Intercultural CommunicationIn the Global WorldBUS272 Behaviour in OrganizationsSeung Woo Han (301002412)Gillian Epp (301083305)Eun Hoe Lee (301080043)Marsha Hasjim (301078803)Table of contentsTABLE OF CONTENTS1INTRODUCTION2POWER: HIERARCHICAL VS. DEMOCRATIC CULTURES3SOCIAL FRAMEWORK: HIGH-CONTEXT VS. LOW-CONTEXT CULTURES5NON-VERBAL COMMUNICATION7TIME: LINEAR, FLEXIBLE, OR CYCLICAL9ELECTRONIC COMMUNICATION10CONCLUSION11APPENDIX A: TABLE I14APPENDIX B: TABLE II14APPENDIX C: TABLE III15APPENDIX D: TABLE IV15APPENDIX E: GRAPH I16APPENDIX F: GRAPH II17BIBLIOGRAPHY18IntroductionCommunication is the process of creating and sharing information with one another. Rapid changes in technology, transportation and immigration are making the world into a small-intersected community, where understanding how different cultures communicate is extremely important. In order to achieve effective intercultural communication we have to understand how different cultures communicate.Communication styles differ by how power is distributed within an organization. There are essentially two types: hierarchical, and democratic. In a hierarchical structure the most power is held by the highest ranking individual, where as in a democratic structure, power distribution is uniformed among the individuals. Edward T. Hall (1976) originated the classification of high-context versus low-context cultures, based on the amount of information that is implied versus stated directly in a communication message. In high-context cultures, the meanings of the messages are found in the situation and in the relationships of the communicators, or are internalized in the communicators beliefs, values, and norms. In low-context cultures, less emphasis is placed on the context. Instead they rely on explicit verbal messages. Understanding these differences is essential to accurately decoding the message.Communication specialists estimate that three-fourths of our communication is nonverbal and takes place through our behavior. Nonverbal cues serve as the markers of ones identities. The way people dress, the accent pattern, and the nonverbal way of gesturing, all deliver messages to others.A cultures perception of time can alter the message being communicated. In a culture that uses linear time, tasks are sequential. The focus is on the task to be completed within a certain framework. Cultures that view time as flexible are reluctant to strictly measure or control it. They value relationships over schedules. The focus is on the present. In cyclical time cultures, time manages life and humans must adjust to time. The cycle of life controls people and they must live in harmony with nature and subscribe to the repetitive patterns of life. Cultural concepts of time represent strong normative forces affecting the behaviours and cognitions of the communicators. The past decade has brought many advances in technology. These advances are affecting the way cultures communicate and do business. Nowadays, it is not possible to study communication without considering an electronic communication.To examine intercultural communication, four countries from four continents have been selected: Canada, Brazil, Germany and Japan. The study of these differences and similarities in communication will help people to work and socialize in the global world.Power: Hierarchical vs. Democratic CulturesNorth American businesses have relatively democratic organizational patterns, which allow a free flow of information. “No matter what their job descriptions, workers in more democratic cultures may consider themselves colleagues with differing levels of responsibility.” (Sana ReynoldsDeborah, 2004) North American organizations do not distinguish people by ranks or jurisdiction and respect equality. Ideas, suggestions, and complaints are sent to anyone by anyone and both upward and downward directions are used within an organization.In Brazil, individualism is upheld by hardship in the economy, creating a social hierarchy that does not respect the rules of equality found in democratic frameworks, like that of Canada. Brazil is aristocratic in its culture and politics. People of high rank maintain an authoritative distance. In business decisions are made by the highest ranking individual. This steep hierarchy discourages input from those at lower levels to those at higher levels. Furthermore, information slows down as it moves up the levels of authority eventually reaching the decision maker who is overloaded with information. On the way down, information moves quickly. Japan is also observed to have a hierarchical organizational structure. “The Japanese prefer a strict hierarchy in their organizations, and that promotion in Japanese government and businesses is usually based on seniority.” (Sana ReynoldsDeborah, 2004)The Japanese cultures preference for a clearly defi