Managers must become proficient cross-cultural communicators if they wish to succeed in today’s global environment. Culture consists of the values, attitudes, and 1 in a given group of most of the people most of the time. 2 communication is communication in a management 3 to achieve a 4 result (writing a memo, interviewing an applicant, running a meeting, preparing a presentation). If you are working in a different culture, you may have to reconsider your communication 5 and evaluate its 6 . bV#U&)|
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A realistic 7 in one culture may not be so in another. One way to 8 what might be realistic is to analyze 9 psychologists call the “locus of control.” People in some cultures 10 believe in “ 11 control” over destiny--that is, that people can control events themselves. People in other cultures believe in “external control” over destiny--that is, events are 12 and uncontrollable. What 13 an appropriate time frame in one culture may not be achievable in another. It all depends on the culture’s 14 of time. In some cultures, timetables are exact and 15 . Examples of such cultures include Germany and Switzerland. Other cultures have more relative and 16 attitudes toward time; one may be kept waiting; projects may 17 more slowly. Examples here are Latin and African countries. An 18 in Cameroon tells of a meeting scheduled for 9:00a.m. in Yaounde. People began to arrive at 1:00 p.m. 19 , however, when the last person 20 at 2:00 p.m., the other Cameroonians admonished him for being later. uLsGb=m%b
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1. [A] performance[B] achievement[C] behavior[D] progress p0xd
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2. [A] Managerial[B] Manageable[C] Measurable[D] Measuring T{={uzQeJJ
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3. [A] context[B] contest[C] contrast[D] contract Oph4&Ip[w
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4. [A] deserved[B] desired[C] derived[D] distinguished _=1SR\
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5. [A] relative[B] representative[C] subjective[D] objective r3l}I6
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6. [A] visibility[B] viability[C] variability[D] validity SzR0Mu3uK
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7. [A] soul[B] goal[C] glory[D] game _F^k>Lq&