Case Study: Applying Intercultural Models in Business Interactions

This case study examines intercultural competence within a business context, focusing on a scenario involving a German manager, Anna, and her interactions with Chinese colleagues. The assignment delves into the comparison of cultural frameworks, specifically highlighting Hofstede's dimensions and the Lewis Model, to understand how culture shapes interpersonal interactions. It critically demonstrates the applicability of these intercultural models in navigating business situations, emphasizing the importance of interpersonal skills. Furthermore, the case study explores the practical application of intercultural communication theories to improve communication and collaboration in various business scenarios. The conclusion underscores the significance of intercultural competence for effective business operations, emphasizing how managers can leverage various models and theories to enhance their interpersonal skills and mitigate communication challenges in a globalized environment.

CASE STUDY

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAINBODY ...................................................................................................................................3
Comparison in between culture framework................................................................................3
Critically demonstrate how intercultural models is applicable in order to understand the
different interpersonal interaction in business situation..............................................................5
Utilize the intercultural communication theories in order to practice in various business
situations.....................................................................................................................................6
CONCLUSION ...............................................................................................................................7
REFERENCE...................................................................................................................................8

INTRODUCTION
Intercultural competence refers to ability that an individual posses in order to carry out
all functions in effective manner across various culture. In this globalised world it is a valuable
assets of company in which every individual most likely to interact with people of different
countries and culture. Which are structured by different values, beliefs and experiences. It is a
part of family that involves graduate attributes, employability, skills and so on (Nardon, 2017).
In which the following report is based on a case study of intercultural competence in business
environment. A Anna is a manager of German company and she was discussing about her new
job challenges with friends. In context of this, the theories of intercultural is explained in this
assignment as well as a comparison of different culture framework is carried out. Additionally
how these frameworks are applicable to different interpersonal internation in business situation is
explained.
MAINBODY
Comparison in between culture framework.
A person culture is generated by some factor like ethnicity, geographic, social
connection, life experience an so on. In order to measure how culture is shared, interpreted and
formed for this various number of models are founded and all these are discussed below:
Hofstedes dimension of culture:It is a framework and in business unit it is used for
developing the commination between cross culture peoples. It is given by the Geert Hofstede. It
represent the culture of society on values of their members as well as how their culture is related
with the behaviour (Savicki, 2020). For the companies who are operating their business at global
level need to understand this theory is very important in order to deal with problem of cross
culture. The aim of this theory is to determine the dimension in which culture varies. In which it
includes six categories and all of these are discussed below:
Power distance index:- This considered the limit of inequality and power that is tolerated
by any individuals who are working in an organisation. It involves two index, high power
distance index that refers to acceptance of inequity and power difference as well as represents
high respects for good performers whereas the other is lower power distance index which
encourages organisational culture. It includes participative style of management and
decentralised decision making responsibilities.

Collective vs individualism- It emphasises on degree to which societies are integrated
into group, detected obligations as well as dependency on groups. In which individual refers to
attaining personal goal and collective advert to well being of group.
Uncertainty avoidance index- It mainly considered the limit to which uncertainty and
ambiguity are tolerated (de Hei and et.al., 2020). The hight level avoidance represents the low
tolerance level and vice versa.
Femininity vs masculinity- It means tough vs tender and considered the preferences of
society for attitudes behaviour, and achievements for sexuality equality. In which the masculinity
come under different gender role, wealth building, assertive etc. and the femininity includes fluid
gender role modest and so on.
Short term vs long term orientation- In this, it considers the degree to which society
view its time horizon. In which the log term focus on future by including the delaying the short
term success. It emphasis on long term growth and perseverance (GarrettRucks, 2016). Whereas
the short term focuses on future and it provisioned on quick result and respect for tradition.
Restraints vs indulgence- It lies on tendency of fulfilment that a society desires. In which
it revolves around how societies can control their impulse and desire. The restraints means
society suppresses gratification of needs and regulations with the help of social norms where as
indulgence means society permits free gratification which leads to enjoying life and having fun.
The lewis model: This framework was given by the Richered D Lewis in order to
improve the interaction between different culture. Further this model divided culture in three
approximate categories which are discussed below:
Linear actives- This types of culture performs action instantly on the basis of the
schedule. They are efficient in their work and are often refereed to a logic. In this case study the
friend of Anna are not linear actives as they always behave like it is only a suggestion.
Multi actives- In this the peoples are more social compare to linear actives. They belief
and values the relationship and manages so many task at a time (Ramirez, 2016). For example
the Arab culture and the Latin culture comes under this categories.
Reactive- This culture values the civility and posses a good quality of listeners, they are
good listeners. They keen on their principles insisted of rigid plans and undefined or unclear
intentions. They prefer face to face communication and avoids confrontations. As well as do
work hard in order to sphere or main the peace and harmony. Chinese and the Germany are the

example of this types of culture. According to this case study, the friends of Anna belong to
china and Anna is a manager of German company. Which means they fall in such kind of
culture.
Comparison between culture framework
Hofstedes dimension of culture The lewis model
This model desire to provide answer to
essential the same question that is asked or
have by human biology or arise due to
generalities of humans. This model is
quantifies the differences ion the basis of 4-5
dimension. In context of given case study.
This is not based on the nationality or religion
but based 0on the behaviour. It diversify on the
basis of three attribute as well as it distinguish
the culture perspectives. According to this case
study, Anna perceived this model of cross
culture. Along with she needs to follow
hofstedes dimension of culture in order to
understand the cross culture.
Critically demonstrate how intercultural models is applicable in order to understand the different
interpersonal interaction in business situation.
Interpersonal interaction is a considered an important skill in business unit for
communicating and working together in a group with unity. People who posses a strong
interpersonal skill will able to make good relationship with other people as well as capable work
with full potential with other members of team. They have ability to understand the friends,
clients, co-workers and so on. In context of given case study Anna might go wrong due to the
lack of this skill or quality. And in business organisation it plays a vital role. In order to
understand the different interpersonal internation in business Anna could take advantage by
following the some intercultural models (Peng and Wu, 2016). As the culture difference leads to
misunderstanding as well as creates conflicts and that breakdown the commination process
which ultimately affects the function of company. In which the aims of Lewis Model is to guide
and facilitates the smooth exchange of business operations. As this model posses four aspects
accuracy, convince, practicability and efficiency. In which the behaviour that every individual
posses in organisation is not willy nilly. The china is a big cultural country. So the people of
china posses various different culture. In relevance to given case study the clients of Anna are

also from china and due to culture difference Anna would not able to understand them. And
make some wrong thinning about them.
Apart from this, Hofstedes dimension of culture permits mangers of company to compare
and contrast the different culture. For example the united state and the Ireland are very similar
when it come top masculinity, uncertainty and in case of Germany and china both are very
different with each other in term of uncertain and individuality. So it become very difficult for
Anna to manage the people of china as it belong to German culture (Sykes, 2017). This model
helps to understand the different culture nation whereas the other model lewis aid in
understanding the behaviour of different culture peoples. Both are very important for managers
to understand as it directly affects the business operation of company as well as creates conflict
and communication gap.
From above discuss points it has been found that it is very essential for a business manger
to have understanding about all model of intercultural for carry out all function of company in
effective manners as it helps in understanding the interpersonal skill in business environment.
Utilize the intercultural communication theories in order to practice in various business
situations.
Intercultural communication is a verbal and non verbal interaction between two person
who belongs form different region which have their own culture. In other term, the individual
process of communicating with different people from different region or culture. The culture is
about more than a language, they much of communication is non verbal (Eko and Putranto,
2019). The purpose of intercultural communication is to increase the understanding of culture
which is related to language or region. Language difference makes the international business
companies difficult to go through local culture with the understanding environment. There are
many companies which faces the communication problem in different centre of regions. The
language changed, the way and perception towards the product is unidentified.
As per the above case study, Anna who is German manager facing very difficulties while
dealing in china with the employee. Chinese have their own perception towards the work and
they believe in self china based environment. In china, the environment of work is like culture
based they make positive decorum inside the company, they rarely used to speak inadequate
about the organisation where they work. The Anna facing these problem, behalf of this when she
used to ask about some feedback about the sales or any business term, they couldn't answer in

sense of feedback, stated very smoothly and create a suggested scenario regards the problem. In
the context of above case study, China have very difference in work culture if compared to
western. Chinese believe in collectivism society is that humility. Humility in china has been part
form many of thousand year. In that country, team success is more important then individual
success (Zhang and Zhou, 2019). Employee tends to be honest when they achieve good outcome
within the team. As per this, Anna must go through the cultural theory of china where
relationship is important for the work, so Anna create a positive and collectivism environment to
get easier way to interact and take advantage what she can want to grow the business, Anna is
from western culture where humility seen as sign of weakness, and there is a tendency to show
the success individually and called himself achiever. Culture of china have also teaches that no
question publicly with manager or colleagues. As we know from above case study, Anna is
manager and employee don't raise any question because Chinese follow highly hierarchical base
of company. In china they follow guanxi to built relationship not in context of just sharing
information.
Leader in china usually speak less directly to employee for any purpose, and sometime
difficult for westerners to get more information which is faced by Anna in company. It is
common in china that during meeting the employee remain silent (Deardorff and Arasaratnam-
Smith, 2017). In this type of cases, Anna must approach is to speak privately to the various
employee and manager to get more information as feedback or something which is beneficial for
the organisation.
CONCLUSION
From above discussed report it has been concluded that for a manger of company it is
very important to posses intercultural competence skill in order to carry out all business
operation in effective manner without and hindrance. As the lack of this quality leads to
miscommunication and affects projects of company and with the help of several theories and
models mangers could gain interpersonal skill. In addition to this the aims of these Model is to
guide and facilitates the smooth exchange of business operations. As well as it helps company in
managing the divers culture within firm which ultimately leads towards accomplishment of
organisational goal within small period of time.

REFERENCE
Books & Journal
de Hei, M., and et.al., 2020. Developing intercultural competence through collaborative learning
in international higher education. Journal of Studies in International Education. 24(2).
pp.190-211.
Deardorff, D. K. and Arasaratnam-Smith, L. A. eds., 2017. Intercultural competence in higher
education: International approaches, assessment and application. Routledge.
Eko, B. S. and Putranto, H., 2019. The Role of Intercultural Competence and Local Wisdom in
Building Intercultural and Inter-religious Tolerance. Journal of Intercultural
Communication Research. 48(4). pp.341-369.
GarrettRucks, P., 2016. Intercultural competence in instructed language learning: Bridging
theory and practice. IAP.
Nardon, L., 2017. Working in a multicultural world: A guide to developing intercultural
competence. University of Toronto Press.
Peng, R. Z. and Wu, W. P., 2016. Measuring intercultural contact and its effects on intercultural
competence: A structural equation modeling approach. International Journal of
Intercultural Relations. 53.pp.16-27.
Ramirez R, E., 2016. Impact on intercultural competence when studying abroad and the
moderating role of personality. Journal of Teaching in International Business. 27(2-3).
pp.88-105.
Savicki, V. ed., 2020. Developing intercultural competence and transformation: Theory,
research, and application in international education. Stylus Publishing, LLC.
Sykes, J., 2017. Technologies for teaching and learning intercultural competence and
interlanguage pragmatics. The handbook of technology and second language teaching and
learning, pp.119-133.
Zhang, X. and Zhou, M., 2019. Interventions to promote learners’ intercultural competence: A
meta-analysis. International Journal of Intercultural Relations. 71. pp.31-47.