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WorksheetsFR_EN / Intercultural awareness
Total questions: 20
Worksheet time: 16mins
Culture is...
The way we do things around here.
It's complicated
It's like art and stuff
mental programmation of the mind
Les travaux de Meyer permettent de :
Cartographier les cultures du monde
Comparer les différences culturelles
Repérer les éléments qui dominent dans une culture
La distance culturelle est :
La différence de significations et de valeurs
L’écart ou la différence entre la culture de deux pays ou
nations
La compréhension de la culture de l’autre
Le « bruit culturel » dans la communication fait référence à
Interférence dans les signaux envoyés et reçus
Interrompre ou parler à quelqu'un d'autre
Interprétation erronée d'un message entre codeur/expéditeur et décodeur/récepteur.
« J'ai dirigé la division France Renault Agriculture pendant cinq ans et également en tant que co-responsable de
le groupe allemand. En France, on argumente puis on exécute, donc les discussions peuvent être
beaucoup plus longtemps. Ces discussions ont tendance à être très intellectuelles et parfois conflictuelles.
Bien que l'équipe puisse comprendre les généralités, les détails du processus demandent
un autre niveau de discussion, parfois à chaque étape du processus. Cela a tendance à prendre beaucoup
plus de temps, en plus de donner aux employés un sentiment « d’importance » pour exprimer leur
feedback pendant le processus », dit le président de Renault Agriculture.
-> Quel(s) dimension(s) ci-dessous reprend le mieux le texte ci-dessus
Feedback négatifs directs (direct negative feedback) élevés
Style de désaccord très confrontationelle et passionée
Leadership égalitaire
Faible distance hierarchique
Dissociation des compétences culturelles cognitives, affectives et conatives
Tom, un américain de 35 ans, a été envoyé au Mexique il y a 5 mois pour superviser la mise
en place d’une filiale de l’entreprise mère située aux USA. Arrivé il y a quelques mois, il
souhaite faire profiter les employés de l’entreprise d’un management qui a fait ses preuves
dans son pays, le management participatif. Il en parle aux membres du Comité Directeur qui
restent tout d’abord muets, le regardent très étonnés et enfin, lui déconseille fortement de
le faire. Il ne comprend pas vraiment pourquoi…
-> expliquez le(s) raison(s) possible(s) :
Les sociétés collectives, comme le Mexique, ont tendance à valoriser les figures de l'autorité centrale et s'attendent donc à une gestion hiérarchique et non participative.
La situation géopolitique entre le Mexique et les États-Unis rend la présence d'un manager américain au Mexique une mauvaise idée.
Appliquer la gestion participative de cette manière pourrait très probablement être perçu comme un leadership désengagé et/ou incompétent.
Le temps est élastique et cyclique en Amérique latine par rapport aux États-Unis, la direction a donc besoin d'une approche différente en matière de gestion de projet.
Les cultures à contexte élevé comme le Mexique sont connues pour être moins efficaces dans la gestion de projet, nécessitant ainsi un management hiérarchique plus rigoureuse.
la notion de temps et d'espace est liée à :
contextes de communication
proxémie
contrôle de l'incertitude
établir la confiance
tout ce qui précède
A simplified generalized belief about a particular category of people without regard for individual differences is known as..
xenophobia
inequity
stereotype
scapegoating
In which country / region is making fixed eye contact with another person considered rude ?
Jordan
Japan
West Africa
Germany
Which country has the highest power distance ?
USA
UK
Mexico
Holland
Someone who is polychronic will probably..
take an important phone call during a meeting
not like to be interrupted
will begin a new task before finishing the first one
Someone who is monochronic will probably..
like a very clear meeting agenda
likes to do one thing at a time
is happy to be interrupted
What is the Chinese term used to describe the concept of having a network of reciprocal relationships?
Kegi
Guanxi
Mianzi
You are managing a local team in China. How do you respond to the fact that after several weeks in your role nobody in the team seems able to make eye contact with you?
You are worried that the team don't trust or respect you as they can't look you firmly in the eye.
You aren't concerned as you know that in China firm eye contact is not expected and is seen as inappropriate between managers and their teams.
You think that perhaps there is a language issue and the team is embarrassed that they don't understand everything you say.
What one piece of advice would you give to a colleague embarking on their first professional international assignment?
Be yourself and remain true to your own values and principles. When you are working internationally it's important to be authentic as it can be very stressful to try to be someone you're not.
Do everything you can to learn the local language and become fluent. You will only understand how people operate if you speak their language.
Be aware that your new colleagues may work differently to how we do and be ready to adapt your usual style.
You have taken over the management of an international team. Halfway through your first formal meeting with the team one of them picks up all his things and leaves the room without saying anything. What do you do?
Immediately follow them out to find out exactly what they are doing.
Ask the rest of the team what they think the problem is it.
Let the moment pass and continue the meeting then later speak with a trusted colleague to try and understand what might have caused them to leave the meeting.
When communicating with new team members who don't speak your language as their first language what is the best strategy?
Speak more slowly and loudly than usual to avoid any misunderstanding.
Speak naturally but make sure you avoid using colloquial language, jargon and idioms that may be difficult to understand.
Identify the person who speaks your language best and get them to translate for the team.
You are delivering training to a group of Japanese expatriates on secondment at your offices and you notice that most of the group have their eyes closed while you are explaining a technical process. How do you interpret this?
They are suffering from jet lag and struggling to stay awake.
They have disengaged from your session.
They are concentrating and listening hard.
You are spending a week visiting clients around Latin America where you understand there is a more relaxed attitude to time. When do you aim to arrive at your meetings?
A few minutes ahead of the scheduled time just as you would at home.
Within five to ten minutes after the scheduled time.
Anywhere up to half an hour late as that is what you have experienced when these clients visited you at home.
What do you understand by ethnocentrism?
Operating in an environment where everyone is from the same culture.
Judging people from another culture only by the values and standards of your own culture.
Experiencing your own and other cultures as relative to the context.
