This article talks about cross-cultural etiquette regarding clothing, conversation, greetings, form of address, time and space. “Men tend not to wear suit jackets and ties in Colombia and the Middle East, but are still expected to be dressed smartly.” “In Japan, people do not tend to talk about money, and in Switzerland personal questions are usually not appreciated among mere acquaintances.”
The article offers different table manners that are acceptable around the world. “In Japan, most commonly when eating noodles and soups, slurping shows your appreciation of the food to the chef.” In France, splitting the bill is considered the height of unsophistication. Offer to pay the bill in its entirety or someone else will.” In Mexico, it is considered an almost snobby practice to use a fork and knife.”
This article features an interview with the author Andy Molinsky of the book “Global Dexterity: “How to Adapt Your Behavior Across Cultures without Losing Yourself in the Process”. Some main points that Molinsky expresses about being a global leader is that “the people doing that work in today’s global economy must be capable of moving smoothly and seamlessly across cultures. It’s especially critical when performing core professional tasks such as giving or receiving performance feedback, pitching an idea to your boss, getting heard at a meeting, networking, or motivating others. These are situations that make or break your ability to be an effective global manager and leader.
The article gives practical advice in different kinds of business situations from dining: “the host should always pay” and “never pull someone’s chair for them.” In an office environment, “always stand when you’re being introduced to someone.”and “prepare a polite exit.”
COMMON CULTURAL BARRIERS CHART U.S. Employer Expectations Potentially Conflicting Values in Other Cultures 1. Self-Promotion Assertiveness Confidence in openly discussing goals and accomplishments Follow-up with Employers (telephone inquiries about status of application, thank you notes) Appropriate dress High standards of personal hygiene Unless presented as part of group activity, citing accomplishments maybe viewed as boastful, …
“While it may be somewhat more challenging to address cultural issues in a higher education context that includes U.S. students, there are a number of practices an effective teacher can implement in order to raise awareness of hidden assumptions, expectations and biases.” This article focuses on “self-awareness”, “awareness of difference” and “practice corrective feedback approaches that take linguistic and cultural factors into consideration.”
“This magazine, in a cover article by Lisa Belkin, called the phenomenon of their leaving work the “Opt-Out Revolution,” and other coverage followed: a Time magazine cover story on “The Case for Staying Home” and a “60 Minutes” segment devoted to a group of former mega-achievers who were, as the anchor Lesley Stahl put it, “giving up money, success and big futures” to be home with their children.” The stories of the women indicate women staying home longer than they expected, losing self-confidence and the challenges of returning to the workforce.” Also, the perils of leaving the work force were counterbalanced by the pleasures of being able to experience motherhood on their own terms.”
“Among nearly 66,00 undergrads at 318 universities surveyed by employer branding firm Universum in 2013, women expected to receive an entry-level salary of $49, 248 (or $4, 104 each month). The guys in their cohort told Universum they anticipated paychecks of $4,745 every month for an annual take-home of $56,947.” This article not only points out low expectations as an indicator for low salaries but also being an entry-level employee not negotiating for a higher salary.
“The “Gen Y Workplace Expectations” study, by American Express and Gen Y research firm Millennial Branding, finds that Gen Y workers have an overall positive view of their managers, believing they can provide experience (59%) and wisdom (41%). On the other hand, managers have an overall negative view of their young workers, saying Gen Y-ers have unrealistic compensation expectations (51%), a poor work ethic (47%), and are easily distracted (46%).” The article explains what managers are looking for in the “Gen Y” worker: soft skills and what both managers and millennial employees can do to work with each other.
“In the real world leaders are handed a set of keys, pointed toward a bus full of people, and told, “Drive.” Such is the lot of Major League Baseball managers who (like many leaders) have some, but not complete, control over the composition of their teams.” The article uses the metaphor of baseball to offer leaders some suggestions regarding high expectations such as “distribute the expectations”, “set the cultural standard” and “adjust your own expectations.”
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