Investigation of Intercultural Skills in global work place in the Arab World countries

Conclusions

Among the main factors of influence of the environment on the world economic processes is dominated by the sociocultural communication. Any economic entity operates under the national business culture on the principles formed corporate culture. Participants of the international business faced with the quality deeper aspects of management, which occurs in those results, interpenetration, - the concept of cross-cultural management.
The study of cross-cultural management took several evolutionary stages. During the 70-80s basic principles of cross-cultural management were formed on the basis of empirical-diffraction studies, which were based only on observations of the activities of the branches of international corporations in different countries, fixing individual facts and an ...

INTRODUCTION 4
1.1. Global world characteristics 6
1.1.1. The essence of cross-cultural communications 6
1.1.2. Characteristics of cross-cultural communication involving four variables 9

1.2. Problems of cross-cultural communications in the global world 18
1.2.1. The role of ethnocentrism in modern cross-cultural communications 18
1.2.2. Factors affecting cross-cultural business communication 20

1.3 Cross-cultural communications peculiarities in the Arab World 26
1.3.1. National characteristics of the population in the Arab World 26
1.3.2. The influences of Arab culture in business sphere 27

Second chapter 35
2. Analysis of theoretical approaches to cross-cultural communications 35
2.1. Comparative analysis of cross-cultural communications theories 35
2.1.1. The theory of adaptation byYoung Yun Kim 35
2.1.2. Investigations of William B. Gudykunst 38
2.1.3. Other approaches to the analysis of cross-cultural communications 40

2.2. Cross-cultural management 44
2.2.1. The essence of cross-cultural management 44
2.2.2. Methodology of cross-cultural management 46
2.2.3. Cross-cultural social intelligence 48

2.3. Effective cross-cultural communications 49
2.3.1. Performance criteria of cross-cultural communications 49
2.3.2. Ethical grounds of cross-cultural communications 51
2.3.3. The theory of “cultural dictionary” in Arab World 54

Third chapter 57
3. Investigation of cross-cultural skills for multinational communications in Arab world 57
3.1. Development of survey for investigation 57
3.2. Methodic of investigation and target group identification 59
3.3. Results of investigation of cross-cultural skills 63
for multinational communications in Arab world and recommendations 63

Conclusions 70

Bibliography 72

INTRODUCTION

As the modern workplace becomes more global, companies are putting a bigger emphasis on an employee’s intercultural skills in the office. Now more than ever, companies are no longer just looking for technical skills, they are also putting a greater focus on an employee’s ability to speak another language, demonstrate respect for others, and cope with cultural differences.
This paper will help us to understand how intercultural skills are considered, assessed, and developed in the modern workplace. The biggest challenge they found for employers was being able to find employees with adequate intercultural skills, and most companies do not provide a comprehensive level of training to develop such skills. The research showed that companies need to work together to strengthen the development of intercultural skills in the workplace to meet the growing globalization. Students are encouraged to take Study Abroad programs that will help them develop a deeper understanding of how to learn, communicate, and work with different cultures.
Intercultural skills are important to companies for several reasons. They not only give employees a better understanding of their workplace and co-workers, but they also help them adapt to new work environments and prevent culture shock, while enhancing their cultural awareness, knowledge, and practical skills.
Building a training program based around the enhancement of intercultural skills helps employers in the long run. Most companies are going global, and even if their main workforce is in the United States (or is local), in order to compete with larger companies their workers must have a solid understanding of how to interact with other cultures. Even within the U.S., those living in New York might be used to doing business differently from those who live in Florida or anywhere in the south. Proper education about specific cultures is important, due to geographical differences wherever you live. There are important social cues that need to be observed and adapted to, depending on where you are. We’ve come up with a few tips to help you get started.
If you’ve ever conducted business with multiple cultures, the first thing you may have noticed is that each culture views personal space differently. Some cultures from the Middle East, for example, feel comfortable with closer physical proximity, while others, like Americans, value personal space and feel uncomfortable if someone gets too close.
The problem of our study lies in the fact that today not having communication skills and being able to apply them to real-life situations, it is impossible to build communication with other people, in this regard is difficult to get an education, a job, it is difficult to exist in society. In science, there is no single definition of communicative abilities, there is no clearly defined procedures for working with data capabilities.
The aim of our work is a theoretical study of cross-cultural communication in the Arab world and the definition of the necessary skills for foreigners in order to build effective communications.

The process of managing uncertainty in the model of Gudikunst is presented in the following figure:
Figure 1. The process of managing in model of W. Gudikunst
Reducing the level of anxiety to the optimum significance is only possible if the process is understood and comprehended, so party intercultural communication must be able to consider the context of interaction both in terms of ownership and the "foreign" culture. Overcoming the excessive anxiety a foreigner must learn to anticipate and interpret the behavior of other cultures.
In this conditions the important role in this process also plays an awareness, which admits the situation more accurately.
2.1.3. Other approaches to the analysis of cross-cultural communications  
There are also other approaches to the analysis of cross-cultural communication. Among them there are the following theories:
1) The model of Ting-Toomi and Kurogi [12].
This model consists of four parts:
1) knowledge;
2) understanding (meaningful);
3) self-presentation;
4) skills between personal interaction.
Group of factors of "Consideration" includes such abilities as meaningful reflexivity, vision multiple perspectives, empathy and analytical intentional creativity. Openness to new things is also considered as a part of this group, however also have a direct relationship with the motivational factors.
Group of factors of "Knowledge" reflects the importance of understanding
specific features associated with the accessory members of different cultures (power distance, styles and ways of communication).
2) The concept of S. Yoshimura [12].
Using the dependence of the prevailing business culture such as religious beliefs an American scholar of Japanese descent S. Yoshimura has carried out a comparative analysis of Japanese (Buddhist) and Western European (Christian) mentality on the following parameters:
Outlook – the perception of the universe;
Forms of behavior on the basis of these installations;
The nature of social relations.
3) The theory of G. Hofstede [14].
In 1970s G. Hofstede performed a grand intercultural project. According to the questionnaire compiled by him had been tested more than 116 000 respondents in 72 countries, occupying 38 different positions, speaking 20 languages. G. Hofstede was able to process and analyze the data array after retired from IBM Europe and began to conduct researching and teaching activities in the School of Business, IDM (Lausanne, Switzerland). The result of the analysis was published in 1980s. The famous book of G. Hofstede is "The influence of culture: international differences in attitude to work", which have been substantiated 4 parameters for measurement and comparison of national cultures, to which 5 option were added later.
Later scientists W. Hampden-Turner and F. Trompenaars according to the research of G. Hofstede proposed seven options for comparative analysis and interpretation of national business cultures. In addition, they studied the problems of interaction and mutual influence of national and intra-management culture in a globalizing economy. Their conclusion is that the dominance of the national business culture is in its interaction with the organizational culture of the company making the existence of different models of the latter.
4) The research of A. Laurent [12].
The studies of French researcher A. Laurent were carried out national peculiarities management. The empirical base was formed by the results of a survey of 817 senior managers of the US and Western Europe, held professional training at the famous school INSEAND (Fontainebleau, France). One of the most fundamental results of the study was that despite of the rules of corporate culture and rules of behavior of managers in many respects are similar, the levels of cultural attitudes are largely based on national traditions and their own ideas and preferences.
5) The reserch of J. Rokeach [12].
Another study was undertaken by the American J. Rokeach, who compared the representatives of various social and ethnic groups in the United States, as well as students from different countries, using the classification of values ​​in two categories "basic" and "instrumental".
Basic values at the same time reflect the final value of the person, and instrumental values in fact are the means to achieve them. According to the study of J. Rokeach, it belongs to a particular national culture determines the distribution of values for basic and instrumental values and determines certain behaviors. The researcher suggested an exhaustive list of 18 variables in each of these groups.
Table 2
Value of the individual according to the study of J. Rokeach
Basic values
Instrumental values
1
Comfortable life
Ambition
2
An interesting life
Broad-mindedness
3
A sense of achievement
Abilities of development
4
World Peace
Easy temper
5
The quest for beauty
Love of cleanliness
6
Equality
Courage
7
Family Security
The desire to encourage
8
Freedom
Readiness to help
9
Happiness
Honesty
10
Inner Harmony
Imagination
11
Love
Independence
12
Confidence in the future
Intelligence
13
Pleasure
Logic thinking

Basic values
Instrumental values
14
The salvation of the soul
The ability to love
15
Public recognition
Submissiveness
16
Health
Politeness
17
True Friendship
Responsibility
18
Wisdom
Self-control
In terms of cross-cultural management the importance of these studies was that they had almost found there are significant differences in the value systems of representatives of various national cultures and conditioning their behavior data of value orientations.
2.2. Cross-cultural management
2.2.1. The essence of cross-cultural management
National business culture significantly affects different aspects of life organization - on the approaches to the management and attitude to power, negotiation style, perception and law enforcement, planning, forms and methods of control, personal and group relations people, etc. A large number of existing in different countries national business cultures, increasing openness of markets, globalization trends in the world economy necessitate various research and accounting in practice cross-cultural specifics of business.
Knowledge of systems of values, behaviors and stereotypes, understanding of national and international features of the behavior of people in different countries significantly improve management efficiency, allow to reach an understanding during business meetings and negotiations to resolve conflicts and to prevent new ones. That is why the management of the firm, which occurs at the boundary of two or more different cultures, attracts considerable interest among scholars and practitioners and stands today as a separate branch of international management which is widely known as cross-cultural management.
Cross-cultural management is the management of relations arising at the interface of national and organizational cultures, intercultural research on the causes of conflicts and their neutralization, identification. It is used in the management of the organization patterns of behavior typical of the national business culture.
Effective cross-cultural management is shared with other cultures doing business based on the recognition and respect of cross-cultural differences and shaping the overall corporate value system, which would be perceived and recognized by every member of the multinational team. So it is meant the formation of a particular corporate culture that arose and the basis of national business culture, harmoniously combines some aspects of the culture of each nation, but not fully repeated any of them.
Under the national culture the researchers mean a stable set of values, beliefs, norms, traditions and stereotypes, adopted in this country and learned person.
Geert Hofstede, one of the most respected experts in the field of cross-cultural management, described culture as a process of collective programming of the mind which distinguishes the members of one group of people from another. The main element in this process is the system of values, which is a kind of "backbone" of culture. "Sources of programming the mind of every person to create a social environment in which they acquire experience. This programming begins in the family, continues in the street, at school, with friends, at work."
Culture is a multidimensional phenomenon. It has several levels and causes psychology, consciousness and behavior.
Cultural conditioning is achieved under the influence of culture on human at different levels: family, social groups, geographic region, and national professional environment. Feedback is the formation of the national character and mentality that determine the specificity of management systems and business management in a given country.
Today is especially popular business management and project management with the help of management systems in a single database that allows you to create a comprehensive solution for project management across the organization.
Culture - system, diverse category, which includes economic, legal, political, business and other types of (sub) culture. The subject of cross-cultural and international management is primarily the business culture.
Business culture is a system of formal and informal rules and norms of behavior, customs, traditions, individual and group interests, especially the behavior of employees, management style, etc. in organizational structures at various levels. National business culture includes norms and traditions of business ethics, norms and rules of business etiquette and protocol. It always reflects the norms, values ​​and rules inherent in the national culture.
National business and corporate culture are closely interacting with each other. Cultural differences manifest themselves in all areas of organizational activity, so managers must develop tactics so doing things and their own behavior, so that through respect and cultural sensitivity of the local population to succeed in each country, and business communication has been mutually beneficial. After all, people belonging to different cultures can work in the same organization; have the final goal, but different views on the ways and methods of interaction in the course of its achievements. Therefore, the behavior of some seems wrong, irrational to others. And the task of international managers is to facilitate successful communication: prioritize rational approaches to control the behavior of employees and direct it in accordance with the basic principles of international cooperation.
Managers should provide a clear interaction of all structural divisions, branches, people in each working group and between them, to interact with external organizations infrastructure. In addition, they should facilitate the implementation of plans not only within individual markets, but also in the global economic space. In terms of interaction and interpenetration of different markets, management must be sensitive to the collision, interaction and interpenetration of different cultures.
2.2.2. Methodology of cross-cultural management
The alignment of interpersonal relations in a multicultural environment or the more organizations located in different parts of the world - it is always a clash of different national cultures in general and national business cultures in particular. That is why the business relationships between the different countries so often have misunderstandings and disagreements.
From the perspective of cross-cultural management culture - is a well-established set of values, behavioral norms, traditions and stereotypes, adopted in a given country or group of countries and assimilated personality.
G. Hofstede's definition of culture is that it is the software of the mind. By Hofstede “sources of programming the mind of every person” are created by the social environment in which they are raised and acquires experience. This programming starts in the family, continues in the street, at school, in the company of their peers, at work and in the community.
Relationship management, emerging at the intersection of national and organizational cultures, the study of the causes of intercultural conflicts to neutralize them, and the elucidation of use in the management of the organization and the organizational design of behavioral regularities inherent in the national business culture, form the subject matter of the cross-cultural management.
The first studies on cross-cultural management were basically individual observations and experience of management consultants and scientists engaged in issues of social and organizational anthropology. They were usually fragmented and isolated phenomena described.
Only in the second half of the 70s this research become more regular and systematic. Collect and systematize solid volume of sociological information. Made their mathematical processing. It uses two basic methods:
Gathering evidence through observation, followed by their generalization;
A survey of employees and managers of multinational corporations conducted in national branches, and then comparing the results.
American scientists G. Allport, P. Vernon and K. Lindsay offered one of the first method for estimating values. In their research, they used a classification of human activity and the basic ideas on the theoretical, economic, aesthetic, social, political and religious. This study was very important for comparative management, as proved the interdependence and mutual values and behavior.
From the perspective of comparative management the importance of these studies was that they almost found that there are significant differences in the value systems of representatives of various national cultures and conditioning their behavior data value orientations.
On the basis of these techniques have been identified and the type classification business organizational cultures, their classification parameters and characteristics.
With a certain degree of conditionality, these parameters can be grouped into four broad groups:
1) Your relationship with time.
2) Attitude to nature.
3) Interpersonal relations.
4) Types of corporate cultures.
The study of the behavior of a person in a new culture depends on many factors. S. Robinson distinguishes three main approaches to cross-cultural management. The first of them - universal - focuses on general, similarities, rather than differences in management practices of different countries and insists on being broadcast by country and region. In contrast to him, the economic-cluster approach explains the similarities and differences in national systems of management of various countries reached the level of economic development. Cultural and cluster approach focuses on the specifics of installations and features of the behavior, which determine the similarities and differences in the formulation and solution of management problems.
All three of these approaches enrich our understanding of the processes of governance in cross-cultural management.
2.2.3. Cross-cultural social intelligence
Cross-cultural intelligence - a term coined in the last decade to describe the intellectual space that allows its bearer to carry out effective cross-cultural communication.
Initially, cross-cultural intelligence acted essentially as a new term, a little different from similar concepts such as intercultural competence and understood more as a form of social competence in relation to the specific (cross-cultural) situation.
One embodiment of such an interpretation reflects the use of the term "cross-cultural social intelligence." It is traditionally divided into three parts:
• recognition and understanding of verbal and non-verbal cues in different cultures;
• the ability to interpret social interaction in the process of intercultural communication;
• To achieve the required objectives in intercultural interaction through understanding of other cultures and their adoption;
This triad is a generalization of long-term studies of cross-cultural interaction by G. Hofstede. They are the key concepts of ethnocentrism and intercultural empathy (theory by M. Bennett). Currently, however, cross-cultural intelligence acts as a central core of a new understanding of the processes of intercultural communication using the ideas of cognitive psychology. An international team of researchers «Cultural intelligence project» with participation of one of the most respected experts in the field of intercultural interaction R. Brislina proposed a comprehensive cognitive model of cross-cultural intelligence/
They identified cross-cultural intelligence as a whole system of knowledge and skills related cultural knowledge that allows people how to adapt to environmental aspects associated with the culture and influence their formation. In accordance with the definition of cross-cultural intelligence consists of three aspects:
1) nowledge about the culture and cross-cultural interaction;
2) cross-cultural skills;
3) cultural knowledge.
2.3. Effective cross-cultural communications
2.3.1. Performance criteria of cross-cultural communications
A better understanding of culture can contribute to the classification scheme of separation of "culture high and low context". The basic structure of culture forms the context, background, and "content and context are inextricably linked." "High-context" means that in interpersonal relationships play an important role intuition and situation, as well as tradition. In such a society, the agreements reached in oral communication, strictly enforced, particularly the need for a written contract does not arise. Typical culture "high context" exist in some Arab and Asian countries.
"Low-context" direct opposite: interpersonal contacts clearly formalized in communication used strict wording, the meaning of which does not depend on the situation and traditions. Business relationships require mandatory registration of detailed contracts. Culture "low context" are in the industrialized countries of the West. As shown in Table 1, the culture with high background differs fundamentally from the culture with low background.
Between extreme poverty cultures "of high and low context" is the rest of the majority of countries showing various combinations of the features of both types of cultures.
Table 3
The main features of two types of cultures
Indicator
Low-context culture
High-context culture
Business
slight pressure on the buyer;
long sales cycle;
great influence of employee and customer;
avoidance of conflicts;
mute the background;
situational circumstances;
strong pressure on the buyer;
short sales cycle;
weak participation of the
employee and the customer;
belief in the fact that "they are" against "us";
black and white contrasts;
well-defined responsibilities;
Indicator
Low-context culture
High-context culture
Communication
indirect;
economic;
many things are expected from the listener;
important form;
difficult to change;
serve to explain;
from the listener waiting for the small;
important content;
lack of unification;
easy to change;
Common features of culture
requiring secret knowledge;
ethical;
responsibility for subordinates;
situational;
division into friends and foes
based on the law;
everyone is responsible only for myself;
The culture of any society requires knowledge of some of its productive criteria. In this regard, the culture can be characterized by four criteria:
• "the length of the hierarchy" characterizes the perception of equality between people in society, in the organization. The greater the gap between the upper and lower ranks, the longer the hierarchical ladder;
"the image of uncertainty" for the attitude of people towards their future and their attempts to take their destiny into their own hands. The degree of uncertainty is higher, the more attempt is made to plan and control your life;
"individualism" expresses the desire of people to act independently or to give preference to group selection. The more leaning towards personal freedom and personal responsibility, the higher the degree of individualism;