Cultural Diversity in France, China, India, and USA

Part A: Research

1.0 Identification of fur different cultures

The different cultures that are going to be compared are identified as France, China, India, and the USA. All these countries have different types of people with different birth rates and cultural diversity. All the countries are representing the global attitude of cultures and how it gives benefits to different communication standards. There are differential criteria identified in terms of meet and greet along with ethnic groups and food (Beasley, 2018). Diversity is found in terms of language and religious beliefs. Clothing and performing different traditions have always been different in this context.

2.0 Tabular representation of differences

3.0 Comparison of cultural communication norms

Cultural communication norms in one's own culture are associated with the process of greeting people and even exchanging gifts. In India, cultural communication occurs through occasional visits to other people's homes and bringing in gifts, sweets, and even clothing. Communication over the phone and messages are the newest addition as initial communication was enabled by sharing letters (Aziz, Sumantoro, & Maria, 2019). Timekeeping in India is essentially done by using only one republic time zone across the nation and identifying it as Indian standard time or IST that equates to UTC+5.30. India’s cultural communication is identified to be indirect and polite. "They may try to speak appeasingly to those they are not close to in order to avoid conflict or confrontation.” A face to face communication is more preferred in Indian business and they avoid standing close to each other. In the chosen country of cultural communication of the USA, the communication standards are seen to be direct. Verbal message passing is done in an appropriate manner rather than focusing on body language. People in here are more prone to getting to the point as they start talking without making many ironic statements. Americans are identified as enthusiastic, assertive, and persuasive in their nature of speech. They are more prone to raise their voices than silently sobbing in the corner (Bozkurt, & Aydın, 2021). Non-verbal communication style such as eye contact is thoroughly maintained while Americans do communication. This is a cultural aspect of this particular community. As a part of the culture, the United States People stand from 18 inches apart from a person they are talking to.

Part B: Analysis

1. Key differences between four cultures

Key differences between the four cultures can be identified in terms of family relations and managing their orientation. Like in India, there are differences identified in terms of cultural activity. They are more prone to promote family values than individual values. On the other hand, the USA has a culture of promoting individualism. The parents are more likely to teach their kids to invest their time in being self-sufficient. Having said that American culture is identified as a more goal-oriented one whereas the Indian one is family-oriented. Indians are still maintaining harmony with nature and they prefer stability. Whereas, Americans are seen to be prefering mobility. In India, there is seeking of elderly permission before making decisions, however, Americans are focused on making their own decisions. Indian culture asks them to be more competitive and they regard great and authentic values in terms of socialism. However, USA people try to persevere the values of corporate. According to Cohen (2018), a key difference between all four chosen countries is that India is a developing country and the rest of them are already developed. In terms of economies, France is identified to be having a better economy than India. Unlike France, India consists of cultural pluralism and they are absorbed in different traditional costumes. Again, in France, there are not many examples seen of preserving family values. One of the key differences that are found out highlights India as a sovereign, socialist and democratic republic. However, France is identified as a unitary and semi-presidential republic. India is more on the side of collectivism. This attitude is essential in managing the economy as there is a large amount of population residing inside this country. In France, Individualism is seen to be spreading with great speed. French people are more to meet deadlines and work on singular specifications that are pre-defined (Groysberg et al. 2018). They do not like to meet surprises every day. While in India, all sorts of challenges are welcome and they are keen to welcome everyday challenges as well. China being a traditional country possesses different cultural differences than France. Chinese people try to maintain good manners in Public whereas publicly showing love and affection is bound in the cultures of France. The differences are found out in terms of eating habits and table manners as well. While discussing the cultural differences, Hofstede's six dimension cultural models can also be applied. The different modules are:

2. Impact on people of cultural differences

The power distance index highly leaves an impact on the sustainability and infrastructural development of equal rights and distribution of authorities. In today's era, people's communication is being affected as they are sometimes suppressed under power showing off leaders. Power privileged people become immediate supervisors and they focus on gaining a sustainable advantage (Hunt et al. 2018). With a femininity and masculinity difference, there is a lowered index identified on sharing feelings and issues being faced in day-to-day lives. Corporate cultures are being overpowered with masculinity and there is a lack of development index for deserving women. In the US, power distance is smaller while the hierarchical nature of communication is affected. Whereas, in China using the model expatriate managers, that are working in the East are finding out the ease of work environments. Adjusting the local cultures and adopting an ideal solution of global vision and multinational components have been essential. Individuals are working across their own set of goal identification. For collectivism, some peers are thought to be low and extend immediately in group occurrence of employment. Understanding fundamental issues are important as feminine aspects are needed to be managed. All people indulged in countries need to understand the rights. Uncertainty is needed to be avoided as there is a reflective analysis done on the medium assignments management and comfortable settlement of action initiatives. Impulsive behaviors sometimes become a restraint on the components of developing issues (Hussain, 2018). People are having their own set of orientations and they need to focus on it. In India, feminine rights are preserved however, this is identified as a male dominant society with gaining advantage on several items. Fundamental associations are aligned with the componential analysis of success factor optimization and creating a situation that will help people indulge in success factors of industries. There is a significant barrier created in genders while expressing their views and giving justification on facts. As commented by Hussain (2018), a communication gap is created as the restraint factors are indulged within the preference module. Strong egos are associated with monetary achievements. People are motivated by the systematic breakdown of groups and individual components. Indulgence is applied in different cultures however the exponential component breakdown is to be managed throughout.

3. Affecting on business due to cultural differences

Cultural differences affect the ways business is done. Firstly, communication with women might become a problem. In western cultures like France, there is feminine culture followed. Hence, in Eastern culture like India, the officials might find it uneasy to communicate regarding business deals with women. Moreover, in male-dominant countries, female business persons might not be valued and they might not get equal opportunities to grow. Other than the significant concept, there is restraint behavior observed in countries like India, China. They are mostly allowing a componential breakdown of elements and businesses are restricted to a certain domain (Jain et al. 2019). A controlling and overpowering client is seen in their nature. All the countries being discussed are having a long-term orientation. Now, as an outsider the business goals might be short terms. This will create a large differentiation and end up resulting in bad relationships. In the case of France, the uncertainty avoidance index is higher and it gives higher chances of managing a business. There are suitable mediums of business performance enhancements are found out. People’s conduct and behavior affect trade laws and the way business is conducted. Prioritization of feedback and emphasizing work-life balance is associated with pessimists and rigid behavior of employees within an organization. Organization hierarchy, etiquettes, and communication are three factors that create a misunderstanding in business. Anxiety and stress are identified as the common reactions to people that are working with foreign cultures (Leithy, 2017). While dealing in international business, it is essential to understand their food habits, ethnic groups, festivals, and even time zone. Accordingly, the meetings will be scheduled and the work calendar should be prepared to avoid any miscommunication. A common interaction problem is with language. Many countries have still not adopted English as their common language for communication excellence. Hence, there are issues faced by the other country members while they are discussing business deals and priorities. Moreover, a power distance index is something that works with the hierarchical distribution of business. People without power are not given priority. For example, entrepreneurship is harder in eastern cultures as initially they are not given enough priorities. High PDI is achieved as more complex hierarchies are indulged and larger authentication barriers are seen. According to Leithy (2017), lower PDI is indulged with the generation of superlative communication and connectivity over business deals. Respect for privacy might not be seen in business deals and this needs to change along with pursuing a collectivist attitude. Hence, the factors need to be taken under consideration for betterment.

4. Overcoming the challenges that the differences pose

Certain challenges need to be overcome for the generalized management of components. High IDV and low IDV are essentially managed in different countries. Some do not like to mix their professional and personal lives. Encouragement of people's ideas and overall business development should be considered rather than thinking about singular goals to be accomplished. Overcoming a challenge that the differences have posed is associated with indulging in the root cause of communication delay (Subramanian, 2019). Culture is a complex thing and it comes with personal challenges and cognitive challenges. Cultural differences because a considerable change in the way people think and process their information. A lack of understanding of the procedural changes of international business is associated with weak and unqualified actions. A company’s growth aspects need to be chosen wisely. Well-being and confidence issues are associated with recognizing the responses among business leaders and dealing with emotional aspects. It is an important step to become accommodating as the employers and co-workers need to be on the same page. They should have a certain knowledge of cultural demonstration and keeping the business indulged within a recommended set of business goals. There is importance seen in learning the client culture and inquiring about one another's process. Cross-cultural training should be given to the employees to gain sustainability in work. As mentioned by Subramanian (2019), multicultural team communication is sometimes misinterpreted and it requires absolute attention to become solvent. Accessing the six domains of culture include attitude and policy building and acknowledging the best remarks which have been left by employees. The challenges will be overcome by creating a work culture that gives equal opportunities to male and female employees. This will bring equality of gender inside the workplace. There are equal opportunities given to employees to bring in their best irrespective of gender. Creating a company social media group can be helpful in this case. Employees would share their life events along with participation in several festivals through virtual connectivity. Understanding different cultures and gaining knowledge of differential components are seen to be complementing the organizational environment (Sunarsi, 2020). Businesses are expected to become internally stronger after this process is essentially incorporated. There will be more focus on helping each other throughout the completion of the organizational journey seen via engaging in this route. Some of the commitments are required to be managed as there is quality control associated with each business. Potential challenges are to remove hatred and racial behavior from people's minds. However, it is not impossible if stronger policies are incorporated inside companies.

Reference

Beasley, F. E. (2018). Versailles Meets the Taj Mahal: François Bernier, Marguerite de la Sablière and Enlightening Conversations in Seventeenth-Century France. University of Toronto Press.

Aziz, A. R., Sumantoro, I. B., & Maria, D. (2019). Total Quality Management of micro, small and medium enterprises (MSMES), and the impact to organizational culture and performance: emerging country case. Polish Journal of Management Studies, 19.

Bozkurt, A., & Aydın, İ. E. (2021). Cultural diversity and its implications in online networked learning spaces. In Research Anthology on Developing Effective Online Learning Courses (pp. 1823-1849). IGI Global.

Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018). Delivering through diversity. McKinsey & Company, 231.

Hussain, S. (2018). Managing Communication Challenges in Multicultural Organizations. International Journal of Media, Journalism and Mass Communications (IJMJMC), 4(2), 44-49. Ray, V. (2019). A theory of racialized organizations. American Sociological Review, 84(1), 26-53.

Jain, V., Merchant, A., Roy, S., & Ford, J. B. (2019). Developing an emic scale to measure ad-evoked nostalgia in a collectivist emerging market, India. Journal of Business Research, 99, 140-156.

Subramanian, K. R. (2019). Cultural differences and perception of fairness in organizations. International Journal of Research in IT and Management (IJRIM), 9(1), 8-17.

Sunarsi, D. (2020). The Analysis of The Work Environmental and Organizational Cultural Impact on The Performance and Implication of The Work Satisfaction. Jurnal Ilmiah Ilmu Administrasi Publik, 9(2), 237-246.