ABSTRACT
This chapter extends the conversation continuing from Chapters 1 and 2 and presents its conclusion in terms of its management applicability. The chapter focuses on the culture and management intersection with a focus on communication essentials. It discusses how culture permeates the practice of management and impacts how people behave and talk in their business transactions. The chapter ends with a master catalog of 25 cultural parameters summed up from the various theories presented by different social scientists working in the field of intercultural business management. This catalog can act as the final guidepost for studying the cultural makeup of any given country by building a formulaic construct designed to make the understanding of intercultural communication management easy for the production of a quick basic prototype. This prototype model can ease the decision-making pertaining to taking the first informed and intuitive move when coming in contact with an outside culture. Subsequently, a manager can apply his/her experiential data to remodel this primary prototype to curate his cultural intelligence. The chapter also elaborates the concepts of ethnocentrism and ethnorelativism in relation to understanding and accepting the variations in cultural prototypes. The chapter also presents methodical templates to input cultural vitals in order to understand its likely output when managers from various countries meet and converse bringing in their preset cultural psychographics. Thus, this chapter acts as an application meter for the theories expounded in the earlier chapters.
