Analysis Of Australian, Japanese And Colombian Business Cultures And Communication
When it comes to cross cultural communications and communications in an international business environment people always come across obstacles and misperceptions as to other cultures that are not their own. For this reason, it is imperative that people, but more specifically business men and women not only research about a culture before visiting the country, but get a real understanding and an open mind in order to assimilate and accept cultural differences. This essay analyses the characteristics of the Japanese culture and business culture and provides a similar examination of the Australian way of life and way of doing business. It then offers a comparison between the mentioned two cultures and some of the traditions and costumes that come from Colombia. This analysis focuses on theory extracted from Cross Cultural Communications and intends to an extent, to allocate particular characteristics to different cultures and draws conclusions and recommendations based on the information presented.
Japan and its culture are strongly influenced by Confucianism, which plays a major role in the ethical and philosophical ideas of the country . The Confucian principles talk about general behaviour and proper forms of conduct especially in the family and other social relationships . Such principles include the provision of harmony, avoidance of resentfulness, appreciation of merit and demerit, strive to not be envious, do not let private motives and feelings interfere with the public interest, and collective decision making, among others .
At first, Confucianism was brought to Japan from China during the fifth century by the Chinese philosopher Kong Fuzi or Kongsi. He created such rules around the dealings of the government. He outlined a code of conduct for governments to be bureaucratic in form and benevolent toward the ruled. Confucianism also favoured a hierarchical system which still plays a part on the contemporary lives of Japanese...
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