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Effective Business Communication: Addressing Cultural Challenges in China

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Added on 2024/07/02

AI Summary

This presentation explores the challenges faced by BeautyPro in China due to cultural differences. It analyzes three key intercultural challenges: religious and traditional values, communication styles, and cultural norms in decision-making. The presentation then provides recommendations to address these challenges, including promoting open communication, implementing language learning programs, and adopting a participative management style. The goal is to foster a more inclusive and effective business environment by bridging cultural gaps.

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Effective Business
Communication
Assessment – 2

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Table of Content
• 1. Introduction
• 2. Analysis
• b). Intercultural challenge two
• C) Transition to the challenge three
• 3). Conclusion
• 4). Recommendation
• 5). Ask the audience if they have any questions that you
can answer
• References

1. Introduction
a). Attention getting statement – Hello, everyone. Today we are
here to discuss on the effective business communication topic.
b) Exigency of the topic – It is significant for organization
which want to eliminate the cultural challenges.
c) Preview of the structure – This presentation will inform on
different cultural difference problems, develop a conclusion and
present a different recommendation on the problem.
d) Thesis – Cultural difference is not a challenge for an
organization.
e) Transition to the next section – The next part of this
presentation is analysis of the challenges for BeautyPro in China
in developing business.

2. Analysis
a) Intercultural challenge one
i) Main point one
(1) Evidence/example/explanation – Chinese people are more
Religious as compare to Australia.
ii) Main point two
(1) Evidence/example/explanation – China is more connected
with traditions.
iii) Main point three
(1) Evidence/example/explanation – Chinese people are mostly
used their etiquettes in working.
(2) Transition to challenge two – Next intercultural challenge
will be in the next slide.

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b). Intercultural challenge two
b). Intercultural challenge two
i) Main point one
(1) Evidence/example/explanation – Indirect communication
style is used in Australia for fun making.
ii) Main point two
(1) Evidence/example/explanation – Mostly Chinese people
prefer Chinese language to communicate.
iii) Main point three
(1) Evidence/example/explanation – Most of the Chinese does
not know English.

C) Transition to the challenge
three
The next challenge is based on the effects of cultural norms in decision
making.
d) Intercultural challenge three
i) Main point one
(1) Evidence/example/explanation - Sleeping is essential in the working
time.
ii) Main point two
(1) Evidence/example/explanation - Lunch hour have to be fixed as per
Chinese culture.
iii) Main point three
(1) Evidence/example/explanation – Appropriate colors have to be used
in interiors.
e) Transition to the conclusion – Next slide will be present the
conclusion.

3). Conclusion
a) Recap main points –
• Chinese are more religious.
• China is more traditional country.
• Most of the people in China does not know English.
• Sleeping is considered in the cultural norms.
b) Recap thesis –
It has been analysed that development of business in China is
typical.
c) Transition to the recommendations –
The next slide will be on the recommendation on the identified
challenges.

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4). Recommendations
a) Issue one
i) What should be done -
• Lunch and learn
• Open communication on cultural values
ii) Who should do it –
• Team manager
iii) How will the success or failure of the recommendations be
measured?
• Team bonding
• Respect of cultural values of each other

4). Recommendations
(Continued)
b) Issue two
i) What should be done -
• Use of direct communication style
• Chat portal
• Internal e-mail system
• Learning program on language
ii) Who should do it –
• HR management
• Team manager
iii) How will the success or failure of the recommendations be
measured?
• Reduced communication gap

4). Recommendation
(Continued)
c) Issue three
i) What should be done -
• Participative management style
ii) Who should do it –
• Team manager
iii) How will the success or failure of the recommendations be
measured?
• Lesser objections on the decision regarding to cultural value.

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5). Ask the audience if they have any questions that
you can answer
• Does anyone have any query ?

References
• Furham, A. (2012). Culture shock. Revista de Psicologéa de la
Educación, 7.
• Matondo, J. P. M. (2012). Cross-cultural values comparison
between Chinese and Sub-Saharan Africans. International
Journal of Business and Social Science, 3(11).
• Sorokin, P. (2017). Social and cultural dynamics: A study of
change in major systems of art, truth, ethics, law and social
relationships. Routledge.
• Martin, J. N., & Nakayama, T. K. (2013). Intercultural
communication in contexts. New York: NY: McGraw-Hill.
• Okoro, E. (2012). Cross-cultural etiquette and communication
in global business: Toward a strategic framework for managing
corporate expansion. International journal of business and
management, 7(16),

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Effective Business Communication: Addressing Cultural Challenges in China

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