COM295 V7 Copyright 2020 By University Of Phoenix All Rights

COM295 V7copyright 2020 By University Of Phoenix All Rights Reserved

In this assignment, you will take the role of mentor to Judith and evaluate her experiences and behaviors. Write a memo of at least 525 words providing feedback to Judith on the scenario and Judith’s performance. Address the following in your memo:

• Summarize some of the cultural mistakes Judith made during the meeting that illustrated a lack of knowledge about China.
• Explain the cultural dimension differences of individualism and collectivism evident during the visit.
• Evaluate the degree to which Americans hold task-based versus relationship-based style of business in China.
• Recommend how Judith and Bo could build and maintain a cross-cultural work relationship by establishing trust and empathy.
• Evaluate in a conclusion paragraph how to improve cross-cultural communication and the characteristics of cultural intelligence important for global business leaders.

Paper For Above instruction

Judith Carey’s business trip to China offers a compelling case to analyze cultural interactions and the importance of cultural intelligence in international business settings. In her brief encounter with Chinese counterparts, several cultural mistakes highlighted her limited understanding of Chinese customs, values, and communication styles, which can serve as lessons for future cross-cultural engagements. Moreover, examining the underlying cultural dimensions such as individualism versus collectivism and relationship versus task orientation further clarifies the differing priorities and social expectations that influence business outcomes in China.

One of the most notable mistakes Judith made was her lack of cultural awareness regarding Chinese dining etiquette and social protocols. During the lunch with President Bo Chen, Judith expressed discomfort over unfamiliar foods and made an insensitive remark about China’s one-child policy. Such comments revealed her superficial engagement and potential for offending her hosts. Chinese culture emphasizes harmony, respect, and indirect communication; making personal or political comments without understanding the cultural context can quickly damage trust. Additionally, her decision to focus on sightseeing rather than establishing personal rapport during the afternoon tour indicated a misjudgment of the importance of relationship-building in Chinese business practices.

The visit showcased contrasting cultural dimensions, especially in terms of individualism and collectivism. American culture tends to emphasize individual achievement, assertiveness, and direct communication, often prioritizing tasks over relationships. Conversely, Chinese culture underscores collectivism: loyalty to family and community, harmony, and indirect, relationship-oriented communication. During the trip, Judith’s focus on immediate business discussions contrasted with the Chinese emphasis on establishing trust and personal bonds first, evident in her willingness to socialize, toast, and sing karaoke during dinners. These activities, although seemingly informal, in Chinese culture facilitated relationship-building, signaling sincerity and commitment, which are prerequisites for effective cooperation.

The American approach to business is largely task-based, emphasizing efficiency, directness, and clear objectives. In China, however, relationships often take precedence over immediate task achievement, reflecting a more relationship-based style. Judith aimed to progress swiftly to negotiations, which may have come across as transactional and insensitive to the Chinese style that values patience and long-term rapport. Recognizing that in Chinese culture, trust and personal connections often underpin business deals is crucial; the focus should be equally on building mutual empathy and understanding rather than solely on transactional outcomes.

To foster a stronger cross-cultural relationship, Judith and Bo need to invest in establishing trust and empathy through consistent, culturally appropriate interactions. Judith should have demonstrated more patience and curiosity, actively listening to Bo and Mei about Chinese norms and expectations. A good starting point would be for Judith to express genuine interest in Chinese culture, perhaps through learning some basic Mandarin phrases or showing appreciation for traditional customs. Regular open communication that respects cultural differences can help build mutual respect. Moreover, Bo should reciprocate by sharing insights about Chinese business practices and demonstrating genuine interest in Judith’s goals. Such exchanges foster trust and create a foundation for long-term collaboration.

In conclusion, improving cross-cultural communication requires a combination of cultural awareness, empathy, and adaptability—traits essential for global business leaders. Cultivating cultural intelligence involves understanding cultural dimensions, practicing active listening, being patient, and demonstrating respect. Leaders like Judith should approach cross-cultural interactions with a learner’s mindset, recognizing that cultural differences are assets rather than barriers. Developing these capabilities enhances a leader’s effectiveness in diverse international environments and paves the way for sustainable, mutually beneficial business relationships.

References

• Earley, P. C., & Ang, S. (2003). Cultural Intelligence: Individual Interactions Across Cultures. Stanford University Press.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
• Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of Global Business. PublicAffairs.
• Livermore, D. A. (2015). Leading with Cultural Intelligence: The Real Secret to Success. AMACOM.
• Hall, E. T. (1976). Beyond Culture. Anchor Books.
• Thomas, D. C., & Inkson, K. (2009). Cultural Intelligence: Living and Working Globally. Berrett-Koehler Publishers.
• Chen, G. M., & Starosta, W. J. (2000). Communication Competence and Cross-Cultural Business Negotiations. International Journal of Intercultural Relations, 24(2), 221-240.
• Brislin, R. (1990). Understanding Culture's Influence on Behavior. Sage Publications.
• Triandis, H. C. (1995). Individualism & Collectivism. Westview Press.
• Adler, N. J. (2002). International Dimensions of Organizational Behavior. South-Western College Publishing.