University of Tunis Tunis Business School

FRESHMAN COMMUNICATION SKILLS

FINAL EXAM

Date: May 26th, 2023

Duration: 2 hours

Student’s Full Name: ……………………………………………………………………

Group Number: ………………

Identity Card Number: …………………………………………….

INSTRUCTIONS: This is a nine-page exam consisting of two main sections:

A. LANGUAGE AND COURSE CONTENT CHECK (Five tasks) / 20 Marks

B. WRITING (Two tasks) / 20 Marks: (A case Study / 10 Marks) + (A free writing

task to be selected out of two proposed topics / 10 Marks)

OVERALL GRADE over 40 marks

/40

Marker‘s Name and signature

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Part I: (20 MARKS)
Task 1: The four boxes below expose diverse small talk approaches. Match each approach to its
corresponding cultural cluster listed under the boxes by writing the number of the relevant
approach under each culture’s name: (3 marks / 0,75 mark for each correct answer)

1- These countries do not appreciate small talk; it’s not because they’re intrinsically
rude, but small talk is just not part of their culture and it would be very rare to hear a
conversation filled with social pleasantries. Most of them have conversations to truly
converse, not just to fill time or interrupt a silence as they are extremely monochronic
and task-oriented. On the contrary, if someone asks you how you’re doing, they truly
care to hear that answer.

2- Sports are a safe topic in most countries included in this cluster; it is common to
engage in a lot of small talk. They spend an initial greeting period of more than 10
minutes in a meeting exchanging pleasantries and personal details. Other popular
topics include the newest tech gadgets and food. Asking a series of questions about
one’s health, family, work and so on is ritual and is much appreciated.

3- First meetings are rarely productive, and are considered more of an opportunity to
meet one another and get comfortable. Small talk is appreciated. If you’re in search of a
topic in one of these meetings, discuss one of your positive experiences in their
country, and you’ll be all set. You may be asked more personal questions than you’re
used to, but it’s only in an effort to establish trust as personal relationships are highly
valued.

4- Small talk functions as a simple low-threat way to make connections with other
people, a social icebreaker. The subjects these countries choose need to be
uncontroversial but universal which is why the weather is such an excellent subject.
Though they appreciate small talk, they get shortly straight down to business as small
talk can lead to big talk and big opportunities.

Middle East Western Europe Far Eastern Asia Scandinavia

2 4 3 1

Task 2: Decide whether the following statements are related to The Low-context Culture or else
The High-context Culture. Write low-context or high-context in the space provided in each
statement. (4 marks / 0,5 mark for each correct answer)
a) In Low-context cultures, relying on coded and indirect communication is confusing and
unnecessary. Using plain and simple talk instead with minimum non-verbal language is very much
valued.
b) Saying ‘no’ causes the loss of face as well as the interlocutors’ embarrassment in High-context
cultures.

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 c) Face-to-face meetings are preferred over exchanging emails, as High-context business persons
find relationship-building and close contact necessary for establishing mutual understanding and
trust.
d) Low-context business people prefer having clear, detailed and comprehensive information to
prepare for a meeting or task. In this sense, there is an expectation for precise agendas, info
packages, and meeting reports.
e) Beating around the bush is not a communication style in Low-context cultures. Truth must be put
forward even if it is at the expense of someone’s esteem and honor.
f) High-context cultures adopt a conflict-avoidance behavior. Maintaining harmony and well-being is
more important than honesty.
g) In High-context cultures, showing emotional restraint is a sign of politeness.
h) The Southern European countries; mainly Spain, Italy and Greece; are not part of the Low-context
cultures.

Task 3: Decide whether the following statements are true or false. Write TRUE or FALSE after
each statement and ONLY CORRECT the false ones by providing sound arguments. (6 marks)

1. In conflict situations, British people are generally direct and blunt. They are confrontational and
their remarks are straightforward. Criticism is expressed clearly and explicitly. Their sincerity gives
some foreigners the impression that they are aggressive and arrogant. False
Brits are non-confrontational; they try to avoid conflicts through diplomacy, eloquence and good
manners. They are fairly indirect and constitute an exception to their Low-context Western
European neighbors. Even when they disagree, they try to remain polite and avoid negative
comments. Their counterparts’ bluntness, mainly Germans and Scandinavians, is replaced by soft
language and understatement. Brits are also known for their self-deprecation and modesty.

2. A Chinese company is a family where colleagues are brothers and sisters and managers are father
figures. True

3. Organizational cultures which prioritize job performance, efficiency and productivity over career
development are often described as people–oriented. False
Job performance, efficiency and productivity are all task-related goals within a directive style of
leadership while the people-oriented leadership has as a mission to empower and incentivize
employees who are considered as the main asset of the company and consequently their
satisfaction and well-being shall be prioritized over business goals. People-orientation aims to
increase productivity through improving interpersonal relationships and creating a positive work
environment while task-orientation management style aims to boost productivity through
skillfully managing tasks and time.

4. Be peachy with Germans and Swiss! They are friendly to people they have just met, frequently
smile at strangers, chat, share personal information, and even share pictures. They are very nice
and helpful to strangers. False
Germans and Swiss are generally coconuts, they tend to be strictly formal and reserved when meeting
with strangers and they are initially cold. They place high values on titles such as Mr. or Mrs. or Prof. and

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are reluctant to show enthusiasm in a first meeting. They are overprotective about their private life and
find it impolite to share personal details with people they don’t know. But once one gets to know them
very well, they open up and become friendly.

5. Acculturation is the gradual process by which people learn the culture of their own group by living
in it, observing it, and being taught things by members of the group. False
The life-long process of learning a culture from parents, siblings, mates, teachers and other members of
one’s community or through observation, imitation, socialization or patterning is called enculturation. On
the other hand, acculturation is the hybridization of culture by mixing one’s cultural features and social
patterns with the traits, values and practices of another culture.

6. Levels of assertion and self-promotion within a society vary according to cultures; they are higher
in Western societies as opposed to Eastern ones. True

Task 4: Decide whether the following business procedures and conducts are related to the
designated corporate culture aspect by putting True or False in front of each statement. (3 marks)

Egalitarian Company Culture

a) Managers try to blur the power distinction and accordingly, individuals are viewed as equals
regarding workplace benefits and responsibilities. True
b) Employees must show the appropriate level of deference and respect, through language and
behavior, to the more senior members of the organization. False
c) Managers don’t evaluate an individual's worth based on appearance, demeanor, religion, gender or
status symbols. These external manifestations of status may be absent and are often regarded as
discriminatory. True
d) All employees work collaboratively on tasks and introduce their own ideas within a rather flat
organizational structure. True

Autocratic Management

a) Managers plan to be more inclusive in their management and decision making style. False
b) A head honcho leads all, directing less powerful authority figures below. He demonstrates a more
authoritarian, distant, impersonal, sometimes paternalistic leadership style. True
c) Managers empower employees for demonstrating initiative and creativity. False
d) Managers need to give clear and explicit directions concerning duties, deadlines, and so on; which
are passed down throughout the different levels. True

Polychronic Culture

a) Participants in a meeting will talk in sequence, usually acknowledging and continuing the point the
previous speaker made. False
b) Expect to be interrupted if your contributions in a meeting are too long and wordy. And understand
that sometimes a meeting is wrapped up before everyone has the opportunity to fully express their
views. False
c) Plans are often fluid, changing frequently and often at the last minute. True
d) Employees are often encouraged to take courses on time management as a highly-valued skill to
increase their sense of urgency and ambition about completing business projects, sourcing new
business, or personal career advancement. False
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Task 5: Read then identify the 4 culturally inappropriate behaviors in both situations and briefly
explain the reason behind their inappropriateness in the table below. (4 marks)

1) I received an invitation to attend a meeting in the German Institute for Education in Tunis about the
prospects of exchange programs between Tunisian and German Educational institutions. When I
arrived, the meeting already started. Still, I didn’t want to miss the opportunity to leave a good
impression and in my first intervention in the meeting, I started talking with the German attendees
about the judiciousness and good sense of the German Prime minister and the recent governmental
reforms.

2) A Tunisian businessman, Mr. Mohamed Cherif, travelled to China to try to get a mutually beneficial
partnership with an Industrial firm. Upon arrival to the airport, he was welcomed by the representative
of the Chinese company and right away Mr. Cherif extended his hand for a firm and brief handshake
while maintaining a prolonged eye contact with his Chinese counterpart to build rapport. After formal
Introductions, he was driven to the hotel and was offered refreshments and condiments.

The culturally inappropriate behavior Explanation

late arrival to the meeting / Not being on time Germans are monochronic and punctuality is highly
valued. Being late or not valuing time is considered
impolite.

Small talk about politics Germans don’t particularly appreciate small talk and
especially if it is about such a controversial topic as
politics being one of the main taboo topics in the
business etiquette.
Handshake Though the firm and brief handshake is the common
type of greeting in business meetings around the
world, in far Eastern Asian countries; including
China; bowing is the social norm which is also
maintained in business contacts.
The prolonged eye contact Already in the Western countries that maintain eye
contact, staring at someone is embarrassing and
awkward; certainly it is even more in Far East Asia,
where a simple direct look is challenging and
impolite.

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Part II: Writing (20 marks)

Please follow the scale below to evaluate the students’ writings for the case study as
well as the two topics:

Adherence to task: 1 mark

Content/ideas: 2 marks
Grammar accuracy and sentence structure: 2 marks
Lexis appropriateness: 1,5 marks
Cohesive devices/Linkers: 1,5 marks
Mechanical accuracy (spelling, punctuation, capitalization): 2 marks