What's funny to you may not be funny to other cultures
Article Abstract:
Use of cross-cultural humor has its perils, and interpreters may or may not be useful in bridging the gaps in communications. Most humor translates poorly, because it is 'culture specific' and based on shared experiences. Appropriate humor can be utilized in international business, however. Jokes should not be translated. Contrived humor usually fails. Jokes should not be made at others' expense, and ethnic humor is to be avoided. One's own errors are excellent material for humorous treatment, as are current situations. Effective use of interpreters entails finding one who is knowledgeable about the subject at hand. Clear and slow speech is required, and obscure words and jargon should not be used. The speaker's address should not continue for more than a minute or two before the interpreter has a chance to speak. Some business travelers request that hosts provide interpreters, but it is better to try and find one's own.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1987
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Sorting through the sources to prepare for a foreign tour
Article Abstract:
Many international business enterprises facing the prospect of choosing executives for travel assignments and preparing them for their trips claim to lack the resources and literature required to plan properly. Intercultural communication is a relatively new discipline, but it is one that has generated a large amount of data from which to glean the travel information these businesses require. The sources described range from consultants specializing in intercultural business relations to training programs on negotiating, planning, resolving cultural conflicts, and supervising traveling executives. Several international business travel resources are listed as well.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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Plumbing the depths of the French character: a hazardous challenge
Article Abstract:
French management style and behavior are described, with an emphasis on how these are affected by French national cultural qualities. The French are described as restless and very critical of their government and business, and yet basically conservative. The French management style is described as 'top-down', with authority exercised strongly to elicit good job performance. Decision-making is kept centralized.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1988
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