Assessment 2: Cultural Communication and Negotiation Skills Report

This report, prepared for a New Zealand Diploma in Business (Level 7) course BUS641, delves into the complexities of cultural communication and negotiation skills. Part A meticulously analyzes cultural differences across various dimensions, including power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. femininity, long-term vs. short-term orientation, and indulgence vs. restraint, with specific examples from South Asian, Chinese, Swedish, Fijian, and New Zealand cultures. The analysis is based on Hofstede's cultural dimensions. Part B focuses on the practical application of persuasion and negotiation skills in business contexts, highlighting key strategies such as preparation, active listening, and understanding different communication styles. The report provides a comprehensive overview of how cultural nuances impact communication and negotiation strategies in a global business environment.

Running head: CULTURAL COMMUNICATIONS
CULTURAL COMMUNICATIONS
Name of the Student
Name of the University
Author Note

1CULTURAL COMMUNICATIONS
Table of Contents
Part-A: Cultural Communication Differences.................................................................................2
Task 1- Analysis of Cultural approaches.....................................................................................2
-South Asian culture................................................................................................................2
Task 2- Presentation..................................................................................................................18
Part-B: Persuasion and Negotiation Skills.....................................................................................18
Task 3- Persuasion Skills...........................................................................................................18
Task 4- Negotiation Skills.........................................................................................................19
Bibliography..................................................................................................................................20

2CULTURAL COMMUNICATIONS
Part-A: Cultural Communication Differences
Task 1- Analysis of Cultural approaches
-South Asian culture
Power distance
Countries/Cultures
Explanation Example:
India Power distance in South Asian culture is very
much on the higher degree. Usually, the
employees in the lower strata accept unequal
distribution of power. The hierarches are
clearly established and the people usually
develop a degree of respect towards the
authoritative figures.77 is the score of India in
the Hofstede’s index.
1. In India the
hierarchy normally
announces the
decisions that are
made
2. There is more
preference given to
formal
communication in
cases of decision
making
China China scores 80 concerning power index. This
means that in China there is a power gap that
exists in organizational or social hierarchies.
1. Emails addressed
to the higher
authorities have to be

3CULTURAL COMMUNICATIONS
This means employees usually listen to their
superiors while in the work environment.
addressed by sir or
similar rankings
2. Subordinates
should always refer
to the superior as sir
in all other forms of
communications as
well.
Sweden Sweden has a European culture where the
power distance factor is very low. This means
that there is a factor of equality that works even
within the hierarchical setup. Sweden scores 31
in the power distance index. There is a general
cooperative setup in the workplace.
1. emails are written
at times in informal
tone addressing even
higher ranked
individuals by their
names
2. Meetings are very
important before any
decision in made.
Fiji Fiji scores 78 in terms of power distance. This
means that in the country there is much greater
emphasis on the concentration of power in the
management and hierarchy.
1. The
communication with
the higher managers
can only take place in
formal tone.

4CULTURAL COMMUNICATIONS
2. Managers usually
preside over
meetings..
New Zealand New Zealand only scores a low 22 in the index.
This means that there is more equality of power
in New Zealand. Businesses in New Zealand
tend to be more
1. Managers send
emails to the staffs to
know their views.
2. More meetings
take place between
staffs and managers.
Uncertainty Avoidance
Countries/Cultures
Explanation Example:
India Uncertainty avoidance is low in India. This
means that there is more tolerance for
unexpected events and unprofessional
behaviour at times. India scores low at 40 in
uncertainty avoidance as per the index. In the
workplace this means that the mistakes of the
1. Emails in India do
not require to be sent
in cases of minor
discrepancies in work
and are used in more
problematic cases.

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juniors are mostly accepted till a certain point. 2. Verbal
communication is
used to create
effective
relationships in
businesses.
China Like India, China also has low uncertainty
avoidance. The score of China in the
Hofstede’s index is 30. There is better tolerance
for unexpected circumstances or below par
performance at workplaces.
1. China bases the
communication on
more meetings and
feedbacks
2. There is a
cooperative culture
hence more
preference is given to
direct
communication.

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Sweden Sweden scores 29 in regards to uncertainty
avoidance. The country is more tolerant of the
mistakes that are committed by the various
organizational members. Unexpected
circumstances are met with collaborative
approaches to solve the major issues.
1. There is more
preference given to
meetings and
discussions.
2. Messaging services
are used to
communicate between
all employees across
all levels.
Fiji Fiji scores 48 in terms of uncertainty
avoidance. This means that there is more room
for unwarranted outcomes in the Fiji society.
The society of Fiji is very much inclined
towards the pacific island culture. Companies
sometimes treat mismanagement in a tolerant
manner, while at the other times they are
peanalized.
1. At times letters are
given preference to
communicate certain
values.
2. There is more usage
of emails.
New Zealand A medium score of 49 is scored in terms of
uncertainty avoidance. There is not much
preference of any of the uncertainty avoidance
aspects. The New Zealand business culture is
dominated by the Paheka and the Maori
1. emails are not sent
in case of minor
performance errors.
2. The culture is of
understanding where

7CULTURAL COMMUNICATIONS
cultures. The culture gives more importance to
community meetings and taking important
decisions.
people go wrong
hence feedback
sessions are given
importance.
Individualism vs. Collectivism
Countries/Cultures
Explanation Example:
India The scores for individualism in India is 14.
There is more emphasis on collectivism. The
work functions at offices are treated to be
collective responsibility.
1. People are expected
to work in teams in
India. Emails are sent
to all team members
concerning tasks.
2. Individuals are
communicated with
directly.
China The score for individualism for China is 20.
Hence, it is clear that there is more preference
1. Group performance
is favoured in China

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given to collective performances. rather than individual
performance.
2. Chinese prefer group
work and individuals
are not appreciated if
they do not collaborate
effectively with their
groups.
Sweden Sweden ranks high in individualism. The
index score of Sweden is 71. This means that
there is more preference given to the
individual and there is close relationship only
between individuals and their immediate
family members. Business conversations are
preferred to be completely formal in nature.
1. More preference is
given to the
development of the
individual.
2. The society is
loosely-knit and a self-
care system is
prevalent.
Fiji Fiji has very low score of 14 in the index
score as per the Hofstede’s model. This
means that collectivism is given for more
importance than individualism. Businesses
tend to be collective and coordinated affairs.
1. Group emails are
sent in case of any
issues.
2. There is more focus
on group feedback

9CULTURAL COMMUNICATIONS
sessions.
New Zealand New Zealand scores high with 79 with
regards to individualism. There is a standard
self-image that cultivated among the people.
The New Zealand business culture is
dominated by the Paheka and the Maori
cultures. Although there is a community
sense, each of the members are to take care of
their individual responsibilities diligently.
1. Emails are sent to
each individuals
separately after
achievements.
2. Letters are sent to
individuals.
Masculinity vs. Femininity
Countries/Cultures
Explanation Example:
India India has a strong masculine oriented culture.
The scores for India are 56. This means that
there is room for heroism in the business.
People normally strive to provide effective
performances at workplaces and guide others
to gain favourable opinions among peers and
seniors.
1. Achievements are
normally
communicated through
emails and sent through
communicated to the
entire

10CULTURAL COMMUNICATIONS
2. People are more
inclined towards being
appreciated for work.
China In China, the focus is more towards
masculinity with a score of 66. Chinese
culture appreciates achievements. Businesses
focus greatly on enhancing the performances
of individuals.
1. The communication
mediums are direct
when giving
instructions to instil
strong performance
motives.
2. All individuals are
expected to harbour
good abilities that can
be appreciated.
Sweden Sweden has a very low masculinity score of
5. This means that the culture is feminine,
focused on caring, modesty and cooperation.
1. Achievements are
not very much
appreciated and the
focus is on appreciating
the intentions.
2. There is more
emphasis on
cooperation, welfare,

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helping others, etc.
Fiji Fiji scores a little more but still only 46 in
terms of masculinity. The culture of equality
and cooperation is responsible for the same.
1. In Fiji society the
focus is more on the
cooperatives roles.
2. A general idea of
equality of men and
women is present with
less stress on gender
roles.
New Zealand New Zealand scores a high of 58 in terms of
masculinity. This means that there is more
emphasis on accolades and the ‘winner’
mentality.
1. The Maori culture of
New Zealand provides
much emphasis on
heroic victories.
2. There is a string
emphasis on being
capable of
performance.
Long-term or Short-term orientation
Explanation Example: