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ication of monochronic-time and polychromic-time by Edward T Hall. People from monochronic cultures, such as the Germans, the Austrians, the Swiss and the Americans, do only one important thing at a time. They emphasize schedules more than people and perceive appointments as iron-clad commitments.[②] Before an appointment ends, they will see no one else. It’s impolite to answer phone calls during a meeting. In polychronic cultures, people such as Arabs, Asians and Latin Americans take an entirely opposite approach. They do several things at once. Time commitments, e.g. deadlines, schedules, are taken rather casually, changed often and easily. People and human relationship are much more important than schedules. They won’t make an appointment before visiting others and will meet several guests at a time. Miscommunication will arise when people from the two cultures contact. Charlies Hawkins, a U.S teacher, told me that many a time his appointments with Indians were interrupted constantly, not only by private phone calls, but also by long conversations with other people and even the neighbour’s children, which displeased and even offend him.

Proximics

It refers to the perception and use of space, involving things such as spatial arrangement and personal space. It contains enormous cultural implications.

Draw spatial arrangement as an example. As we know, in American culture, individualism is of paramount value. The uniqueness of each individual, privacy and competition are stressed. These cultural patterns exert controlling influence on American office layout: The size of your office depends on your rank in the company. The higher rank, the bigger office. More important offices are usually located at the corners of buildings and on the upper floor. Executive suites will be on the top floor. The relative rank of vice presidents will be reflected in where they are placed along “executive row”. However, in Japan, where group cooperation and group participation are stressed (determined by their communal culture), firms see private offices as “inappropriate and inefficient” They would arrange many desks hierarchically in the center of a large, common room absent of walls or partitions .The supervisors and managers are positioned nearest the windows. Only the very highest executives and directors have private offices in the traditional Japanese company, and even they will also have desks in the common areas. Leaders staying in his office would be viewed as holding distrust or anger at the group. This organization encourages the exchange of information, facilitates multitask accomplishments, and promotes the Confucian concept of learning through silent observation. In France, everything is centralized. The supervisor is at the center, surrounded by his subordinates. This arrangement reinforces his control over them. In the Arab and Spanish cultures, their so-called spacious offices are actually very crowded.

Personal distance is another important carrier of culture. It refers to the distance one wants between himself/herself and other people in ordinary non-intimate interchanges. It varies from culture to culture. Cultures that stress individualism (England, the U.S.A, Germany, Australia) generally demand more space than do collective cultures and tend to take an active, aggressive stance when their space is violated. Middle Easterners and Latin Americans tend to get rather close to others. 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。