saqa us id 7791 cultural awareness in dealing with

Business Administration Services NQF 4: SAQA ID 61595- Handbook US 7791

of 33 Business Administration NQF 4 – BA4 – LG 5 – US 7791 Issue 3: 01-01-2020

SAQA US ID 7791 CULTURAL AWARENESS IN DEALING WITH CUSTOMERS AND COLLEAGUES

. INTERACT WITH TOURISTS

After completing this module, the learner will be able to interact with tourists, by successfully completing the following:

Explain the importance of being knowledgeable about the culture of overseas visitors

Explain the importance of awareness of verbal and non-verbal communication when dealing with tourists

Describe steps to prevent or resolve misunderstandings between visitors and staff

Identify South Africa's main international tourist groups and describe relevant aspects of their cultures and needs as customers

Interact with tourists using appropriate verbal and non-verbal communication at all times Tourism is one of the world's fastest growing industries as well as the major source of foreign exchange earnings and employment for many developing countries, including South Africa. Tourism is vital to the well-being of our country, because of the income generated by the consumption of goods and services by tourists, the taxes levied on businesses in the tourism industry and the opportunity for employment and economic advancement by working in the industry. In this module we will be looking at how to interact with tourists. This will include learning about the cultures of visitors to our country. What is culture? Culture relates to the norms, values and beliefs that influence and shape individuals, businesses and destinations. It is a strong determinant of a person’s behaviour. Culture influences every aspect of our lives and our actions are determined by the culture in which we live. One of the biggest problems related to customer service within the tourism industry is the common assumption that everyone has the same needs, expectations and behavioural patterns, when in fact the actions and reactions of people are a result of their cultural conditioning and therefore may differ. It is therefore important for every business that deals with tourists to identify the specific cultural components relevant to their organisation, their market and their product/service offering and to ensure that adaptations are made to enhance the customer experience and ultimately assure customer satisfaction and loyalty.



1.1 THE IMPORTANCE OF BEING KNOWLEDGEABLE ABOUT THE CULTURE OF OVERSEAS VISITORS The tourism industry and culture are closely linked as it is often the search for a cultural exchange that motivates the tourist to travel. We travel to exotic destinations in the hope to experience something different and new. As mentioned before, to meet expectations there is a need for cultural awareness, both on the part of the individuals travelling and, equally importantly, tourism businesses. In your organisation and in your personal life, you would often be required to deal with people from other countries. This would include dealing with people from as America, Australia, the United Kingdom, Europe and the Far East. You are the representative of your company and your treatment of the visitors will reflect upon your company’s image. When you meet visitors from another country, it is important to learn about their culture because that is another way to make people feel comfortable and appreciated. They appreciate that another person would go out of his/her way to make them feel welcome. Of course, you would also ensure that you don’t do or say anything that would make them feel offended in any way. As mentioned before, people undertake overseas travel to experience and broaden their understanding of different cultures. However, while wanting to experience different cultures, visitors also want or expect host countries to understand and respect their own culture. Both the tourist’s and the businesses’/destinations’ knowledge and understanding of another culture may hinder or enhance the service exchange. It is important for tourism businesses and destinations to take this into account in the provision of products and services. Awareness and understanding of different visitors’ cultures can provide business benefits. Increased customer satisfaction is likely to ensue as a result of enhanced staff cultural awareness and subsequent development of culturally appropriate products and services. Ultimately in today’s competitive market it is vital to understand the economic benefits that cultural awareness can bring to tourism businesses. 1.2 STEPS TO PREVENT OR RESOLVE MISUNDERSTANDINGS BETWEEN VISITORS AND STAFF At any given moment in time, you are bound to be placed in a position with colleagues, tourists or customers where you need to decide how to handle the difficult situation, e.g.:

Different foreign / regional languages

Hearing impediments

Different levels of language, or

Where there are marked cultural differences. These could lead to misunderstandings between visitors and your staff. In the table below are a range of situations that could arise with customers and some suggestions on how to deal with them: Situation Action Explanations

Foreign / regional language

If someone is having difficulty understanding because he / she speaks a different language, consider the following: Speak slowly and clearly and use the hands to explain what needs to be said If necessary, draw pictures If you know a staff member who speaks the customer’s language, ask that colleague to assist

Using alternative methods to communicate shows foreign customers that one is sensitive to their needs and is trying to accommodate them as best one can. This makes the person feel important and promotes repeat business.



Situation Action Explanations

A hearing impaired person

Be sensitive and helpful to the needs of a person with a disability: It is important for the service provider to be polite and discreet when you discover that a customer is hearing impaired If a person is hearing impaired, make sure he or she can see your lips when speaking

Hearing impediments and other disabilities can give the impression that the customer is being difficult, as disabilities are not always immediately apparent and people with disabilities can sometimes try to conceal them from the public. Most hearing impaired people can lip-read and interpret facial expressions.

Different Level of Language

Origin Tourist Groups Language Greeting Gestures

Eastern and Western Europe

British (Irish, Scots and Welsh)

English, Welsh and Gaelic (Irish)

Shake hands or kiss on cheek or mouth

French French Shake hands or kiss on cheek

German

German Shake hands

North and South America

American

English Hug, kiss or shake hands

Canadian English / French Shake hands

Argentinean Spanish Tend to be quite physical

Asia

Japanese Japanese Need personal space / bow

Korean Korean Shake hands

Malaysian Malaysian Shake hands

Chinese

Mandarin official language / dialects

Make eye contact. Refrain from physical contact

Indian

15 official languages / English

Palms together, raised to below face / shake hands

Australasia

Australian English Shake hands

New Zealander English Shake hands

Central and West Africa Nigerian

Edo, Efik, Hausa, Adamawa, Igbo, Fulfulde, Idoma, Yerwa, Kanuri, Yoruba, English

Shake hands

Congolese

Lingala, Munukutuba, French

Shake hands

Zambian English Shake hands

Deal with people with speech impediments in exactly the same manner as one would any other person. Common mistakes are that people look down, or past the person whilst the person is speaking to them, that they correct the person’s attempt to communicate with them, or that they finish the person’s sentences for them. This should never be done When a customer appears aloof and uses complicated words, it is important to pander to his / her vanity. Don’t hesitate to stop and ask for a meaning of a word that is not understood if it affects the perception of what the customer needs

Using inappropriate body language will intimidate a customer and make him or her feel uncomfortable, unwelcome and give the impression that the organisation is unhelpful or insensitive to his / her needs. One must not assume that a speech impediment is an indication of a lesser intellect. The use of high, complex language is not a sign of superiority. Customers / guests are vital to any business and should always be treated with utmost respect.



Situation Action Explanations

Cultural differences

Cultural differences can be overcome by: Making eye contact – make a little less eye contact than usual if necessary, but do not avoid it completely Not being intimidated by gestures, which vary from one culture to another, for example, Spanish, Greek, Italian, and Portuguese people tend to use very big gestures. Taking cultural groups using smaller gestures to complain just as seriously as those who are animated Respecting personal space, which may vary according to culture Being sensitive to the indications that people give regarding their need for space.

In some cultures, direct eye contact is regarded as insolent and disrespectful. Big gestures are not necessarily aggressive – they might better be described as expressive. Some cultures use very few or very small gestures. This may suggest that they are less emotional than they really are. Asian people tend to need more personal space. African people tend to need a smaller personal space, and tend to touch more than other cultures.

When difficult situations are not resolved effectively conflict could arise and the visitor could leave your establishment with a very poor image of the business and the country. 1.3 SOUTH AFRICA’S MAIN INTERNATIONAL TOURIST GROUPS The following would give you an indication of what to expect from various tourist groups, Courtesy of the SA Tourism Board: Aspects of cultures and needs as customers The first step to meeting customer expectations is to determine what they are and try to understand them. Understanding the needs and expectations of the consumer and designing products and services to meet these is a relatively straightforward concept, but it is also vital to consider the factors of cultural background and conditioning. Customer loyalty is often affected by the perception of the level of service provision. It is this perception that will ultimately affect their repeat purchase decisions. Service quality perception and satisfaction is affected by a person’s cultural background. In order to enhance service provision and ultimately attract and retain loyal customers, tourism businesses should be aware of important cultural characteristics, including values, attitudes, language, etiquette, customs and manners. Mastery of the person’s language is not required, but trying to learn just a few simple words and acknowledging customs can make a big difference to their level of enjoyment and subsequent satisfaction. Learning about customers and their values, beliefs and motivations helps to understand their responses and ultimately to better interpret their requirements. Another aspect of culture is body language and though subtle, it is easily possible to offend through inappropriate (albeit inadvertent) gestures that demonstrate a lack of respect and subsequently undermine the business relationship. Theories of cultural values A widely applied theoretical concept relating to cultural values is that proposed by Professor Geert Hofstede who, between 1967 and 1973, conducted a comprehensive study of the influence of culture on workplace values. Whilst specifically relevant to the business environment, the principles of this theory may help tourism businesses to recognise the main cultural differences that exist between nations. Hofstede’s research outlined a number of cultural traits that define nations, including power distance (PDI), masculinity/femininity (MAS), individualism/collectivism (IDV) and uncertainty avoidance (UA).



Power distance refers to the distribution of power in terms of acceptance of inequality. In societies with a low power distance there is little acceptance of inequality and, particularly in the workplace, subordinates expect to be consulted. In societies with a high power distance, inequality is more widely accepted and power, which is held by a minority, is accepted by the dependent majority of people.

Masculinity/femininity refers to the degree to which gender roles are differentiated within countries. In a more masculine culture managers are expected to be decisive and assertive and conflict is resolved by fighting, whereas in a more feminine culture conflict is resolved by compromise.

Individualism/collectivism is concerned with how people identify themselves, either as individuals or as members of a group.

Uncertainty avoidance refers to the need for rules and regulations. Low or weak uncertainty avoidance involves motivation by achievement and encouragement of innovative ideas and behaviour. High or strong uncertainty avoidance indicates a need for rules and some resistance to innovative ideas and behaviour. Motivation by security is likely to be demonstrated in societies demonstrating strong uncertainty avoidance. Consideration of the aforementioned cultural dimensions can assist tourism businesses to identify the cultural traits likely to be exhibited by their key markets and develop or adapt products and services accordingly.

Cultural values in practice Research indicates that firms who serve visitors from countries where assertive behaviour is encouraged should expect lower average satisfaction measures when compared to visitors from less masculine societies. However it is important to take into account broader cultural differences when drawing any conclusions from customer satisfaction surveys: whilst negative evaluation responses may be higher from cultures identified as ‘masculine’, it is responses from less ‘masculine’ cultures that should be explored more fully. This is because the cultural behaviour of people from more feminine countries restricts them from communicating service issues and problems willingly. Customers in a ‘collectivist’ culture are more likely to express dissatisfaction to others, i.e. friends and peers, rather than to the organisation. Conversely, customers from an individualistic culture are more likely to voice their complaints to the organisation and consequently receive a solution to their dissatisfaction, having expressed it to the organisation in the first place. Cultures that value formal rules and standards need a well-defined set of policies and procedures when dealing with organisations. They will be more comfortable (less uncertain) by knowing the expectations of the organisations with whom they deal…Organisations need to be prepared to encounter a variety of differing value structures and not set expectations for behaviours, relationships or business practices by their home country’s standards. The UK is characterised as a very individualist, low power distance and masculine country with low uncertainty avoidance. This is in contrast with France, which is characterised as individualist, high power distance, medium masculinity and high uncertainty avoidance. The concept and perception of time varies across cultures. In western cultures we view time as a finite resource, one that is constantly depleting, whereas Eastern and African cultures have the opposite perspective, that time is an infinite resource and is therefore unlimited. This attitude towards time is likely to cause frustration in a business run according to Western principles, when appointments and schedules are not strictly adhered to. Providers should consider check-in/out times and meal times at hotels or schedules imposed on coach tours where non-adherence to times can cause problems and frustration to the staff involved and potential dissatisfaction for the customer.



The better we know our customers and their corresponding culture, the more correctly we will adapt our business strategy to their differing needs. 1.4 THE IMPORTANCE OF AWARENESS OF VERBAL AND NON-VERBAL COMMUNICATION WHEN DEALING WITH TOURISTS The meaning of what you are saying and your intentions are revealed through both the words that you say (verbal communication) and your facial expressions, eye contact, gestures and body language (non-verbal communication). Non- verbal communication becomes particularly important when you do not understand the tourist’s language and have to try and communicate through the use of gestures. Interpersonal communication refers to an ordinary conversation on a one-on-one basis, or a very small group. It may also refer to communication between groups of individuals (group discussions or informally in a crowd). Awareness of verbal and non-verbal communication Verbal communication may be categorised as follows:

Intra-personal communication is communication with oneself. Talking to oneself is an example of this.

Extra-personal communication (as illustrated above) refers to communication to an inanimate object or non-human (plant or animal). For example, talking to a cat/dog or saying: “You naughty table!” after bumping your toe on it.

Interpersonal communication refers to an ordinary conversation on a one-on-one basis, or a very small group. It may also refer to communication between groups of individuals (group discussions or informally in a crowd).

For example, communication within and between departments in an organisation. (Face-to-Face)

Telephonic communication refers to communicating verbally using an instrument such as the telephone. During this communication there is no visual feedback.

It is often useful to have specific phrases to establish rapport with others in a culturally diverse situation, such as the following:

Some useful Zulu words and phrases:

Ngiyabonga I thank you

Ngicela... May I please have...

Ngiphuma e-(England) I'm from (England)

Hamba kahle go well

Amanzi water

Unjani? Ninjani? (Plural) How are you? -

Hamba Kahle Goodbye (go well)

Yebo Yes

Kuhle Good, fine

Siyabonga We thank you

Ngifuna.... I'm looking for...

Ngilambile I'm hungry

Lalela listen

Malini? How much?

Ngiya phila. Wena? I am fine. And you?

Cha No

Sala Kahle Goodbye (stay well)



Some useful Xhosa words and phrases: Kunjani? How are you?

Hamba kahle Goodbye (go well)

Ewe Yes

Nceda Please

Kulungile Good, fine

Ndiphilile. Nawe? I am fine. And you?

Sala kakuhle Goodbye (stay well)

Hayi No

Enkosi Thank you

Yimalini How much?

Non-verbal communication Humans pay more attention to the way in which something is said, than they do to the actual words of the speaker. In addition to listening to the words, the listener pays close attention to the:

position of the speaker’s body

gestures and mannerisms

eye contact and posture

paralanguage of speech

All of this is done subconsciously; i.e. we are not aware that we are doing it. Our conscious brain registers only that we are listening to someone talking. The brain then assimilates (puts together) all of the visual and auditory information and we gain an impression of the person and of whatever they were saying. This proves that actions do in fact speak louder than words, so the way you behave is always important. Some of these actions are more obvious than others are. Example: If you grab someone’s arm when you are talking to them, the action is clear and obvious, and depending on the way you grab the arm and on your tone of voice and facial expression at the time, an observer might see your gesture as being Aggressive or Loving.

Eye Contact Self-confident people have more frequent eye contact than those who are unsure or trying to conceal something. Also, confident people hold the eye contact longer than their less-sure counterparts. Our eyes are a valuable source of information and serve to provide facial cues. Generally, the degree of eye contact indicates the degree of interaction between those involved in any given act of face-to-face communication. Frequent direct eye contact indicates interest, intimacy or affection. Knowing glances might indicate a degree of intimacy between two people in the presence of others, or shared secret information. Depending on the culture of the people involved in an act of communication avoidance of eye contact could indicate guilt, shyness, respect or dishonest. Most eye movements are deliberate - but they can be involuntary, e.g. dilation (widening) with horror or fear.

Positive body language includes:

Smiling

Maintaining eye contact

Sitting and standing up straight

Leaning forward to listen

Nodding the head in agreement or encouragement

Negative body language includes:

Arms crossed

Frowning

Tapping of fingers on a table

Pacing

Shaking the head from side to side

Shrugging shoulders



Tips on Eye Contact:

Establish eye contact before starting to speak - it can give the impression of confidence.

When you're giving a speech look at the people at the sides of the audience as well as in the middle.

When listening, watch the speaker to convey interest in what is being said.

When you break eye contact move your eyes away from the person's body, e.g. to the side.

Do not look down their body - this implies intimacy. I used to have a manager who would look down the whole length of my body when I arrived at work - most disconcerting! I always presumed she didn't approve of my clothes but she could just have been nervous.

When answering questions in a job interview, at a conference, or a media interview look at all the people who are there, not just the one who asked the question.

If you close your eyes for any significant time, (a second or more), you will be closing out your listeners. Look at them rather than closing off.

Frequent blinking may give the impression that you are nervous.

If wearing glasses look through their centre. Avoid looking over the top of them as this may be considered patronising, as in "looking down the nose".

Confident people maintain soft eye contact with people. It may be considered aggressive if you fix your eyes hard or stare.

Speak with a sparkle in your eyes - people may catch your enthusiasm. Handshakes Handshakes are an important physical means of communicating. An immediate, firm, confident and friendly handshake helps establish a positive tone for a meeting and provides a non-verbal opportunity to establish yourself.

Involve your entire hand in the handshake. Make eye contact; without it a handshake is half as effective.

Women should shake hands with each other just as readily as men. Never allow an important meeting to begin without a handshake. To do otherwise is to non-verbally discount yourself.

Some men think it is impolite to extend their hand to a woman for a handshake. A savvy businesswoman relaxes the uneasiness by extending her hand to a man right away.

At an introduction, a handshake is not always required, but advised. A man always waits for the woman to hold out her hand and a youngster always waits for the elder to hold out his/her hand.

Avoid the "over-eager" handshake Sometimes people will shake hands by grasping the other person's hand with the right hand and then cupping the other person's hand with their left hand. For two very close friends, this method of greeting is acceptable. But in business, shaking hands this way is perceived as insincere and falsely ingratiating.

Make the handshake firm Hold for 2-3 pumps and about four seconds

Look the other person directly in the eye Space It is hard to talk when you are 10 feet apart, but you do not want to be 6 inches apart either. Generally, 2-3 feet is a comfortable distance for most people when communicating. This intimate space around our bodies we regard as our own and we would equally regard it as an invasion of privacy if a stranger or mere acquaintance were to encroach on this territory. This space is reserved for intimate interaction, such as that with a lover, or close members of the family. We cannot generalise - personality and cultural differences will account for differences in the way people regard this space. A warm, outgoing person would share this space with another more readily than an introvert would.



The situation will also have a bearing - if a person is on familiar home ground, he/she will feel less threatened by the movement of another into this space, but were he/she a stranger in unknown territory, he/she would feel the need to protect her/his body space against intrusion. The way in which we perceive the use of body space by others, leads us to make judgements about them. We may perceive them to be aloof and distant or "snooty", or we may perceive them to be flirtatious and too generous with their body space. Proxemics refers to the distances we keep between others and ourselves. We all have our own spatial relationships with other people. We sometimes feel the need to keep certain people "at an arm's length" from us, while we sometimes welcome having little or no physical space between us and other people, e.g. our spouse or child. Within the work place, the use of space between people can encourage or discourage co-operation. It can encourage or discourage familiarity or respect. In the business context, it is important for all of us to respect the way in which others perceive and manage their body space. An unintentional infringement of another body space can lead to unpleasantness, such as being accused of sexual harassment, or alienating a subordinate because he/she feels we have no respect for his/her private territory. Of course the converse is also true: many a manager has been unable to achieve co-operation from her colleagues who perceive him/her as being aloof because he/she guards his/her body space rather carefully. There are many business situations in which the person concerned needs to make a fine judgement about body space:

Does he/she approach those about to interview him/her close enough to shake their hands

Does he/she move right up to the senior secretary who is hard of hearing rather than raise her voice

Does he/she give a friendly pat on the back to a colleague who has just informed him/her of a successful closure of a deal?

1.5 INTERACT WITH TOURISTS USING APPROPRIATE VERBAL AND NON-VERBAL COMMUNICATION Intercultural Communication Intercultural communication can be defined as communication between members of different cultures (whether this is defined in terms of ethnic, racial or socio-economic differences, or a combination of these). Intercultural communication can occur:

At a personal level

Between groups of people

In business at a corporate level

At an international level The disruption of a smooth communication process can have more serious effects than hurt feelings or indignation; for example, a company could lose a valuable customer, or a country a valuable ally. Cultural Communication Differences Building a relationship with someone from a different culture starts with creating a first impression of that person. If you create a negative first impression about the person based on cultural differences, then it would be very difficult for you to build an effective relationship. Being aware of what other cultures consider to be culturally correct would assist you to communicate more effectively. It would help you to prevent unnecessary barriers to



communication being built. The following are some general indicators of cultural differences found when we communicate: Small Talk

Amongst many African cultures, it is considered very rude to get straight to the point when initiating a conversation. Politeness requires that you make “small talk” for a while, discussing the weather, the weekend sport, your family, etc., before you get down to the business at hand.

Some European cultures (British) also embrace this behaviour.

Other cultures, such as the French and the Germans get straight to the point of contacting you, in order to save time. They consider this behaviour more business-like, efficient and correct.

Loudness of Speech

Japanese people tend to be extremely uncomfortable with someone who speaks very loudly, as it is considered impolite to draw attention to oneself in public.

Many African cultures would not trust a person who speaks very softly, as this would indicate that he or she could be talking about someone near.

Non-Verbal Communication

Eye Contact - According to many African cultures it is considered a mark of respect towards a senior person if a person in a junior position within the organisation, lowers their eyes.

Most people from a European culture would regard direct eye contact as an indicator of trustworthiness or sincerity.

Physical Contact - Most Japanese people tend to be uncomfortable with physical contact and bow rather than shake hands. Some Western cultures shake hands or even hug or kiss each other on both cheeks, regardless of their gender.

Seating - Whereas some European people would wait to be invited to sit down when in a senior person’s office, according to African tradition, a person should sit down immediately, without waiting to be asked as a sign of respect.

Interacting Successfully with Others Non-Verbal Elements If you want to create a positive, friendly and professional impression then consider applying the following non-verbal elements:

Dress: Look the part – your dress and grooming indicates whether you are professional long before the first word is spoken.

Gestures: Smiling, using warm, friendly gestures and making unforced eye contact give the impression that you are non-threatening and trustworthy.

Body language: If a customer or a visitor approaches you at your desk, you should stand up and face him or her, showing the open palms of your hands. This indicates respect, openness and honesty. Avoid folding your arms, as this indicates a defensive and negative attitude Avoid standing with hands in your pockets as this could be interpreted that you are not to be trusted Avoid drumming your fingers or jiggling your feet, as this indicates that you are disinterested

Verbal Elements In order to create a positive impression, it is not so much what you say, but how you say it that matters. Consider the following suggestions in effective verbal communication with customers or visitors:

Keep a smile in your voice by smiling with your mouth and eyes



Speak clearly and be careful not to speak too quickly

Modulate the pitch and volume of your voice

Try to get to know your customer by asking questions; for example, their names, the name of their company, the reason for their visit, whether they have dealt with your company before, etc.

Offer details and information on services and other requirements.

Address customers by name wherever possible – but only address them by their first names when you have been invited to do so

Offer further assistance whenever possible

Class Activity 1: Interact with tourists Please follow the instructions from the facilitator to complete the formative activity in your Learner Workbook

2. INTERACT WITH CUSTOMERS AND PEOPLE IN THE WORKPLACE After completing this module, the learner will be able to interact with customers and people in the workplace, by successfully completing the following:

Identify the main population groups within the community, workplace and province, and describe their cultures

Show consideration for cultural norms and differences of main population groups when dealing with customers and people in the workplace

Anticipate and deal with customer's needs within the context of their culture

Take appropriate action to resolve problems arising from cultural differences

Make suggestions to assist colleagues to deal with cultural differences, in order to improve customer service or working relationships

Culture is a way of life established by a group of people and passed on to the next generation. We saw in Module 1 that a culture consists of the attitudes, values, language, dress, customs and behaviour of a group of people. People within a culture usually share common values, beliefs and perspectives. People from the same culture also tend to have the same language and communication styles. We may not understand everything about the cultures around us, but it is important to make an effort to treat people in a friendly, professional and respectful manner. Importance of cultural knowledge The advent of the global economy is changing the fundamental nature of our governments, businesses, organisations and populations. In short, we are no longer constrained by state boundaries but have all become part of an interdependent international network. One of the key changes this has triggered is the need to communicate effectively with different people in different languages and from different cultures. It is now recognised that linguistic and cultural knowledge are two of the most vital areas of knowledge that organisations must come to acquire if they are to integrate, progress and succeed in the marketplace. Cross cultural communication is a must! It is sometimes the simple mistakes we make, like showing the soles of our shoes or giving a thumbs up, when dealing with different cultures that can ruin a relationship or months of hard work. Learning the simple cultural do's and don'ts can avoid this and help generate respect and understanding. It is not essential that you understand everything about a person from another culture, but it is important that you accept people of other cultures as having different values, beliefs and perspectives. Having some knowledge about the cultures of others will be to your advantage when working with people and establishing relationships. You need to be aware of:

The extent to which one feels understood



The extent to which one feels accepted and even liked If you discover that someone’s cultural values are different to yours, it is advised that you play down the difference. Research the other person’s culture to discover exactly what the cultural values are and how they might influence and affect your relationship. Whenever possible, show respect for differing cultures by adapting your business style to align with the other person’s cultural values, without compromising your own values. 2.1 THE CULTURES OF THE MAIN POPULATION GROUPS WITHIN THE COMMUNITY, WORKPLACE AND PROVINCE The cultures that make up the South African workplace:

United Kingdom published information on the internet for those wishing to visit RSA in 2008: Facts and Statistics Location: Southernmost tip of Africa, bordering Botswana 1,840 km, Lesotho 909 km, Mozambique 491 km, Namibia 967 km, Swaziland 430 km, Zimbabwe 225 km Capital: Pretoria Climate: mostly semiarid; subtropical along east coast; sunny days, cool nights Population: 42,718,530 Ethnic Make-up: black 75.2%, white 13.6%, Coloured 8.6%, Indian 2.6% Religions: Christian 68% (includes most whites and Coloureds, about 60% of blacks and about 40% of Indians), Muslim 2%,

Hindu 1.5% (60% of Indians), indigenous beliefs and animist 28.5% Government: republic Languages in South Africa

South Africa has 11 official languages. English is the language of administration and is spoken throughout the country. The other official languages are: South African Society & Culture The Rainbow Nation

South Africa is one of the most multicultural countries in the world. In urban areas many different ethnic groups will make up the population. In addition to the indigenous black peoples of South Africa colonialism and immigration have brought in white Europeans, Indians, Indo-Malays, Chinese and many more. As such it is difficult to generalise at all on South African etiquettes and culture due to the diversity. The Family in South Africa

The basic unit of South African society is the family, which includes the nuclear family and the extended family or tribe. In traditional African society, the tribe is the most important community as it is the equivalent of a nation. The tribe provides both emotional and financial security in much the same way the nuclear family does to white or coloured South Africans. The coloured and more traditional Afrikaans cultures consider their extended family to be almost as important as their nuclear family, while the English-speaking white community places more emphasis on the nuclear family. The nuclear family is the ultimate basis of the tribe. The tribal and family units are being disrupted by changes in the economic reorganisation of the country As more people move into the urban areas, they attempt to maintain familial ties, including providing financial support to family members who have remained in the village. The Rural/Urban Dichotomy

There are vast differences between the values of the rural and urban dwellers. The majority of the whites living in rural areas are Afrikaner farmers who are descended from the Calvinists. Their views on the world are sometimes narrow. At the same time they value human decency over materialism. City dwellers live life in the fast lane, which affects their outlook. People from Johannesburg can quite often be regarded as having materialistic values, and being more interested in what you own rather than who you are. They prefer to see themselves as urbane and their country cousins as less sophisticated. People from Cape Town are very proud of their city, and often appear to have a superior attitude about their city versus the rest of the country. The many rural black communities are still rooted in the traditions of their heritage, whereas the increasingly urban black community combines their roots with the urban environment and international influences that surround them. Etiquette & Customs in South Africa Meeting Etiquette

There are several greeting styles in South Africa depending upon the ethnic heritage of the person you are meeting. When dealing with foreigners, most South Africans shake hands while maintaining eye contact and smiling. Some women do not shake hands and merely nod their head, so it is best to wait for a woman to extend her hand. Men may kiss a woman they know well on the cheek in place of a handshake. Greetings are leisurely and include time for social discussion and exchanging pleasantries. Gift Giving Etiquette



In general, South Africans give gifts for birthdays and Christmas. Two birthdays - 21 and 40 - are often celebrated with a large party in which a lavish gift is given. It is common for several friends to contribute to this gift to help defray the cost. If you are invited to a South African's home, bring flowers, good quality chocolates, or a bottle of good South African wine to the hostess. Wrapping a gift nicely shows extra effort. Gifts are opened when received. Dining Etiquette

If you are invited to a South African's house: Arrive on time if invited to dinner. Contact the hostess ahead of time to see if she would like you to bring a dish. Wear casual clothes. This may include jeans or pressed shorts. It is a good idea to check with the hosts in advance. In Johannesburg, casual is dressier than in other parts of the country. Do not wear jeans or shorts unless you have spoken to the hosts. Offer to help the hostess with the preparation or clearing up after a meal is served. Business Etiquette and Protocol Relationships & Communication

South Africans are transactional and do not need to establish long-standing personal relationships before conducting business. If your company is not known in South Africa, a more formal introduction may help you gain access to decision-makers and not be shunted off to gatekeepers. Networking and relationship building are crucial for long-term business success. Relationships are built in the office. Most businessmen are looking for long-term business relationships. Although the country leans towards egalitarianism, businesspeople respect senior executives and those who have attained their position through hard work and perseverance. There are major differences in communication styles depending upon the individual's cultural heritage. For the most part, South Africans want to maintain harmonious working relationships, so they avoid confrontations. They often use metaphors and sports analogies to demonstrate a point. Most South Africans, regardless of ethnicity, prefer face-to-face meetings to more impersonal communication mediums such as email, letter, or telephone. Business Meeting Etiquette

Appointments are necessary and should be made as far in advance as possible. It may be difficult to arrange meetings with senior level managers on short notice, although you may be able to do so with lower-level managers. It is often difficult to schedule meetings from mid-December to mid-January or the two weeks surrounding Easter, as these are prime vacation times. Personal relationships are important. The initial meeting is often used to establish a personal rapport and to determine if you are trustworthy. After a meeting, send a letter summarising what was decided and the next steps. Business Negotiations

It is imperative to develop mutual trust before negotiating. Women have yet to attain senior level positions. If you send a woman, she must expect to encounter some condescending behaviour and to be tested in ways that a male colleague would not. Do not interrupt a South African while they are speaking. South Africans strive for consensus and win-win situations. Include delivery dates in contracts. Deadlines are often viewed as fluid rather than firm commitments. Start negotiating with a realistic figure. South Africans do not like haggling over price. Decision-making may be concentrated at the top of the company and decisions are often made after consultation with subordinates, so the process can be slow and protracted. Dress Etiquette

Business attire is becoming more informal in many companies. However, for the first meeting, it is best to dress more conservatively. Men should wear dark coloured conservative business suits. Women should wear elegant business suits or dresses.

From: www. www.kwintessential.co.uk

SA’s broad cultural groups South Africa’s population is culturally diverse. Four main cultural groups are found in South Africa, namely:



African

European

Coloured

Asian The following is a generalisation of the four main cultural groups in Southern Africa: African Cultural Groups The African culture is the most prevalent in South Africa - 78% of the population. The African culture can be divided into two major ethnic groups: the Nguni (Zulu, the Xhosa, the Ndebele and the Swazi people), which constitute approximately two thirds of the black population in South Africa and the Sotho, who constitute the rest. Depending on where you are in South Africa, you would find concentrations of different ethnic groups, e.g.:

KwaZulu Natal Region - The Zulu, with an estimated population of 8 million, are the largest ethnic group in South Africa.

Eastern Cape Region - The Xhosa and their closely related kinsman the Pondo, Thembu and Mfengu, number nearly 6 million.

Mpumalanga Region - The Swazi have an estimated population of 1,6 million, with almost half living in Swaziland.

More Northern and Western Regions - The Sotho, with an estimated population of 7 million, include the Northern Sotho, Southern Sotho or Basotho and Venda people.

Rituals and ceremonies play an important part in the lives of many black South Africans. Many black South Africans reside in cities and townships, living a modern western lifestyle, while rural dwellers may sometimes wear ethnic costumes and maintain their ancestors’ traditions and customs. Many black South Africans speak several indigenous languages, often also speaking English or Afrikaans in addition to their native tongue. There are nine official black languages, which include the Nguni languages (isiZulu, isiXhosa, Sindebele, and Swazi) and the Sotho languages (Setswana, Sesotho, Sesotho, Leboa and Venda). Depending on where you are in South Africa, you would find that a specific language is used more commonly, e.g. isiZulu is used most commonly in the Johannesburg area. European Culture Groups About 13% of South Africa's population are of European descent and lead lifestyles similar in many respects to those in Western Europe, America and Australia. The white South African population descends largely from the colonial immigrants of the late 17th, 18th, and 19th centuries: Dutch, German, French Huguenot and British. Linguistically, this population is divided into Afrikaans- and English-speaking groups, although many small communities immigrating over the last century retain the use of other languages (Portuguese, German, Greek, Italian and Dutch). Coloured Culture Groups The label "coloured" is used for the people of mixed race descended from slaves brought in from the East and central Africa, the indigenous Khoisan who lived in the Cape Province at the time, the slave population, Asians and Europeans. Coloured South Africans seem culturally much closer to the European culture than to African culture. Eighty five percent of the coloured people live in the Western and Northern Cape provinces and speak mostly Afrikaans. A small minority of coloured South Africans, the Cape Malays, live in the Cape and are Muslim



Asian Culture Groups Of the estimated 1 million people of Asian descent in South Africa, nearly all are Indian in origin, mostly descended from indentured workers brought into the country in the 19th century to work on the sugar plantations of the eastern coastal area then known as Natal. Largely English-speaking, many Asians also speak the language of their origin. The South African Indian community can be divided into two main groups: Muslim and Hindu. Each of these groups can be subdivided into different sub-groups, each with their own customs, dialects and value systems. Background Historically, the largest and most overt cultural chasm has been between "black" and "white" South Africans. Certain behaviours have contributed to intercultural communication problems and conflicts in South Africa (and internationally):

Ethnocentricity - belief that one's own culture is superior to all other cultures

Accusations - implication

Hostility -conflict, bitterness

Condescension - airs, compliance

Paternalism - fatherly, protection

Withdrawal - removal, retreat

Criticism - fault-finding

Patronisation - look down on, tolerate

Rejecting features of one's own culture in order to assimilate (blend in) features of another culture.

Leadership - group identity vs. individualism

Educational opportunities - there is a correlation between one's level of education and the level of ability to deal with technology.

Poverty - poverty determines the size of our living space and the ways in which we spend our leisure time.

Family - the very concept of family varies from culture to cultures - extended families

Language - Language remains one of the most difficult factors affecting intercultural communication in this country. There is a variety of languages. So many people use a language alien to their own, is a breeding ground for misunderstandings, incorrect perceptions and general miscommunication. Stereotyping and perceptions that have developed with respect to culture When someone stereotypes, an assumption is made that all people in a certain group exhibit the same qualities (for example, older people are slow). Stereotypes can lead to poor management decisions in the workplace and can create barriers for women, older individuals, people from different cultural groups and people with disabilities.

Cultural Stereotypes in Durban

Last night my wife and I saw this supped-up White BMW pumping loud hip-hop music… this would be normal for a beachfront scene, but the guys inside the car were white! I think the cultural integration here just got kicked up a notch because according to cultural stereotypes in Durban, you won’t see a supped-up anything with loud hip hop music that wouldn’t be coming from or going to either Chatsworth or Phoenix… To prove that, I also saw a guy (‘dark as a starless night’ as Mike Naicker would say) and his ‘posse’ decked out in a full white tracksuit with thick fake silver jewellery hanging around his neck. He was walking while pumping his hands in and out from in front of him with his fingers pointed and a very noticeable limp. You’d think he was retarded but you had to notice the bandana and the skewed cap on his head ala 50 Cent… and from there you can almost notice the ‘bump bump’ of In Da Club in the background.



Also… when you drive through Chatsworth (Don’t ask when or why) all you see most of the time is guys working on their cars… I think it’s a traditional weekend pastime or something… Like Friday Dhal and Rice. Oh and btw… what happened to Lugs (Blue Lagoon)? I wanted to go past and get a Fake DVD of “Shooter” and all I got was this measly little shack with a guy trying to sell me fried mealies. Where have all the Pakistanis gone? Last time I was there, this dude tried to sell me 16-in-one kids movies along with a selection of Bangladeshi porn and Britney Spears Music Videos… he even offered to throw in a tray of masala pineapple if I bought all three. He said it was his daily special.

Retrieved from: http://karim.co.za/blog/2007/05/04/cultural-stereotypes-in-durban/

If people choose to form opinions of others, they should start basing them on the individual and their personal experiences with that person. Even though much effort has been expended to abolish stereotyping, it is still a major concern in our society. Taking stock and modifying stereotypes is a matter of equal importance for the victims of stereotyping as well as the oppressors. 2.2 SHOW CONSIDERATION FOR CULTURAL NORMS AND DIFFERENCES Clear and effective communication is vital in order to manage cultural diversity within industrial and commercial organisations. The qualities needed to be an effective intercultural communicator includes:

Language ability for gaining self-confidence in a culture other than one's own.

A genuine liking for people, sincerely enjoying their company and caring about them.

Willingness to take risks, including the ability to overcome the fear of making mistakes.

Being an empathetic listener and observer, sensitive, perceptive, compassionate and appreciative.

Being non-judgmental and being careful about drawing inferences/conclusions

The ability to ask questions, generate feedback and test possible interpretations.

Being a good communicator both verbally and non-verbally, perceiving others' non-verbal behaviour and being aware of one's own.

A sense of humour, especially the ability to laugh at oneself.

An awareness of the culturally-based aspects of one's own attitudes and behaviour

An awareness of one's own psychological needs, strengths and weaknesses to help know when the problem is within us, or related to some other aspect of the communication situation.

A respect for the cultural differences in values and lifestyles and a liking for variety.

The ability to recognise the symptoms of miscommunication and to know when to seek guidance from those who know the culture intimately.

The ability to come up with an intuitive understanding and logical explanations for the meaning and importance of things.

A willingness to gain a working knowledge of the history, customs, values and rituals of the other's culture. Individuality needs to be respected - people need to be seen as people first, not as subordinates. Individuals and organisations need to look for the universals that exist between the various cultures. The focus should not only be on the differences. Individuals need:

To be sensitive to cultural differences

To be relaxed and attentive when communicating cross-culturally

To be empathetic and supportive

To use simple language when and where necessary

To be aware of social factors beyond a person's control

To avoid prejudices and stereotyping

To make the necessary adaptations to other cultures and encourage, not force other cultures to adapt to outs. Compromise is necessary.



Dealing with Cultural Diversity There are many factors that affect cultural diversity, including:

Required Roles - Role expectations and prescriptions vary greatly in different cultures, e.g. the role of a woman in Western and Eastern societies. It is important to minimise “assumed” role expectations: o Try not to judge people of other cultures o Take time to make intercultural relationships more effective and meaningful

Base decisions in the workplace on skills, qualifications and abilities rather than gender, race, socio-economic status or creed

Ethnocentricity - Ethnocentrism occurs when people become so unconsciously accustomed to their cultural upbringing that they believe their basic assumption should be identical to those of other cultures. This can cause people to pass judgements and make evaluations of people from other cultures in a biased or prejudiced way. o Try to learn about other cultures to help you understand that your own value system is just as

important as that of a person from another culture. o Treat others with respect, sensitivity and consideration to convey the message of acceptance

to them for who they are and what they believe in. This develops trust and improves relationships.

Dress - Even though clothing can provide some information about a person, it can also block input of other information by causing us to perceive selectively. This is based on stereotypes of clothing patterns and personality types. o Try to be sensitive to peoples’ needs for group identity and the dress style of other cultures,

whereby creating a healthy climate for effective relationships.

Stereotypes - Stereotype refers to the mental picture formed and behaviour displayed when classifying people according to general type, rather than considering the specific characteristics displayed by an individual. As impressions are formed of other people, there is a tendency to classify them into categories based on their characteristics, namely: o Culture / Religion o Race o Occupation o Language / Accent o Socio-economic Level o Physical Appearance The way a person is “expected” to behave, influences the way you communicate with the person, often negatively. Stereotyping is very limiting and leads to drawing incorrect conclusions about a person, which in turn can have negative consequences for interpersonal relationships. Try to promote effective communication by analysing the projected perceptions of the person with whom one is trying to communicate. This is achieved by actively minimising stereotyping.

Educational Differences - Intercultural relationships and communication is often affected by differences arising from differences in educational qualifications and experience. This is especially true when dealing with overseas visitors (customers), whose educational processes are vastly different to those in South Africa. o Try to treat all people with the same courtesy, attitude and respect, despite any differences in

education. Language should be used appropriately to suit the situation and person 2.3 ANTICIPATE AND DEAL WITH CUSTOMER’S NEEDS WITHIN THE CONTEXT OF THEIR CULTURE Attitudes often stem from habits. Every service person should develop some basic habits when providing customer service. The amount of respect you show customers influences your ability to



establish a rapport with them. You can use the following techniques to demonstrate respect for, and build rapport with, your customers:

Take ownership - A customer with a service request should not be passed around from one employee to another.

When this occurs, the customer has to explain the needs repeatedly, which causes frustration. To build a rapport, you should step up and take ownership for customers to fulfil their needs.

Be on time - Arriving on time for an appointment is a sign of respect. By making a customer wait, you waste the customer’s time, which leaves a negative impression. If you can’t avoid being late, call your customer immediately and let him know about the delay

Follow through with your promises - To be a successful service representative, you should always follow through when you make a promise to a customer. Your credibility as a service representative depends on how well you keep your promises. Don’t promise something that you can’t deliver.

Go out of your way for the customer - Whenever possible, do extra things for your customers. Put yourself in their shoes and treat them as you would like to be treated. Going the extra mile on a regular basis will differentiate your service from that of your competitors.

Learn your customers’ names - Learning and using your customers’ names personalises your service and make them feel that you are an attentive service provider. When using a customer’s name, use the formal title, such as “Ms. Huber.” If customers prefer to be addressed on a first-name basis, they will tell you. If your customer’s name is difficult to pronounce, keep a phonetic spelling of it on file, so that you can use the correct pronunciation next time you speak to the customer.

Use positive language - Positive language is the art of using words and phrases to create a positive image in the customer’s mind. You can accomplish a positive image by showing confidence in your interactions with customers. For example, if a customer asks a question for which you don’t have an answer, you might be tempted to say, “I don’t know.” A more positive approach would be to say, “I’ll find out for you.” Phrasing the answer in this manner shows your customer that you are willing to find the information the customer needs. In addition, avoid using verbal “fillers,” such as “uh” or “um,” during conversations with customers, because they can be perceived as signs of incompetence.

Provide alternatives - Customers want to feel that there are several options available to meet their needs. Always suggest another option if you feel it’s better than the current one, or if it will make the customer’s decision easier. Nevertheless, don’t provide so many alternatives that you overwhelm and confuse your customers. In addition, if you can’t provide your customers with what they want, try to offer another option. Customers want to feel that there are different avenues available to them, especially when they reach a roadblock. Suggesting an alternative help to lessen their disappointment. Alternatives give a customer more freedom, which leads to greater satisfaction with the overall service interaction.

Express understanding - Always make an effort to understand the customer’s point of view. When you encounter an unhappy customer, always express empathy, even if you don’t agree with the customer. Customers appreciate your concern for their needs, which enhances their perception of your service.

Give your name - Make it simple for your customers to locate you by giving them your name, department, and telephone number. This information saves time and energy when they try to locate you later.



Smile - Smiling naturally promotes a positive and friendly attitude and helps you focus on making them feel important. If you view your customers as interruptions, you won’t treat them as well as you should.

Build rapport with the customers - To develop a rapport with your customers, you must keep a positive attitude and practice effective customer service habits. The customer might not always be right. If customer is wrong, you can use your customer service skills to help the customer understand why she is wrong.

Adjust your communication style - You can connect with your customers by adjusting your communication style to compliment theirs. This will help your customers believe that you understand their situation and are willing to help them. For example, a customer might call to tell you a required overnight delivery didn’t arrive. If you handle the interaction in a laid-back style, the customer will feel that you’re not concerned about meeting her needs. When you respond to the customer’s anxiety with a sense of urgency, you convey your desire to help by showing that the customer’s situation is important to you.

Reacting to Customer Problems When handling customer problems, you must personally accept the problems and work to find the best possible solution. Merely taking corrective action is insufficient and doesn’t demonstrate your initiative as a service representative. To make your customers feel comfortable doing business with you in the future, you should use the following process when handling problems:

Listen and understanding - Listen closely to the customer’s assessment of the situation so you can clearly define the problem. Although it’s important for you to identify the cause of the problem, don’t discuss the cause in detail with the customer. You must also listen and fully understand what the customer says about a unique set of circumstances. Otherwise, you might try to fix the wrong problem. When customer service representatives believe they have already heard every possible complaint, they frequently make the mistake of jumping to conclusions. Listening is essential because addressing problems incorrectly will annoy customers further and make it more difficult for you to convince them to do business with your company in the future. Listening to and understanding your customers might also include helping a customer to vent feelings of anger and frustration.

Apologise sincerely - When customers are upset about a problem, they view you as the representative for the company. As a result, it’s important for you to apologise for any inconvenience the problem has caused. Saying that you’re sorry doesn’t imply that you or your company did anything wrong. It simply conveys that you truly regret that the customer’s experience was not satisfactory. Apologising not only helps you to build a rapport with customers, but also conveys that you care and want to make things right. To show your concern about their experiences, you should thank customers for bringing the problem to your attention. They have presented you with an opportunity to restore the relationship, and you might also prevent the problem from occurring with other customers.

List the alternatives - Although it might be tempting to take action immediately, it’s important to give your customers an opportunity to participate in the process of resolving the problem. By facilitating your customers’ participation, you give them a sense of control. You should also present alternatives, as well as ask customers for ideas on resolving the problem. After examining the alternatives, choose a solution together. By involving the customer in the decision, you’ve ensured that the solution is one that is helpful for the customer and not just the easiest for you to implement.



Implement a solution - When you and your customer have agreed on a solution, it’s essential for you to implement it immediately. If it must be implemented over the course of days or weeks, ensure that you follow through with the actions you’ve promised to take. Failing to do so jeopardises your organisation’s relationship with the customer.

Take the extra step - After you’ve solved the customer’s problem, it’s important to demonstrate in a tangible manner that you care about keeping customer’s business. Take specific action to inform your customer that you consider the mistake unacceptable and that it will not happen again. The action could be one such as giving the customer a gift certificate or loaning the customer a product to replace the one being repaired.

Follow-up on the problem - It’s important for you to prevent customers’ problems from recurring, and from happening to other customers. You should share the information you learned about the problem with the appropriate person or department in your company. In some situations, it’s appropriate for you to notify customers about the corrective actions that have been taken to prevent the problem from happening again.

2.4 TAKE APPROPRIATE ACTION TO RESOLVE PROBLEMS ARISING FROM CULTURAL DIFFERENCES Preventing or resolving cultural misunderstandings An effective way to prevent misunderstandings between customers and staff is for staff to adhere to the norms of western business culture. This is the business culture, in which we operate, and this is the one in which most of our guests / customers are most likely to feel comfortable. When problems arise as a result of cultural differences, try to take the lead from the customer and behave in the same manner as the customer does. This is usually the safest way to behave.

If there is a misunderstanding between a customer and a staff member that has resulted in the customer feeling offended, a manager should step in to handle the situation and assure the customer that it is purely a result of cross-cultural differences, and not rudeness on the part of the staff member.

If the misunderstanding has resulted in the staff member feeling offended, take him / her aside and discuss the problem. Explore the cross-cultural differences that exist between the staff member and the customer and indicate how the misunderstanding relates to culture. It is useful to explore how the staff member might handle a similar situation in the future.

Managing Conflict Situations Conflict occurs when there is a disagreement between one or more people with different ideas. Although conflict most often occurs between people, we can also experience internal conflict. There are four main types of conflict:

Intra personal - Conflict that occurs within an individual as a result of factors such as a conflict of interests.

Interpersonal - Refers to conflict between individuals

Intragroup - Conflict that takes place within a group

Intergroup - Conflict that exists between groups Causes of Conflict There are many causes of conflict but they can be broadly categorised into three groups. Many conflict situations can involve a combination of two or even three of these groups.



Conflicts over Resources - These are normally the easiest to identify and resolve. They occur when two people want the same thing and there is not enough to go around. The resource is probably the first point of contention to be identified in a conflict situation and the heat of the dispute will most often be focussed there. Although the use of the resource may represent the entire problem that is seldom the case.

Conflicts over psychological needs - These refer to the fact that many individuals have many needs such as power, friendship, belonging and accomplishment. Clashes over these needs are commonly played out over material things. The person, who appears to be upset about the use of a resource for example, may also be upset about not having the authority or power to decide on who gets to use the resource. Since these motivations are less obvious, disputes of this nature are harder to resolve. If a person is unwilling or unable to express a need, the conflict is unlikely to be resolved.

Conflicts involving values - These are the most difficult to resolve since values are the basis of our belief system. Challenges to our values are challenges to our very selves. We tend to respond to them with the most deep-seated defensiveness and tenacity. In conflicts that involve value differences it is most difficult to abandon old patterns and choose to make new responses.

Conflict Management Strategies There are different strategies for managing conflict and each individual has a personal conflict-handling style. It is possible to change our conflict-handling styles by learning new and more effective ways of managing conflicts. Responses to conflict situations depend on the individual’s goals and the importance of the relationship. Listed below are five basic strategies that could be used in conflict:

Style Useful when: Consequences: Characteristics:

Competition (forcing

or aggressive) There is physical threat, the goal is more important than the relationship

Power play; loss of relationship; resentment

Dominating, abusive, arrogant, bossy, yelling

Avoidance

(withdrawal) There is a danger to your safety

Feeling hurt, misunderstood

Indecisive, apologetic, submissive, timid

Accommodation

(smoothing) The relationship is more important than your goal

No solution, possible later resentment

Submissive, agreeable, quiet

Compromising

(going half/half) If there is limited time and things you don’t mind giving up

Possible anger later, can maintain relationship

Direct, good listening, everyone gives a little

Joint Problem Solving (co-

operation)

There is time, a long term solution is required and the relationship is important.

Satisfactory long term solution, improved relationship

Good listening, creative, accepting, honest & open.

Conflict Management Tools In order to manage conflict effectively we need special tools. These tools include good communication skills, using group problem solving processes, behaving assertively and working co-operatively together.

Effective Communication Consider the following in effective communication: o Be clear on what you wish to communicate o Explain completely and concisely o Ensure than the other party understands you o Work at understanding them o Listen carefully to the other party, pay attention to their responses to your messages. o Try not to get emotional o Ensure that the receiver has heard your message as you intended and check that you really

heard what the other person was trying to say.

Appropriate Assertiveness



o Non-assertive behaviour includes not expressing your own feelings, needs, ideas and ignoring your own rights. It is very unhealthy as it results in a steady build-up of resentment.

o Aggressive behaviour is exactly the opposite and involves trying to dominant; even humiliate others and bullying them to your way of thinking.

o Positive assertive behaviour involves expressing your feelings, needs and ideas and standing up for your rights in a way that does not violate the rights of others.

Outcomes of Conflict

Lose-Lose - Both parties feel that they have lost out, animosity follows and generally speaking the conflict is not resolved

Lose-Win - One party is unassertive and allows the other party to win, despite the cost to themselves

Win-Lose - One party forces a solution on another leaving them feeling dejected and defeated

Win-Win - Both parties feel that they have won – this can be achieved through compromise and collaboration

Conflict Resolution Steps The following steps are useful to resolve conflict: 1. Admit a conflict exists 2. Confront the problem 3. Brainstorm possible options 4. Select the best possible option 5. Put a plan in motion 6. Feedback and review Solving Group Problems Tips Consider the following when solving group issues:

Get all group members together, decide who else should or should not be present.

Share all relevant information; try to separate facts from opinions.

Define the real problems in an orderly fashion and set objectives for your group.

Brainstorm as many different solutions to your problem as you can.

Agree on solutions for the problem identified and decide who should take the relevant / appropriate action.

Schedule a follow-up meeting in order to obtain feedback. If the chosen solution is not working, adopt another.

2.5 MAKE SUGGESTIONS TO ASSIST COLLEAGUES TO DEAL WITH CULTURAL DIFFERENCES

As with any issue dealing with inter-personal relationships, the key to successful diversity is open, honest communication. This is the first and most important step on the road to an accepting, diverse society. In dealing with diversity, keep in mind the following four points:

Understand and respect differences in others. Your way isn’t necessarily the right, or only way.

Be assertive in expressing how you’d like to be treated, or not to be treated.

Take the time to learn how others would like to be treated.

Be a motivating force for change in your workplace. Suggestions to promote harmony in a culturally diverse workplace Company policies, procedures and Codes of Conduct, which have to be in line with Labour Legislation and the Constitution, need to be enforced and monitored to ensure that all employees contribute to a harmonious, non-discriminatory workplace.



Handling Difficult Situations related to Diversity The best way to make people from other cultures feel welcome and comfortable is to be acceptant of their various habits, customs and cultural traditions. It is a mistake to expect customers or visitors to comply with your cultural traditions. You have a much better chance of building good relationships with people if you adapt yourself to their cultural norms. Take your cues from the people around you:

Wait for a customer to offer their hand to shake, rather than risk making them feel uncomfortable by presenting yours first.

If a customer speaks quietly to you, respond by also speaking quietly. On the other hand, if a guest has a loud voice, you could merely respond in clear tones that are easy to hear – it is not necessary for you to copy the loudness of the customer’s speech.

If a customer avoids making direct eye contact with you, respect this and make only intermittent eye contact with him / her in order to ensure that he / she does not feel uncomfortable.

If a customer does not wish to make small talk before placing an order, respect this and pay attention to what the customer is requesting. There is no point in responding by being offended or hurt. It is simply the customer’s manner – it is not a personal issue.

Guidelines to Minimising Cultural Differences Consider the following guidelines for constructing a more realistic impression of others and assessing the validity of one’s own perceptions:

Improve the accuracy of your perceptions of others by being mentally aware that initial perceptions are not always right and that they may need to be revised.

Actively question first impressions which do not necessarily represent reality. Try to recognise the possibility that you may be wrong and seek further verification.

Seek more information to verify perceptions. Take time to gather more information on the people that you meet, to determine whether the original perception is accurate.

Get to know more about the person or find out more about a group of people by talking to and interacting with them. This will increase the likelihood of accuracy.

Perceptions of people change over time. People’s attitudes and behaviour often change and perceptions need to change accordingly. It may be easier to hang onto your original perceptions, but communication based on outdated, inaccurate perceptions can be more-costly than revising your perceptions.

Check perceptions orally before proceeding as this may avoid misunderstandings and future problems. Make a “perception check”, an oral statement that reflects your understanding of the meaning of other person’s non-verbal cues. For example, if a customer or a visitor speaks to you in a harsh tone and seems cold and impersonal, ask: “How are you, Sir / Madam? How may I help you today?” The question is a perception check. On the one hand, the customer may be upset with the service, in which case the perception check may lead to a discussion and resolution of the problem. On the other hand, he / she may be concerned about an entirely different matter and inadvertently created a false perception of the situation.

Advantages of Overcoming Cultural Diversity Issues If organisations view managing cultural diversity as a challenge rather than a problem, then they will be able to realise and value the opportunities and advantages - not only for the organisation but also for its individual members. Six competitive advantages of effective intercultural communication include: 1. Cost argument - the cost to the organisation of poor cultural diversity management will

increase, while the reverse will become true.



2. Resource acquisition argument - all organisations develop reputations. Naturally, those with good reputations regarding effective cultural diversity management will attract better-equipped employees from various cultures. As the labour pool is constantly decreasing, this competitive edge will increase in importance.

3. Marketing argument - the organisation's marketing systems will be enhanced by the insight of employees from different cultures. These employees will know best what works in terms of marketing to members of their own cultures. A more culturally diverse marketing system will be of benefit to the organisation.

4. Creativity argument - with a decreasing emphasis on conformity, creativity is allowed to develop.

5. Problem-solving argument - a wider range of choices become available when emphasis is placed on heterogeneity instead of homogeneity as more perspectives are brought to bear on situations that involve decision-making

6. Systems flexibility argument - a multicultural organisation is, by its own definition, less determinant and more flexible. This flexibility allows the organisation to react to and cope with environmental changes.

Methods of creating mutual respect – Valuing cultural differences The importance of harmonious acceptance and mutual respect for one another in a working environment is a vital ingredient to improving working relationships and service to customers. Below are guidelines and suggestions that you could adapt and apply to your own practices and workplace behaviours, as well as encourage colleagues to adopt:

Try your best to understand one another

Communicate messages clearly

Treat others with respect

Accept that each person is unique

Pay attention to the person as a whole

Do not be judgemental or critical

Take into account the individual, the personality, the cultural background and the situation – and you will reach the person as a whole

Display good manners and behaviour at all times

Project a friendly, positive attitude Effective relationships and communication only take place when the reaction of the receiver is positive, according to the expectations of the sender. Effective internal and external verbal communication has a direct effect on a company’s image and success. An understanding – and appreciation – of cultural differences will go a long way in meeting these objectives.

Class Activity 2: Interact with customers and people in the workplace Please follow the instructions from the facilitator to complete the formative activity in your Learner Workbook

Appendix A: The cultural activities and practices associated with South Africa's mainstream religions According to the Constitution, everyone has the right to freedom of conscience, religion, thought, belief and opinion. South Africa has a wide mix of religions. Almost 80% of South Africa’s population follows the Christian faith. Other major religious groups are the Hindus, Muslims, Jews and Buddhists. A



minority of South Africa’s population does not belong to any of the major religions, but regard themselves as traditionalists of no specific religious affiliation. Religious affiliation

Christian 79,8%

Islam 1,5%

African Traditional Religion

0,3%

Other 0,6%

Judaism 0,2%

No Religion 15,1%

Hinduism 1,2%

Undetermined 15,1%

Source: Census 2001 Many religions are represented in the ethnic and regional diversity of South Africa's population. The traditional spiritualities of the Khoisan and indigenous Africans were succeeded in predominance by the Christianity introduced by the Dutch and, later, British settlers. Islam was introduced by the Cape Malay slaves of the Dutch settlers, Hinduism was introduced by the indentured servants imported from the Indian subcontinent, and Buddhism was introduced by both Indians and Chinese immigrants. The Bahá'í Faith was introduced in 1911 after Bahá'ís from Canada, the United States and Germany settled in the country. Judaism in South Africa came about some time before the discovery of the Cape of Good Hope, by the participation of Jewish astronomers and cartographers in the Portuguese discovery of the sea-route to India. They assisted Bartolomeu Dias and Vasco da Gama who first sailed around the Cape of Good Hope in 1488 and 1497. However, Jews only began to arrive in numbers from the 1820s. The cultural activities and practices associated with South Africa's mainstream religions: Christianity Christianity is a monotheistic religion based on the life and teachings of Jesus of Nazareth as presented in canonical gospels and other the New Testament writings. Adherents of the Christian faith are known as Christians. Most Christians believe Jesus is the Son of God, God having become human and the saviour of humanity. The three largest groups in the world of Christianity are the Roman Catholic Church, the Eastern Orthodox churches, and the various churches of Protestantism. Many Christian rituals and religious practices vary between denomination, individual church and individual Christian, but some practices are common to virtually all forms of Christianity. Most Christians attend worship services at church on Sundays, which generally include singing, prayer and a sermon. Most Christian churches have a special ritual for ordination, or designating a person fit for a leadership position in the church. At home, most practicing Christians pray regularly and many read the Bible. Nearly all Christians will have been baptized, either as an infant or as an adult, and regularly participate in communion (also called the Lord's Supper and the Eucharist). Baptism and communion are considered sacraments - sacred rituals instituted by Christ himself.



Islam Islam is the monotheistic religion articulated by the Qur’an, a text considered by its adherents to be the verbatim word of God, and by the teachings and normative example of Muhammad, the last Prophet of Islam. The word Islam means 'Submission (to God)', and an adherent of Islam is called a Muslim. Muslims believe that Islam is the complete and universal version of a primordial faith that was revealed at many times and places before, including through the prophets Abraham, Moses and Jesus. Muslims maintain that previous messages and revelations have been partially changed or corrupted over time, but consider the Quran to be both unaltered and the final revelation from God. The Five Pillars of Islam (Arabic arkan ud-Din, "pillars of the faith") are five religious duties expected of every Muslim. The five pillars are mentioned individually throughout the Qur'an and Muhammad listed them together in the Hadith when he was asked to define Islam. Within a few decades of Muhammad's death, the five practices were singled out to serve as anchoring points in the Muslim community and designated "pillars." Fulfillment of the Five Pillars is believed to bring rewards both in this life and in the afterlife. The pillars are acknowledged and observed by all sects of Muslims, although Shi'ites add further obligatory duties, including: jihad, payment of the imam's tax, the encouragement of good deeds and the prevention of evil. The Five Pillars of Islam are: 1. Daily confession of faith (shahada) 2. Daily ritual prayer (salat) 3. Paying the alms tax (zakat) 4. Fasting during the month of Ramadan (sawm) 5. Pilgrimage to Mecca (hajj) Hinduism Hinduism is formed of diverse traditions and has no single founder. Among its roots is the historical Vedic religion of Iron Age India, and as such Hinduism is often called the "oldest living religion"[or the "oldest living major tradition". Demographically, Hinduism is the world's third largest religion, after Christianity and Islam, with more than a billion adherents, of whom approximately 1 billion, live in the Republic of India. A large body of texts is classified as Hindu. These texts discuss theology, philosophy and mythology, and provide information on the practice of dharma (religious living). Among these texts, the Vedas are the foremost in authority, importance and antiquity. Hindu religious practices centre on the importance of fulfilling the duties associated both with one's social position and one's stage of life. With regard to the latter, traditional Hindus are expected to pass through four stages (ashramas) over the course of their life:

1. Brahmacharga, which takes place during the school years, is focused on acquiring knowledge and developing character;

2. Grastha, the middle years, is focused on worldly pursuits and pleasures such as marriage, family and career;

3. Vanaprastha, when one's children reach adulthood, is a time of increased focus on spiritual things; and

4. Sanngasu, in the last years of life, one may abandon the world entirely for a life of contemplation.

http://en.wikipedia.org/wiki/Hinduism#cite_note-4



Buddhism Buddhism currently has about 376 million followers and is generally listed as the world's fourth largest religion after Christianity, Islam and Hinduism. It was founded in Northern India by Siddhartha Gautama (circa 563 to 460 BCE). Buddhism, like most of the great religions of the world, is divided into a number of different traditions. However, most traditions share a common set of fundamental beliefs. One fundamental belief of Buddhism is often referred to as reincarnation - the concept that people are reborn after dying. In fact, most individuals go through many cycles of birth, living, death and rebirth. A practicing Buddhist differentiates between the concepts of rebirth and reincarnation. In reincarnation, the individual may recur repeatedly. In rebirth, a person does not necessarily return to Earth as the same entity ever again. He compares it to a leaf growing on a tree. When the withering leaf falls off, a new leaf will eventually replace it. It is similar to the old leaf, but it is not identical to the original leaf. After many such cycles, if a person releases their attachment to desire and the self, they can attain Nirvana. This is a state of liberation and freedom from suffering. The Five Precepts Buddhists undertake certain precepts as aids on the path to coming into contact with ultimate reality. Laypeople generally undertake five precepts. The five precepts are:

I undertake the precept to refrain from harming living creatures (killing).

I undertake the precept to refrain from taking that which is not freely given (stealing).

I undertake the precept to refrain from sexual misconduct.

I undertake the precept to refrain from incorrect speech (lying, harsh language, slander, idle chit-chat).

I undertake the precept to refrain from intoxicants which lead to loss of mindfulness.

In some schools of Buddhism, serious lay people or aspiring monks take an additional three to five ethical precepts, and some of the five precepts are strengthened. For example, the precept pertaining to sexual misconduct becomes a precept of celibacy; the fourth precept, which pertains to incorrect speech, is expanded to four: lying, harsh language, slander, and idle chit-chat. Monks and nuns in most countries also vow to follow the 227 patimokkha rules.

Judaism Judaism is an Abrahamic religion - a faith which recognises Abraham as a Patriarch. Others include Christianity Islam, and the Baha'i Faith. Christianity was established initially as a Jewish sect, centred in Jerusalem. The group followed the teachings of Yeshua of Nazareth, who is now commonly referred to as Jesus Christ. The group was led by James, one of Jesus' four brothers. They are generally referred to as Jewish Christians. Paul broke with this tradition, created an alternative belief system of Pauline Christianity and spread the religion to the Gentiles (non-Jews) in much of the Roman Empire. A third religion, Gnosticism, emerged in a number of forms, such as Christian and Jewish Gnosticism. Many mini-revolts led to the destruction of Jerusalem and its temple in 70 CE. The Jewish Christians were wiped out or scattered at this time. The movement started by Paul flourished and quickly evolved into the religion of Christianity. Jews were scattered throughout the known world. Their religion was no longer centred in Jerusalem; Jews were prohibited from setting foot there. Judaism became decentralized and stopped seeking converts. The local synagogue became the new centre of Jewish life. Animal sacrifice was abandoned. Authority shifted from the centralized priesthood to local scholars and teachers, giving rise to Rabbinic Judaism.



The period from the destruction of the temple onward give rise to heavy persecution by Christians throughout Europe and Russia. Many groundless stories were spread, accusing Jews of ritual murder, the desecration of the Catholic host and continuing responsibility for the execution of Jesus. Unsubstantiated rumours continue to be circulated today. In the 1930s and 1940s, Adolph Hitler and the German Nazi party drew on centuries of Christian-based anti-Semitism, and upon their own psychotic beliefs in racial purity. They organized the Holocaust, the attempted extermination of all Jews in Europe. About 6 million were killed in one of the world's greatest examples of religious and racial intolerance. The Zionist movement was a response within all Jewish traditions to centuries of Christian persecution. Their initial goal was to create a Jewish homeland in Palestine. The state of Israel was formed in 1948. There are currently about 18 million Jews throughout the world. They are mainly concentrated in North America (about 7 million) and Israel (about 4.5 million). Unlike Christianity and Islam, Judaism has no official creed or universal doctrinal requirements for membership. In general, a person can be considered "Jewish" whether he adheres to a complete system of beliefs about God and the afterlife, holds only a few simple beliefs that give meaning to ritual, or even (at least in liberal Judaism) does not believe in God at all. This diversity in Jewish belief arises in part because actions (good deeds and the mitzvot), not beliefs, are the most important aspect of Jewish religious life. In addition, the term "Jewish" can be used to describe a race and a culture rather than a religion, so some who identify themselves as Jewish may have little interest in the beliefs and practices associated with the religion of Judaism. Cultural views of three minor religions in South Africa African traditional religion African traditional religion:

Believes in ancestor worship.

Practises Ubuntu which shows itself in treating others kindly, showing concern for them and working for the good of the community.

Focuses on the family and special events in people’s lives such as birth, initiation, weddings and death (funerals).

Sacrifices animals for special events and to honour the spirits of the ancestors.

The religion of the San people Religion is part of the everyday life of the San. They believe there is a great God who is powerful and good and they either pray to him by themselves or else they pray through a healer who is known as a shaman. One of the most important religious rituals in San religion is the trance dance. The women sit in a circle around a fire and clap the rhythm of the spiritual songs that they sing while the men dance. As the San clap, sing and dance, the spirit enters the shamans and they go into a trance where it is believed they get special healing powers. (A trance is a dream-like state) There is a key aspect of the San belief that needs consideration: everything that is taken from nature must meet the needs and must not be more than what is required. Anything that is taken has to have a purpose and must meet the needs of the community.



http://prep.bishops.org.za/academics/classpages/gr4/social%20science/DIFFERENT%20RELGIONS%20OF%20SOUTH%20AFRICA.htm

Wicca Wicca is the largest of the Neopagan religions. Wiccans have great reverence for the Earth and for their Goddess and her consort, the horned God. Their main rule of behaviour is the Wiccan Rede which forbids them from harming people, including themselves, except in some cases of self-defence. "When one defines oneself as Pagan, it means she or he follows an earth or nature religion, one that sees the divine manifest in all creation. The cycles of nature are our holy days, the earth is our temple, its plants and creatures our partners and teachers. We worship a deity that is both male and female, a mother Goddess and father God, who together created all that is, was, or will be. We respect life, cherish the free will of sentient beings, and accept the sacredness of all creation."

Edain McCoy Many Wiccans, perhaps most, are solitary practitioners. Others form small groups of believers, called covens, groves, etc. Because of centuries of religious propaganda and misinformation, many conservative Christians, and others, associate Wiccans with Satanists even though the two belief systems are as different as Christianity and Atheism. Appendix B: The role that politics has played in shaping cultural attitudes in South Africa We share a rich and eventful history in South Africa as briefly summarised in the following article:

Modern humans have lived in what is today South Africa for over 100 000 years, and their ancestors for some 3.3 million years. One site, which is particularly rich in fossil remains, the area around the Sterkfontein caves near Johannesburg, is justifiably called the Cradle of Humankind. More recent evidence of early humans is the many vivid rock paintings, which were created by small groups of Stone Age hunter-gatherers, the ancestors of the Khoenkhoen and San. Some 2 000 years ago, the Khoenkhoen (the Hottentots of early European terminology) were pastoralists who had settled mostly along the coast, while the San (the Bushmen) were hunter-gatherers spread across the region. At this time, Bantu-speaking agro-pastoralists began arriving in southern Africa, spreading from the eastern lowlands to the Highveld. At several archaeological sites there is evidence of sophisticated political and material cultures. European contact

The first European settlement in southern Africa was established by the Dutch East India Company in Table Bay (Cape Town) in 1652. Created to supply passing ships, the colony grew quickly as Dutch farmers settled to grow produce. Shortly after the establishment of the colony, slaves were imported from East Africa, Madagascar and the East Indies. Conflict

From the 1770s, colonists came into contact and inevitable conflict with Bantu-speaking chiefdoms some 800 km east of Cape Town. A century of intermittent warfare ensued during which the colonists gained ascendancy over the isiXhosa-speaking chiefdoms. At about this time, in the areas beyond the reach of the colonists, a spate of state-building was being launched. The old order was upset and the Zulu kingdom emerged as a highly centralised state. In the 1820s, the celebrated Zulu leader, Shaka, established sway over a vast area of south-east Africa. As splinter groups from Shaka’s Zulu nation conquered and absorbed communities in their path, the region experienced a fundamental disruption. Substantial states, such as Moshoeshoe’s Lesotho and other Sotho-Tswana chiefdoms were established, partly for reasons of defence. This temporary disruption of life on the Highveld served to facilitate the expansion northwards of the original Dutch settlers’ descendants, the Boer Voortrekkers, from the 1830s. Occupation

In 1806, Britain reoccupied the Cape. As the colony prospered, the political rights of the various races were guaranteed, with slavery being abolished in 1838. Throughout the 1800s, the boundaries of European influence spread eastwards. From the port of Durban, Natal settlers pushed northwards, further and further into the land of the Zulu. From the mid-1800s, the Voortrekkers coalesced in two land-locked white-ruled republics, the South African Republic (Transvaal) and the Orange Free State. The mineral revolution

The discovery of diamonds north of the Cape in the 1860s brought tens of thousands of people to the area around Kimberley. In 1871, Britain annexed the diamond fields. Independent African chiefdoms were systematically subjugated



and incorporated. The most dramatic example was the Zulu War of 1879, which saw the Zulu state brought under imperial control, but only after King Cetshwayo’s soldiers inflicted a celebrated defeat on British forces at Isandlwana. Gold

The discovery of the Witwatersrand goldfields in 1886 was a turning point in the history of South Africa. The demand for franchise rights for English-speaking immigrants working on the new goldfields was the pretext Britain used to go to war with the Transvaal and Orange Free State in 1899. The Boers initially inflicted some heavy defeats on the British but eventually the might of imperial Britain proved too strong for the guerrilla bands and the war ended in 1902. Britain’s scorched-earth policy included farm burnings and the setting up of concentration camps for non-combatants in which some 26 000 Boer women and children died. The incarceration of black (including coloured) people in racially segregated camps has only recently been acknowledged in historical accounts of the war. Union and opposition

In 1910, the Union of South Africa was created out of the Cape, Natal, Transvaal and Free State. It was to be essentially a white union. Black opposition was inevitable, and the African National Congress (ANC) was founded in 1912 to protest the exclusion of black people from power. In 1921, the Communist Party came into being at a time of heightened militancy. In the face of a groundswell of opposition to a racially defined government, the seminal Natives Land Act was legislated in 1913. This defined the remnants of black people’s ancestral lands for African occupation. The homelands, as they were subsequently called, eventually comprised about 13% of South Africa’s land. More discriminatory legislation – particularly relating to job reservation favouring white people, and the disenfranchisement of coloured voters in the Cape – was enacted. Meanwhile, Afrikaner nationalism, fuelled by job losses arising from a worldwide recession, was on the march. The rise of apartheid

After the Second World War, in 1948, the pro-Afrikaner National Party (NP) came to power with the ideology of apartheid, an even more rigorous and authoritarian approach than the previous segregationist policies. While white South Africa was cementing its power, black opposition politics were evolving. In 1943, a younger, more determined political grouping came to the fore with the launch of the ANC Youth League, a development which was to foster the leader ship of figures such as Nelson Mandela, Oliver Tambo and Walter Sisulu. Repression

In 1961, the NP Government under Prime Minister HF Verwoerd declared South Africa a republic after winning a whites-only referendum. A new concern with racial purity was apparent in laws prohibiting interracial sex and in provisions for population registration requiring that every South African be assigned to one discrete racial category or another. Residential segregation was enforced, with whole communities being uprooted and forced into coloured and black “group areas”. Separate development

At a time when much of Africa was on the verge of independence, the South African government was devising its policy of separate development, dividing the African population into artificial ethnic “nations”, each with its own “homeland” and the prospect of “independence”. The truth was that the rural reserves were by this time thoroughly degraded by overpopulation and soil erosion. Forced removals from “white” areas affected some 3.5 million people, and vast rural slums were created in the homelands. The pass laws and influx control were extended and harshly enforced. The introduction of apartheid policies coincided with the adoption by the ANC in 1949 of its Programme of Action, expressing the renewed militancy of the 1940s. The programme embodied a rejection of white domination and a call for action in the form of protests, strikes and demonstrations. Defiance

The Defiance Campaign of the early 1950s carried mass mobilisation to new heights under the banner of non-violent resistance to the pass laws. In 1955, the Freedom Charter was drawn up at the Congress of the People in Soweto. The charter enunciated the principles of the struggle, binding the movement to a culture of human rights and non-racialism. Soon the mass-based organisations, including the ANC and the Pan-Africanist Congress (PAC), were banned. Matters came to a head at Sharpeville in March 1960 when 69 PAC anti-pass demonstrators were killed. A state of emergency was imposed, and detention without trial was introduced. Struggle days

Leaders of the black political organisations at this time either went into exile or were arrested. In this climate, the ANC and PAC abandoned their long-standing commitment to non-violent resistance and turned to armed struggle, waged from the independent countries to the north. Top leaders still inside the country, including members of the ANC’s newly formed military wing, Umkhonto we Sizwe (Spear of the Nation), were arrested in 1963. At the Rivonia Trial, eight ANC leaders, including Nelson Mandela, convicted of sabotage (instead of treason, the original charge), were sentenced to life imprisonment. While draconian measures kept the lid on activism for much of the 1960s, the resurgence of resistance



politics in the early 1970s was dramatic. The year 1976 marked the beginning of a sustained anti-apartheid revolt. In June, school pupils in Soweto rose up against apartheid education, followed by youth uprisings all around the country. Strong, legal vehicles for the democratic forces tested the state, whose response until then had been invariably heavy-handed repression. Reform

Shaken by the scale of protest and opposition, the government embarked on a series of limited reforms in the early 1980s, an early example being the recognition of black trade unions. In 1983, the Constitution was reformed to allow the coloured and Indian Minorities limited participation in separate and subordinate houses of parliament, which enjoyed limited support. In 1986, the pass laws were scrapped. At this time, the international community strengthened its support for the anti-apartheid cause. However, these steps fell far short of the democratic aspirations of the majority of South Africans. Mass resistance increasingly challenged the apartheid state, which resorted to intensified repression accompanied by eventual recognition that apartheid could not be sustained. Apartheid’s last days

In February 1990, newly elected President FW de Klerk announced the unbanning of the liberation movements and the release of political prisoners, notably Nelson Mandela. Democracy at last

After a difficult negotiation process, South Africa held its first democratic election in April 1994 under an interim Constitution. The ANC emerged with a 62% majority. South Africa, now welcomed back into the international community, was divided into nine new provinces in place of the four provinces and 10 homelands that existed previously. In terms of the interim Constitution, the NP and Inkatha Freedom Party participated in a government of national unity under President Mandela, South Africa’s first democratically elected president. The ANC-led Government embarked on a programme to promote the reconstruction and development of the country and its institutions. The second democratic election, in 1999, saw the ANC increasing its majority to a point just short of two thirds of the total vote. South Africa was launched into the post-Mandela era under the presidency of Thabo Mbeki. In the election on 14 April 2004, the ANC won the national vote with 69.68%. 27 April 2004 saw the swearing in of President Mbeki and the celebration of 10 Years of Freedom attended by heads of state and government delegations from across the world. Working with its social partners, the Government has developed AsgiSA, the Accelerated and Shared Growth Initiative for South Africa, systematically to raise the trajectory of growth to an average of at least 6% between 2010 and 2014. Such rates of growth, combined with improved labour absorption, will ensure that South Africa is able to halve unemployment and poverty by the end of the Second Decade of Freedom. In 2008, Kgalema Motlanthe became president following the recalling of President Mbeki. The Development Indicators realised in 2007 and 2008 show that South Africa has made progress, particularly in improving access to basic services. Many challenges remain and new ones have arisen. The 15 Year Review, released in September 2008, examined the progress achieved by government since 1994. It will serve as an important point of departure that will take South Africa through the tail-end of the Second Decade of Freedom. A significant milestone for the country was the hosting of the 2010 Soccer World Cup. Government used the opportunity to fast-track the growth and development of the country and hope that the event will leave a lasting legacy, not just for South Africa but for Africa too.

Retrieved: http://www.southafrica.co.za/about-south-africa/at-a-glance/history/

Appendix C: Fair and unfair discrimination as provided for in the South African Constitution South African Constitution What mechanisms1 are in place to realise equality in SA? According to Idasa, decades of apartheid in South Africa ensured the development of “a society entrenched in inequality”. The advent of democracy has seen a concerted effort to pursue and realise more equality in a society that is ranked as “one of the most unequal in the world”. Stakeholders, including government and civil society, have sought to change the rules of society specifically through legislation and institutions geared towards equality. Such legislation includes the Equality Act, the Promotion of Equality and Prevention of Unfair Discrimination Act, and the Employment Equity Act.

1 http://www.idasa.org.za



The institutions that have been set up are determined by the 9th Chapter of the SA Constitution, thus becoming known as the “Chapter 9 Institutions”. These include the South African Human Rights Commission and the Gender Commission. The South African Human Rights Commission (www.sahrc.org.za) is tasked with developing a culture of human rights in South Africa, educating citizens about human rights; investigating human rights violations; advising government and monitoring what government does to make sure people have access to socio-economic rights. The Gender Commission’s (www.cge.org.za) functions are to monitor society to ensure that gender equality is safeguarded and promoted; assess legislation from a gender perspective; educate and inform the public; investigate complaints on gender-related issues; and monitor South Africa’s progress towards gender equality in relation to international norms. The difference between fair and unfair discrimination2 It is important to understand the difference between fair and unfair discrimination. If the discrimination impairs one’s dignity, is systemic, has no legitimate purpose, does not reasonably and justifiably differentiate between persons according to objectively determined criteria, it is likely “unfair” discrimination. For example, if a restaurant owner will not serve people because they are black, it is not fair discrimination. The only reason for the restaurant owner’s refusal is racism and prejudice. But what then is “fair” discrimination? Fair discrimination does exist if there is good reason for the discrimination and different treatment of a person or individuals. For example, while it is discriminatory for a bus company to refuse to hire blind bus drivers as they are discriminating against blind people on the basis of disability, it is a bona fide occupational requirement that a bus driver be able to see. In determining whether the discrimination is fair or unfair, perhaps the most important step is to consider the context of the discrimination and what reasons may exist in that individual situation. To discriminate socially is to make a distinction between people on the basis of class or category without regard to individual merit. Examples include racial, religious, sexual, disability, ethnic, height-related and age-related discrimination. By the same token distinctions between people which are based just on individual merit (such as personal achievement, skill or ability) are not discriminatory. A range of "isms" and "phobias" relating to cultural difference Xenophobia3 International migration – the movement of persons across international borders – is an increasing global phenomenon. In many cases, migration is forced as a result of civil unrest and war, but in other cases, it is voluntary as millions of people cross borders to seek work, education and other opportunities. The rights of migrants and particularly undocumented migrants are often undefined in the national context in which they find themselves or, if defined, are often not known. In South Africa, the constitution guarantees all fundamental human rights to all persons equally, irrespective of their migration status. However, the rights of migrants are continually violated or ignored by officialdom and citizens alike, often referred to as xenophobia. Xenophobia is defined as a deep fear and dislike of the unknown. In the South African context it refers primarily to the negative attitudes and hostile treatment that particularly black foreigners often encounter. The causes of xenophobia are varied and complex but fundamentally, to overcome xenophobia there is a need to change attitudes and to work towards the creation of an environment in which xenophobic attitudes are not acceptable.

2 http://www.idasa.org.za 3 http://www.idasa.org.za

http://en.wikipedia.org/wiki/Socially

http://en.wikipedia.org/wiki/Distinction_(social)

http://en.wikipedia.org/wiki/People

http://en.wikipedia.org/wiki/Social_class

http://en.wikipedia.org/wiki/Categorization

http://en.wikipedia.org/wiki/Racism

http://en.wikipedia.org/wiki/Religious_discrimination

http://en.wikipedia.org/wiki/Sexism

http://en.wikipedia.org/wiki/Disability_discrimination_act

http://en.wikipedia.org/wiki/Ethnic_persecution

http://en.wikipedia.org/wiki/Heightism

http://en.wikipedia.org/wiki/Ageism



As the SADC region is moving closer towards free trade — the free movement of capital and goods — and ultimately economic integration, the issue of migration becomes more prominent, but continues to be balanced against the political and economic interests of individual member states. The movement of persons across borders is a reality that will continue and cannot be wished away. No matter how much time, effort and resources governments put into stopping or drastically controlling such movements, it is unlikely that any government will succeed in stopping the movement of persons, thought they might create the illusion of doing so. By far, the best governments can hope to do, is to engage in collaborative and complementary efforts to manage and regulate the movement of persons. Migrants can no longer be regarded as mere recipients or objects of government policies and programmes. Increasingly migrants themselves are becoming social actors with a significant impact on the social, economic and cultural systems on countries, individually and collectively. If we are to develop migration policies and management systems that are effective, such policies and programmes must be based on a better understanding of migration dynamics and must take into account the important role of migrants themselves in the integrated workplace. Racism Many believe that racism is still very much in evidence in South Africa, almost 20 years after the end of Apartheid, while many others disagree. Read the extract of an interview with Prof. Alfred Tokollo Moleah, South African Ambassador to Vienna, below in which he expresses his views on the matter:

When you experience racism in South Africa, it comes mostly from Non-Africans. Africans are much more accepting. It comes from Whites in particular, from Indians and from Coloureds. Africans are much more accepting. Because in the African sense it is not so much the colour of the skin that determines a person’s identity, it is culture, especially language. If a person speaks Zulu, Xhosa or whatever and behaves like an African, then the person is an African. If the person spoke the language she would not be discriminated against. I mean, remarks would be made but it would not be a consistent pattern of discrimination. For example: I can go to an African area with you and in introducing you I can say, “Oyakhuluma, ugumuntu” / “She speaks our language, she is part of us” and you will be accepted because of the language thing and they will say „Oh, she is one of us!” How do you think this relates to the “new Xenophobia” in the form of violence against foreigners and refugees which has risen in South Africa after Apartheid? I really don’t agree with the description especially of Xenophobia. A whole lot of other factors come in. My understanding of Xenophobia is a strong dislike of strangers, all strangers, on the basis of their strangeness. But let me build a scenario here - which is real. Two guys are in a train, they have been looking for a job for nine months, they cannot find a job, their families are starving, their clothes are torn and so on. And then, there are two foreigners in a car, in a coach. And one guy says, man, I am getting sick and tired of looking for a job, I just can’t find anything, and his friend says, because of those guys they are willing to accept lower wages and they work much harder than you and they don’t ask questions. And the guy loses his head and starts assaulting these people. Is it a case of xenophobia? I don’t think it is so. It’s economic - he sees them as a reason for his inability to find a job. It’s not an abstract question. Malawians, Mozambicans and others are able to find jobs much quicker than South Africans. They accept lower wages, they never join COSATU, the labour union, and they can work on Saturdays and Sundays whereas South Africans are going to raise questions: when I work on Saturday, what are you going to pay me? Time and-a-half or double pay? And the Malawian does not. These people are also highly exploited. The farmers in the north, in Limpopo, pay them 20 Rand per week, then they deduct for food, they deduct for other things, the guy is lucky to get 5 Rand, but it is still much better than what his situation would have been in Mozambique or in Angola where he could not even have food. It is not the best food that the farmer gives him but, at least, it is food. So the whole question of Xenophobia is misleading. In fact, South Africans are extremely tolerant of foreigners - you know, it is a question of cultural expression. How does a person speak? Does a person act as one of us? And if that is the case the person is accepted.

Retrieved from: http://www.univie.ac.at/ecco/stichproben/Nr6_Interview_Moleah.pdf

saqa us id 7791 cultural awareness in dealing with

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