MAR038-6 Intercultural Business Competencies Assignment

Intercultural Business Competencies
MAR038-6

Table of Contents
Executive Summary...................................................................................................................1
Introduction................................................................................................................................1
Intercultural theories and frameworks.......................................................................................1
Culture Shock.............................................................................................................................2
Impact on Human Behaviour.....................................................................................................2
Compare and Contrast The Culture of Japan with The Culture of UK Using Various Theories
and Models.................................................................................................................................3
Edward Hall’s High- and Low-Context Cultures...................................................................3
Hofstede’s Six Dimensions....................................................................................................3
Confucian Cultural Values.....................................................................................................5
Conclusion..................................................................................................................................5
Recommendation........................................................................................................................5
Summaries..................................................................................................................................6
Article One: Taking a Look into the Culture Shock Experienced by Foreigners at Rumbai,
Pekanbaru (Herdi and Handayani 2020)................................................................................6
Article Two: Analysis of Culture Shock Experienced Towards Indonesian Sailors in
Overseas (Rosida, 2018).........................................................................................................6
References..................................................................................................................................8

Intercultural Business Competencies 1
Executive Summary
Some of human culture's earliest documents mention individuals travelling for
commerce or conquest in distant countries. People today travel for employment, study or
teaching. You make short journeys for example on vacation or stay in a nation different than
your own permanently. Modern examples include overseas employment expatriates, pupils
abroad, travellers, tourists, refugees, preachers, and peacekeepers. Such travel necessarily
entails intimate interaction between people that are culturally unlike and exposure to foreign
physical and social environments in the case of tourists. This may be a distressing encounter,
as everyone who has travelled recognises, especially when the shift between old and new is
abrupt. Meetings with various culture at work, in particular if a team of different persons
from different backgrounds are expected to carry out a job, influence the individual's conduct.
Introduction
In social settings, culture is defined as the effects of human activities. Culture refers to
the collected plots of human brains that distinguish between one sort of person and another.
Organizational culture refers to an organization's environment, where operations are carried
out in accordance with business and business knowledge. Culture is of several kinds, both
domestic and organisational. Although, a nation's culture cannot be altered but administration
may modify the corporate cultures. This article explores how cultures compare and contrast
and how it effects on the working in the team of individuals from various backgrounds.
Intercultural theories and frameworks
The intercultural models that are frequently utilised include the cultural model of
Hofstede, cultural values of Confucian culture as well as the patterns of high or low contexts.
In 1973, Geert Hofstede established the notion of the cultural dimension. The model analyses
cultural differences that focus on six aspects: power distance, personalism, masculinity,
avoidance of uncertainty, long-term orientation and indulgence (Hofstede, 2018). In 2013,
Lusting and Koester created the "Confucian Cultural Values" model. This concept shows that
the family is the template for all social interactions and societal integrity, and control relies
on asymmetrical human relationships. Individuals must be treated how they want to be
treated and education and skills should be provided at work. In 1989, Edward Hall created the
High and Low-Context Patterns paradigm. The focus of this approach is on high context
culture and low context (Hall, 1989).

Intercultural Business Competencies 2
Culture Shock
One has to first realise what is cultural before one can grasp the shock of culture. The
distinctive method in which culture is functioning is that a group of individuals has developed
over time and share in a country/region or company (White, 2016). The conduct of persons
and groups is more closely examined. It examines its features and the way they do their
business. The definitions of culture are the sensation you have when you are in an unknown
place. It examines more closely at the environmental stimulus. If it were rejected or accepted,
then they would (Hermida et al, 2019). When people come across a different culture and
suffer a cultural shock, alteration and lack of familiarity have an effect on their own
psychological adaptation and cultural involvement. Psychological and emotional uncertainty
generally leads to a great deal of psychological stress (Marchyshyna and Skrypnyk, 2021).
There are many huge and various indications of the detrimental influence of cultural shocks
on the individual mind.
It is important for people to discover their roots to reduce the harmful influence of
culture shock upon individual psyche. Culture seems to be a broad word with wide contents
including sight, scent, sound, value, tradition, habits, behaviour and thinking. Everything
from nation to nation might be diverse (Yu, 2021). There are, consequently, various different
beliefs new practises and lifestyles to come into touch when individuals are away from home
and enter a new environment. This is particularly true for persons who are faced with a new
and distinct cultural context.
Impact on Human Behaviour
Change process is designed and implemented to address changes to external
environment and company conditions through corporate strategies, structures and processes
and technology. Corporate culture reflects an institution's perspectives, actions, opinions, and
ideals. It alludes to a particular combination of values and standards held by groups and
people in the company that regulate how they engage with each other and with other
stakeholders (Maitland et al, 2015). Corporate culture determines how the employees perform
duties in a company and how they interact with one other.
The cultural paradigm includes numerous ideas, values, rituals and symbols which
determine a company's working style. Corporate culture unites employees and gives the
organisation a direction. In times of shift, every business may have the largest problem of
changing its culture, because people are used to some method to do things previously. Also
Cultural shock is the word for the disagreeable sense that an unfamiliar culture is presented

Intercultural Business Competencies 3
with. This condition might lead to the culture being rejected or the differences being
gradually accepted. Corporate cultures might affect employee performance differently.
Employees are working harder to attain business objectives when they feel that they are part
of company culture (Gautama et al, 2018).
Compare and Contrast The Culture of Japan with The Culture of UK Using Various
Theories and Models
Edward Hall’s High- and Low-Context Cultures
The culture theory of Edward Hall refers to cultures that are founded on the amount of
the explicit exchange among the members of such a culture, and the importance of the
situation in certain conditions (Hall, 1989). Context denotes the significance of the statements
conveyed. One may communicate the high contexts by talking and represent the low context
via computing. The culture of Japanese is high context, according to this concept. They utter
lesser phrases, but with a significance connected. They generally bend down to each other to
demonstrate respect, as in the case of greetings. They don't speak or say minimal phrases here
majority of the moment. In the case of the British, however, numerous words with a clearer
meaning are used during the process.
In the event that they cooperate in the diverse commercial scenario, salutations may
be misunderstood. They must prepare themselves for this by understanding the culture of
opposing parties. Japanese is usually an indicator of strong context culture for longer hours.
But the British don't work so late. mqjeffrey (2016) suggested that, Japanese is more hidden
and implicit according to theory. But the British are open and clear. For communicating
messages, Japanese prefers to utilise greater expressiveness. However, they utilise terms for
their literal meaning in the case of British people. Japanese employ more non-verbal
suggestions, whereas English people rely on spoken terms. Perhaps the Japanese are not very
clear, yet British replies are firmer. Japanese are extremely dedicated to businesses or jobs
than British businesses. In the event of both culture, work together in the management of the
company scenario would be different.
Hofstede’s Six Dimensions
According to Hofstede (2014), this approach is used mostly for corporate intercultural
communication. In 1980, Hofstede created this model to learn the impact on organisational
value of cultural differences. This model has six elements that impact the value and the
atmosphere of the workplace. These are power distance, masculinity vs. femininity,

Intercultural Business Competencies 4
individualism vs. collectivisms, uncertainty avoidance, indulgence vs. restraint, and short-
term vs. long-term orientations. It appears that there are several distinctions between Japanese
and British culture in the Hofstede six-dimensional model. The following graph shows the
cultural differences.
According to Hofstede (2018) stated that, Japanese score higher than British in the
instance of power distance. This indicates that Japanese people are more aware of hierarchy.
British people have gained more than Japanese individuality. In their organisation of labour,
the Japanese are highly faithful. But British employees are not that loyal. Although
individuality involves loyalty, Japan is individualistic compared to the nations in Asia.
However, they are collectivist countries when it comes to the west nation. Japanese male
income scores greater than the United Kingdom. Masculinity is mostly evident in Japanese
culture.
Women often encounter difficulties in competing with these males. However, men
and women in the UK suffer similar obstacles in terms of employment compared to Japan.
Japanese folks are more than UK people in terms of avoiding ambiguity. As per the graph,
the score of Japan is greater than the UK in the situation of long term orientation vs. short
term orientation. Japan is the land facing natural catastrophes continuously. It makes people
stronger, more ready and more controllable than the British, of course. Their degree of
expertise is far more British. Finally, the Indulgence up in case, Japanese scores lower than
the United Kingdom. In other words, the actions of Englishmen are not restricted to societal
patterns.

Intercultural Business Competencies 5
Confucian Cultural Values
Ryu and Cervero (2016) suggested that, Confucian cultural value includes the need to
preserve harmony; maintain group orientation, maintain hierarchical relationships, and
maintain family bonds. In Japan, Korea, and China the Confucian civilizations are most
common. Social position is heavily stressed in the Confucian cultural value. In order to
achieve this, persons with greater social standing will have advantages and respect in Japan.
According to Ryu and Cervero (2016), Japan is highly devoted to its workplace since it is
subject to Confucian cultural ideals. In the organisation, they sustain hierarchical ties. They
follow the orders of their superiors. They assume clients should first become friends. One
must treat others how you want them to treat you. The UK is less loyal than Japan's
workforce. However, consumers are the major stockholders of any global business. Both
Japan and the UK retain their finest management behaviour.
Conclusion
This research took into consideration many factors; what culture shock is, the factors
that leads to culture shock, the diversity at the work place, gender differences. It also took
into consideration the various training that staff receives, the effect it had on their
performance and how relevant it was in the performing their duties and improving their
culture awareness. From the study it can be concluded that it is very necessary for culture
awareness training due to the fact of diversity at the work place. People react or work
accordingly when the feel they feel acceptance by the culture and within themselves as well.
In an organisation, it is very essential that diversification is promoted and people are
encouraged to work in team coping with the cultural difference.
Recommendation
In this world there are several forms of culture. However, some changes must be
made to respect various cultures in order to collaborate on a cross-cultural dialogue. For this
purpose, parties that include and have another culture must first familiarize themselves for
their opposing party. One should respect them properly. If there is a misunderstanding, it
should be reciprocated. It is also recommended that organisation often conduct cultural
exchange session in order to promote the cultural diversification and motivate it employee to
respect every culture and develop the sense of working with people in a team from various
cultural backgrounds.

Intercultural Business Competencies 6
Summaries
Article One: Taking a Look into the Culture Shock Experienced by Foreigners at
Rumbai, Pekanbaru (Herdi and Handayani 2020)
In this investigation, foreigners in Rumbai, Pekanbaru were targeted in their cultural
shock. This study was classified as survey research. The study was qualitative in description.
In order to acquire the sample, this research employed purposeful sampling. In this research,
three foreigners reacted. The study data were recorded via observations, interviews and field
notes. The study observed that there were four phases of cultural shock for foreigners and six
elements that impact outsiders' cultural shock. The initial phase of the cultural shock was
exhilaration / joy because to host nation friendliness, landscape and habits. The phase two
was the crisis phase, which is due to the disparities between cultures in communication. In
the third stage, they began accepting their cultural differences, resolving them and adapting
them. Finally, the adaptation phase was where the cultural differences in the new setting were
welcomed and embraced. Six elements affected culture shock and cultural environment
shock, food cultural shock, linguistic culture shock, societal culture shock, decorum cultural
shock and clothing culture shock were all involved. The results of this research might lead to
the conclusion that the informants had been subjected to a cultural shock based on the
findings and discussions. The cultural shock of weather, food, language, social life, etiquette
and clothing.
Article Two: Analysis of Culture Shock Experienced Towards Indonesian Sailors in
Overseas (Rosida, 2018)
In this study, the cultural shock of the Indonesian sailors sailing in the abroad was
found. This study also concentrated on Indonesian sailors who had the culture shock. In
BP2IP (Balai Pendidikan Dan Pelatihan Ilmu Pelayaran), a navy education and training
facility in Barombong Makassar, Indonesia, 60 students and ten students answered to
questioners who have studied Seafarers in training in Nautical and Machine Major Grade IV.
Descriptive qualitative was the approach in this investigation. It discovered four forms of
cultural shock according to cultural research (U-curve). They are honeymoon, crisis and
frustration, adjustment, mastery.
This study shows that Indonesian sailors have also had a cultural shock to sail abroad.
Seafarers were shown to be attractive and cheerful working abroad throughout the
honeymoon phase between two and four weeks. At a time of culture shock, according to
figures, the participants felt stress, home and cultural shock in a new workplace between the

Intercultural Business Competencies 7
third week and the eighth week. The third phase nevertheless involves adjustment (recovery),
in which responders have started to adapt and acquire the language and culture of the host
culture. It was the third month before the new workplace had been adjusted.
However, the 8th and 10th week were also on board. The final stage has been
mastery, respondents said that they love their job and master the state of their surroundings
during the fourth and fifth month. The purpose of the research is to understand the period of
cultural shock that wants to sail abroad. For the sailors who wish to navigate abroad for the
first time to explore the culture of the host, it is strongly advised. And, as everyday discussion
on board, it is also suggested to practise and to learn English.

Intercultural Business Competencies 8
References
Mqjeffrey (2016) High-Context vs. Low-Context Communication. Available at:
https://toughnickel.com/business/High-Context-vs-Low-Context-Communication [Accessed
at: 17 June 2021]
Ryu, K. and Cervero, R.M. (2016) The role of Confucian cultural values and politics
in planning educational programs for adults in Korea. Available at:
https://core.ac.uk/display/79990303. [Accessed at: 17 June 2021]
Geert-Hofstede (2018) Cultural differences between UK and Japan Available at:
https://www.hofstede-insights.com/country-comparison/japan,the-uk/ [Accessed at: 17 June
2021]
Hall, E. T. (1989). Beyond culture. New York: Anchor Books.
Hofstede, G., Hofstede, G. J. and Minkov, M. (2014) Cultures and Organizations:
software of the mind. 3rd Ed. New York: McGraw-Hill
Hermida, Y., Clem, W. and Güss, C.D., 2019. The inseparable three: how
organization and culture can foster individual creativity. Frontiers in psychology, 10, p.2133.
White, L.A., 2016. The evolution of culture: the development of civilization to the fall
of Rome. Routledge.
Marchyshyna, A. and Skrypnyk, A., 2021. Feminine identities in Ann Oakley’s
novels: A gender challenge or a cultural shock?. Journal of European Studies, 51(2), pp.129-
138.
Yu, H., 2021. Cultural shock and how to overcome it (Master's thesis).
Maitland, A., Hills, L.A. and Rhind, D.J., 2015. Organisational culture in sport–A
systematic review. Sport Management Review, 18(4), pp.501-516.
Gautama So, I., Djunggara, A.A., Fahrobi, R., Simamora, B.H. and Ruangkanjanases,
A., 2018. Effect of Organisational Communication and Culture on Employee Motivation and
Its Impact on Employee Performance. Pertanika Journal of Social Sciences & Humanities,
26(2).

Intercultural Business Competencies 9
Herdi, H. and Handayani, T., 2020. Taking a Look into the Culture Shock
Experienced by Foreigners at Rumbai, Pekanbaru. Elsya: Journal of English Language
Studies, 2(3), pp.77-81.
Rosida, A., 2018, May. Analysis of Culture Shock Experienced Towards Indonesian
Sailors in Overseas. In IOP Conference Series: Earth and Environmental Science (Vol. 156,
No. 1, p. 012025). IOP Publishing.