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Cultural Values


p> In the United States, we feel that it is not only desirable but natural to speak up to your superior, to tell the boss exactly what you think, even when you disagree with him. Of course, we do not always do this, but we think that we should, and we feel guilty if we fail to speak our minds frankly. When workers in our factories first get elected to local union office, they may find themselves quite self-conscious about speaking up to the boss and arguing grievances. Many of them, however, quickly learn to do it and enjoy the experience. American culture emphasizes the thrashing-out of differences in face-to-face contacts. It de-emphasizes the importance of status. As a result, we have built institutions for handling industrial disputes on the basis of the local situation, and we rely on direct discussion by the parties immediately involved.

In Latin America, where it is exceedingly difficult for people to express their differences face-to-face and where status differences and authority are much more strongly emphasized than here, the workers tend to look to a third party-the government-to take care of their problems. Though the workers have great difficulty in thrashing out their problems with management, they find no difficulty in telling government representatives their problems. And it is to their government that they look for an authority to settle their grievances with management.

Status and class also decide whether business will be done on an individual or a group basis.

In the United States, we are growing more and more accustomed to working as members of large organizations. Despite this, we still assume that there is no need to send a delegation to do a job that one capable man might well handle.

In some other parts of the world, the individual cannot expect to gain the respect necessary to accomplish this purpose, no matter how capable he is, unless he brings along an appropriate number of associates.

In the United States, we would rarely think it necessary or proper to call on a customer in a group. He might well be antagonized by the hard sell.

In Japan-as an example-the importance of the occasion and of the man is measured by whom he takes along.

This practice goes far down in the business and government hierarchies.

Even a university professor is likely to bring one or two retainers along on academic business. Otherwise people might think that he was a nobody and that his affairs were of little moment.

Even when a group is involved in the U.S., the head man is the spokes man and sets the tone. This is not always the case in Japan. Two young Japanese once requested an older American widely respected in Tokyo to accompany them so that they could "stand on his face." He was not expected to enter into the negotiation; his function was simply to be present as an indication that their intentions were serious.

ADJUSTMENT GOES BOTH WAYS

One need not have devoted his life to a study of various cultures to see that none of them is static. All are constantly changing and one element of change is the very fact that U.S. enterprise enters a foreign field. This is inevitable and may be constructive if we know how to utilize our knowledge. The problem is for us to be aware of our impact and to learn how to induce changes skillfully.

Rather than try to answer the general question of how two cultures interact, we will consider the key problem of personnel selection and development in two particular intercultural situations, both in Latin cultures.

One U.S. company had totally different experiences with "Smith" and
"Jones" in the handling of its labor relations. The local union leaders were bitterly hostile to Smith, whereas they could not praise Jones enough.
These were puzzling reactions to higher management. Smith seemed a fair minded and understanding man; it was difficult to fathom how anyone could be bitter against him. At the same time, Jones did not appear to be currying favor by his generosity in giving away the firm's assets. To management, he seemed to be just as firm a negotiator as Smith.

The explanation was found in the two men's communication characteristics. When the union leaders came in to negotiate with Smith, he would let them state their case fully and freely-without interruption, but also without comment. When they had finished, he would say, "I'm sorry, We can't do it." He would follow this blunt statement with a brief and entirely cogent explanation of his reasons for refusal. If the union leaders persisted in their arguments, Smith would paraphrase his first statement, calmly and succinctly. In either case, the discussion was over in a few minutes. The union leaders would storm out of Smith's office complaining bitterly about the cold and heartless man with whom they had to deal.

Jones handled the situation differently. His final conclusion was the same as Smith's-but he would state it only after two or three hours of discussion. Furthermore, Jones participated actively in these discussions, questioning the union leaders for more information, relating the case in question to previous cases, philosophizing about labor relations and human rights and exchanging stories about work experience. When the discussion came to an end, the union leaders would leave the office, commenting on how warmhearted and understanding he was, and how confident they were that he would help them when it was possible for him to do so, They actually seemed more satisfied with a negative decision from Jones than they did with a hard-won concession from Smith.

This was clearly a case where the personality of Jones happened to match certain discernible requirements of the Latin American culture. It was happenstance in this case that Jones worked out and Smith did not, for by American standards both were top-flight men. Since a talent for the kind of negotiation that the Latin American considers graceful and acceptable can hardly be developed in a grown man (or perhaps even in a young one), the basic problem is one of personnel selection in terms of the culture where the candidate is to work.

The second case is more complicated because it involves much deeper intercultural adjustments. The management of the parent V.S. company concerned had learned-as have the directors of most large firms with good- sized installations overseas-that one cannot afford to have all of the top and middle-management positions manned by North Americans. It is necessary to advance nationals up the overseas-management ladder as rapidly as their abilities permit. So the nationals have to learn not only the technical aspects of their jobs but also how to function at higher levels in the organization.

Latin culture emphasizes authority in the home, church, and community.
Within the organization this produces a built-in hesitancy about speaking up to one's superiors. The initiative, the acceptance of responsibility which we value in our organizations had to be stimulated. How could it be done?

We observed one management man who had done a remarkable job of building up these very qualities in his general foremen and foremen. To begin with, he stimulated informal contacts between himself and these men through social events to which the men and their wives came. He saw to it that his senior North American assistants and their wives were' also present. Knowing the language, he mixed freely with all. At the plant, he circulated about, dropped in not to inspect or check up, but to joke and to break down the great barrier that existed in the local traditions between authority and the subordinates.

Next, he developed a pattern of three-level meetings. At the top, he himself, the superintendents, and the general foremen. At the middle level, the superintendents, general foremen, and foremen. Then the general foremen, foremen, and workers.

At the top level meeting, the American management chief set the pattern of encouraging his subordinates to challenge his own ideas, to come up with original thoughts. When his superintendents (also North Americans) disagreed with him, he made it clear that they were to state their objections fully. At first, the general foreman looked surprised and uneasy. They noted, however, that the senior men who argued with the boss were encouraged and praised. Timorously, with great hesitation, they began to add their own suggestions. As time went on, they more and more accepted the new convention and pitched in without inhibition.

The idea of challenging the boss with constructive new ideas gradually filtered down to the second and third level meetings. It took a lot of time and gentle handling, but .out of this approach grew an extraordinary morale. The native general foremen and foremen developed new pride in themselves, accepted new responsibilities, even reached out for more. They began to work to improve their capacities and to look forward to moving up in the hierarchy.

CUISINE, ETIQUETTE & CULTURAL VALUES

Also, it is necessary to note that food is one of the most enjoyable ways to experience another culture.

WHAT'S A "STAPLE" FOOD?

Every culture has staple foods. A staple food is a food that is rich in carbohydrates, that is eaten daily, and that is a primary source of calories and life energy. Rice is the staple food of much of Asia: from
China & Japan to Sri Lanka & India. For example, many Japanese eat rice three times a day — with breakfast, lunch and dinner. If there is no rice, diners feel dissatisfied: the meal simply is not complete.

Cuisine and Etiquette in Zambia

In traditional families, mothers eat together with the girls and the small boys. Boys age seven and older eat with the father. This is because all of the children below the age of seven live under the guidance of their mother and much learning takes place through daily activities in the home.
Ibis is changing, however, especially in towns and cities. The new trend1 is that all members of the family eat together.

Before eating, everybody washes hands in order of the status of the members of the family: father first, then mother, and the children follow according to their ages. If a visitor happens to have a meal with the family, he or she is given the honor of washing first.

It is rude to talk very much or loudly while eating. After eating, the family members wash their hands again in the same order. The wife and the young ones clear the table. Burping after a meal is a traditional compliment, but it is not quite so common nowadays.

Zambia's staple food is maize (corn), and the inhabitants eat maize in several ways. When the corn is new, it can be roasted or boiled. When it is dry, it can be fried or boiled, either by itself or mixed with beans or peanuts. Sometimes maize is ground to a size a little bigger than rice and is cooked like rice. Finally, we have the fine cornmeal which is called mealie-meal in Zambia. This is used for making nsima, the most popular way of cooking maize. Nsima is steamed cornmeal.

Meat from cows, goats, sheep, and fish are used in sauces over nsima.
There are also a lot of vegetables put in sauces, such as leaves from bean plants, okra, peas and pumpkins. Other vegetables eaten almost daily include onions and tomatoe. Nsima is usually prepared for lunch and dinner and not for breakfast. All the cooking is done by the wife.

Cuisine & Etiquette in Uganda

In Uganda, the staple food is matoke (a variety of semi-sweet bananas with green peels used in cooking). Other food crops include sweet potatoes or yams, white potatoes, beans, peas, peanuts, cabbage, onions, pumpkins, and tomatoes. Some fruits, such as oranges, papayas, lemons, and pineapples, are also grown.

Most people, except for a few who live in the city centers, produce their own food. The responsibility of preparing the family's meals belongs solely to the women and the girls in the family. Men and boys of age 12 and above are not even expected to sit in the kitchen, which is separate from the main house.

Most families eat two meals a day. The two meals are lunch and supper.
Breakfast is just a cup of tea or a bowl of porridge.

When a meal is ready, all members of the household wash their hands and sit down on floor mats. Hands have to be washed before and after the meal. At mealtime everybody is welcome; visitors and neighbors who drop in are expected to join the family at a meal.

Food is served by the women. "Sauce" — a stew with vegetables, beans, butter, salt, and curry powder — is served to each person on a plate.
Sometimes fish or beef stew is served.

Normally a short prayer is said before the family starts eating.
During the meal, children talk only when asked a question. It is bad manners to reach for salt or a spoon. It is better to ask someone sitting close to it to pass it. It is also bad manners to leave the room while others are still eating. Everyone respects the meal by staying seated until the meal is over. Leaning on the left hand or stretching ones legs while at a meal is a sign of disrespect and is not tolerated.

People usually drink water at the end of the meal. It is considered odd to drink water while eating.

When the meal is finished, everyone in turn gives a compliment to the mother by saying, "Thank you for preparing the meal, madam." No dessert is served after the meal. Fruits like papaya, pineapple, or sweet bananas are normally eaten as a snack between meals.

Cuisine & Etiquette in Sierra Leone

In Sierra Leone, the staple food is rice. "If I haven't had my rice, I haven't really eaten today," is a popular saying of this people. They eat rice at least twice a day. Only women and girls prepare the food.

If you visit a there friend, he or she will almost always invite you to stay and eat. Sharing is an important part of life in Sierra Leone!
Everyone washes their hands before they eat, and then they gather in a circle with a huge dish of food placed in the middle.

The oldest males get the choicest food, the best pieces of meat or fish. Then the young males take the next best pieces, and then finally the women and girls get any meat or fish that is left. Sometimes the women and girls wait until the men and boys have had all they want before they eat.

Rice is eaten with the hands by squeezing or rolling it into a ball, dipping it into the sauce, and then popping it into the mouth. When everyone finishes eating, they wash their hands and thank the cook.

When you are eating, you usually don't talk. Talking shows a lack of respect for the food. It is rude to lean on your left hand while you are eating. People usually drink water only after a meal is over.

Many ingredients go into sauces or stews to go with rice. The most popular sauces are made of greens. Other common ingredients include palm oil, onions, tomatoes, yams, and red peppers. Sometimes peanut oil or coconut oil are used. Sources of protein that go into the sauces include peanuts and beans, as well as fish, chicken, goat meat, or pork. Seafood, such as oysters, lobster, and crab, may also be used. Most of the calories, however, come from rice, which is eaten in large quantities.

Fruits include oranges, bananas, papayas, lemons, avocados, watermelon, mangoes, and pineapples. Fruit is usually eaten as a snack.
Plantains (cooking bananas) are sometimes sliced and fried as chips for a snack. Tea and coffee are drunk in some parts of the country for breakfast.
Coke and beer are popular with people who can afford them.

PATTERNS OF SPEECH

A language is more than the sum of its words, its grammar, and the expressive quality of its melody.

Language =Words+ Grammar + Melody + "?"

Every cultural group has unique patterns of speech — patterns for doing things like giving and responding to compliments, saying no, and forming business relationships. And even the most elementary of speech acts
— the greeting — is more complex than you might think!

THE U.S.A

Many visitors to the United States are perplexed every time an
American flashes one of those famous smiles, looks you straight in the eye, exclaims "How are you?" —and then disappears without waiting to hear a word. These visitors must feel like Alice in Wonderland, trying to communicate with the White Rabbit. That's because they are taking the question "How are you?" literally, as a request for information about ones health and well-being. "How are you?" (when said in passing or as part of an everyday greeting) may be a question according to the rules of grammar, but in practice it is not a question at all! It is a friendly and polite greeting. No one expects to give or hear a long answer. A one or two word answer will do. In fact, it's considered rude to tell a long story.

When Americans are not simply greeting you and truly want to know how you are, they may put a small emphasis on the word "are." How ARE you? Or, to make the message absolutely clear, they might say "How ARE you, REALLY?"
Then you can tell a very long story indeed.

MOROCCO

In Moroccan Arabic, people greet each other with the words "Salaam Oo- allay-kum." Ibis greeting means "Peace be with you." The response is "Oo- allay-kum salaam" — "And with you peace." But the greeting does not end there! Greetings in Morocco may continue for many minutes - sometimes as long as half an hour — as people ask about each other's health, faith in
Allah, families, work, etc.

Moroccans shake hands when greeting, touching the heart immediately after the handshake to show that the greeting is sincere. Sometimes instead of touching the heart, they will kiss their own hand after the handshake as a sign of particular esteem or affection. In the case of family members or close friends, women greeting women and men greeting men will kiss each other's cheeks back and forth a few times. In the north, it's right cheek- left cheek-left cheek. In other parts of the country, it could be right- left-right, or right-left only. How many times you kiss cheeks also depends on how much you like the person, or how long it's been since you've seen them. The longer it's been, the more kisses are exchanged.

4.CONTRAST RUSSIAN’S STEREOTYPES

A stereotype is a statement that simplifies human and social realities. For example, a single quality is said to belong to every member of a group: "Men hate to cook."

Prejudice is to prejudge: to form an opinion, usually negative, about someone before you know many facts. "Richard can't cook - he's a guy!" If you have seen the film Shrek, about an ogre who falls in love with a princess, you may remember Shrek's lament — his sad complaint that "They judge me before they even know me!"

Stereotypes and prejudice are based on incomplete or faulty information. They get in the way of knowing people as individuals and of understanding the world in a complex and sophisticated way; they can offend
& hurt people; and they can lead to serious misunderstandings.

NINE STATEMENTS ABOUT RUSSIA

The nine comments a non-Russian might make about Russians:

1. Russians are dreamers and not doers.

2. Russians are not materialistic. They consider other people more important than what you can buy.

3. Russians value familiar faces and distrusts those they do not know.

4. There is a right and a wrong way to do almost anything, and
Russians will not hesitate to tell you when you are doing something wrong — or "nyekulturno."

5. Russians don't think about the future — they don't plan far ahead. If they have money today, they spend money today.

6. Russians are certain that they are right, they know everything & they have all the answers.

7. Russians are fatalistic — they feel nothing they can do will make a difference.

8. Russians disapprove of people who are different or who break social conventions (like Tattoo).

9. Russians are "lazy" — if you don't tell them what to do and supervise them carefully they will do as little as possible or nothing at all.

If we can understand what lies behind the stereotypes, we are able to politely challenge or correct others' misperceptions if we so choose. We all stereotype others sometimes

—and it can be a shock to hear about how others stereotype us. Just think of a time you have stereotyped someone, as we all have, and imagine their reaction if they heard your words!

For an explanation of each of the nine notions, we shall learn some reasons that some observers and scholars might give as to why Russians may appear to others the way they do.

1. As a general rule Americans are oriented towards doing. They measure their own value, and that of others, by what & how much they do.
Ideas are not valued as highly as the practical application of ideas and results. Russians are more oriented towards contemplating ideas and valuing ideas in and of themselves. A Russian who attended an American/Russian conference described the different ways each group would spend conference evenings. "The Russians would sit all night drinking tea, discussing and reflecting upon the events and ideas of the day, while the Americans would be dunking of what they had to do the next day and preparing for it."

2. "It's better to have 100 friends than 100 rubles." Russians have very close bonds with and depend upon a close network of friends, family and familiar faces — people they know they can trust. Government, banks, & bureaucracies are not trusted or depended upon. Friends, however, can trust each other and depend upon one other.

3. Again, many Russians belong to close-knit groups of family & friends. Within these groups, there is great trust and a strong sense of closeness — however strangers and outsiders are not immediately trusted and are kept at a greater social and emotional distance.

4. Russian culture, more than many others, emphasizes clear cultural norms, rules and scripts (what people should say). Many Russians expect others to conform to these social or cultural rules and freely correct those who "stray." They may feel that they are being helpful and saving others from future trouble or embarrassment

5. Russians may believe that planning for the future and living for tomorrow is sinful and contradicts Christian teachings. One Russian student quoted the Bible as proof that this belief is sacred: "Now listen to me, you that say, 'today or tomorrow we will travel to a certain city, where we will stay a year and go into business and make a lot of money.' You don't even know what your life tomorrow will be! You are like a puff of smoke, which appears for a moment and then disappears." Making the most of each day, living 'it to the fullest, and facing only the hardships of the current day are valued.

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