Mendocino Hall (MNH) 5008
Tu & Th 2:45 p.m. - 4:15 p.m.
| Sacramento State
6000 J Street
Sacramento, CA 95819-6070
- A Few Zen Thoughts
- Communication Principles
- E-mail Etiquette
- First Impression
- General Tips for Presentations
- Health and Wealth Over Time
- Leadership Checklist
- Nonverbal Negotiation Keys
- The Art of Intercultural Criticism
- Things We Should Know
- Variations in Eye Contact
- World Citizens
- Lünemann, U. (2009). Curriculum für interkulturelle Kompetenz (Intercultural Competence Curriculum). In R. Frank (Ed.), Kinder zwischen den Kulturen: Migration, Integration und seelische Gesundheit (Children between Cultures: Migration, Integration and Mental Health), pp. 43-55. München (Munich, Germany): Marseille Verlag.
Constantly increasing cultural diversity in societies and the associated ethnic variety in health care require specific training methods to address cultural differences in effective ways - particularly for health care service personnel. To remove racial and ethnic disparities in health care, a complex multi-factorial process is necessary. One of these factors is medical training to achieve culturally competent behavior from all medical personnel. The main goals of such an intercultural medical training curriculum should be: increasing cultural self-awareness and understanding the strong influence of different cultural values in all areas of the health care; enhancing clinical education and service of medical personnel by establishing strong therapeutic alliances with patients from other cultures; and reducing existing disparities in health care services through improved quality and cost effective treatments as well as preventive care for people from all cultural backgrounds.
Key Words: cultural diversity; ethnic variety; health care disparities; culturally competent behavior; medical training curriculum; clinical education; cultural awareness; cultural values; preventive care.
Reimann, M., Lünemann, U., and Chase, Richard B. (2008). - PDF Download
Uncertainty Avoidance as a Moderator of the Relationship between Perceived Service Quality and Customer Satisfaction, Journal of Service Research, 11(1), 63-73.
This version was published on August 1, 2008, Journal of Service Research, Vol. 11, No. 1, 63-73 (2008), DOI: 10.1177/1094670508319093
Martin Reimann (Stanford University)
Ulrich F. Lünemann (California State University, Sacramento)
Richard B. Chase (University of Southern California)
The extent to which members of different cultures vary in their reactions to uncertainty can have a major impact on how perceived service quality affects customer satisfaction. This article addresses the issue of cultural differences in the context of business-to-business relationships. A study involving 303 Spanish, German, and Swedish business-to-business customers reveals that clients from cultures with a high degree of uncertainty avoidance were less satisfied than low-uncertainty avoidant clients when, as a result of a service defect, their service expectations were not met. In light of the tolerance zone concept, the finding suggests a narrower range of acceptable outcomes for high-uncertainty avoidance cultures. Important management implications of this study relate to service quality efforts, which should be explicitly designed to reflect intercultural differences in operations planning and training of service personnel.
Key Words: perceived service quality • customer satisfaction • cultural values • uncertainty avoidance • business-to-business
- Reimann, M. and Lünemann, U. (2005).
Marketing Six Sigma: Zero Defects in Intercultural Service Quality, Proceedings of the
American Marketing Association Conference(San Antonio/Texas)/Winter 2005, 223-233.
The Six Sigma methodology, traditionally referring to defect reduction and quality improvement in manufacturing, can also be applied successfully to marketing. Some service quality defects are related to intercultural differences, especially when taking the direct integration of external factors – international customers – into account. In a study involving German, Spanish, and Swedish customers, the authors found that people from cultures with a high degree of uncertainty avoidance were less satisfied when their service expectations were not met. This suggests that Six Sigma can reduce service quality defects related to intercultural differences if preceded by sound intercultural operative planning and training of service personnel.
Key Words: service expectations • customer satisfaction • service quality defects • six sigma • intercultural value differences • uncertainty avoidance • cultural awareness
Lünemann, U. (2002).
Den Dialog mit Patienten lernen (Learning the Dialog with Patients). Gesundheit und Gesellschaft- Das AOK-Forum für Politik, Praxis und Wissenschaft, 11/02, 5. Jahrgang, 3.
Many research studies prove that a good medical healing process depends on effective communication between medical doctors and their patients. Thus, health communication is now a mandatory part of medical teaching curricula and training as well as continuing education programs for medical doctors and health care personnel in the USA. This could serve as a good example and should also become mandatory for Germany’s health care system.
Luenemann, U.F., and Knutson, T.J. (1993).
Intercultural Communication Training: A Call for Continued Interdisciplinary Research. Journal of the Arizona Communication Association, 19, 122-148.
The growth and spread of multinational business after World War II created a more interrelated and international corporate world. Competence for international business people now must be defined in terms of intercultural preparedness in addition to obvious business skills. Therefore, proactive intercultural communication training programs have to emerge as critical events in the development of international business and management strategies. This paper calls for the creation of intercultural communication training programs. A theoretical foundation is presented for intensified, interdisciplinary research concentrating specifically on intercultural aspects of organizational behavior. Methods to overcome the inherent problem of such research are addressed. The information gained and behavioral skills learned by following the guidelines presented will enable business people to perform intercultural tasks more effectively and to achieve personal and organizational success.
Key Words: intercultural communication training • international business • cross-cultural communication awareness • international communication • culture shock • organizational communication • communication theory • pre-departure training
Refereed Conference Presentations
Reimann, M., and Lünemann, U. (2008).
Services Quality Control Across Cultures: Evidence From the Application of Six Sigma, 2008 Cultural Perspectives in Marketing Conference, New Orleans, Louisiana, January 16-19, 2008.
Reimann, M. and Lünemann, U. (2005).
Marketing Six Sigma: Zero Defects in Intercultural Service Quality, 2005 American Marketing Association Winter Educators’ Conference, San Antonio, Texas, February 11-14, 2005.
Luenemann, U. F. (1991).
Intercultural Communication Training and Research. Eighth
Annual Intercultural/International Communication Conference, University of Miami, Miami, Florida, February 21-23, 1991.
- Intercultural Theory and Application
- Intercultural Business Consulting
- Intercultural Leadership and Management Behavior
- Intercultural Awareness Workshops
- Intercultural/International Negotiations
- Public and Representational Speaking
Prof. Ulrich Luenemann has dual citizenships of Germany and the USA and has for almost 20 years been Professor of Communication Studies at California State University, Sacramento. He holds academic degrees from Germany, Canada and the USA and was also a visiting professor in Canada, China, Vietnam, and at several German universities, where he taught courses and seminars on intercultural communication for international managers. He started his academic career in 1987 in Sacramento after retiring from the German Air Force as a Fighter Pilot (F-104 Starfighter and F-4 Phantom) and General Staff Officer.
After moving from Toronto to Sacramento, he founded his own consulting firm Intercultural Business Communication (IBC) in 1989 and has since conducted seminars and training programs for multi-national corporations and governments in Canada, China, Germany, Korea, Vietnam and the USA in the following areas: management and organizational communication, representational speaking in the organization, international negotiations and executive development, intercultural differences in business behavior, protocol and etiquette, multicultural team-building and problem solving, diversity and cultural sensitivity, and English as a non-native language. So far he has visited 107 different countries and cultures and is still counting....
Last updated: 08/13/2013