same sign in Brazil has a very
different meaning, one that is equivalent to extending the middle finger in the U.S. (Wade, 2004). As business becomes more global and as there are larger expatriate citizens in
many different countries, the potential for a cultural error becomes very easy. Words, gestures or behaviors that are complimentary in one country may be offensive in another country (Wade, 2004).
Another example Wade (2004) provides is head shaking, a gesture that means no in America but that simply means the person is listening in Bulgaria (Wade, 2004). Punctuality is something
that is expected and highly regarded in many cultures, such as America, Germany and Sweden, but it means little in Italy, Spain and Costa Rica (Wade, 2004). In fact, tardiness
is especially prevalent in Italy (Wade, 2004). These types of differences can cause confusion at least and conflict at worst. Yet, each person in the world is embedded with cultural
norms and behavioral traits that they were raised with (Wade, 2004). These are deep-rooted and may be difficult to change (Wade, 2004). One of these traits is individuality, this is
an ingrained attitude and behavior among Americans but in many other cultures, there is far more collaboration as well as more concern for the community (Wade, 2004). American businesspeople attend
a negotiating meeting expecting to conclude with a decision but that same meeting for a Chinese or Japanese delegation is only for the purpose of sharing information (Wade, 2004). The
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