Доклады казахской академии образования Ежеквартальный журнал издается с 2008 года
particularization trends advocating for local and regional cultures is the
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KAO-3-2020
particularization trends advocating for local and regional cultures is the characteristic of current social and economic phenomena. Amid the economic structures of any kind they may be, ranging from industrial, commercial, advertising, banking or financial to staff management, the concepts “ transculturally ” and “ transversally ” have the most powerful relevance. On the one hand, the dynamic economic area does not give enough time to develop an intercultural dialogue, where it is fundamental to understand what is different and not just perception and adaptation to a new, one and on the other hand, activity of individuals from different cultures and mentalities, in a well-defined organizational framework, with rules, norms, conventions and even specific cultural traditions, cannot be held as long as there is not accepted an overlap of various cultural elements, vertically from the mother organization in subsidiaries and horizontally between members of the organization. Such a context justifies the fact that the individual can not 285 belong only “ to a single cultural circle ” and transculturally is a possible middle way between global homogenization and regional/local particularization. Therefore, interaction with others is decisive emphasis falling on overlapping and combination, thus obtain the necessary communication open, and network connection capacity and transgression of the home-culture are essential for flexible situational-reaction, depending on the needs of the working environment, but also those of the new modernity [3]. But what is omitted is the individual’s need to hold a clear identity, the fact almost impossible in a multicultural organizational structure. That explains the existence of at least two parallel cultural identities, the one used to work, to call the organizational identity, as a result of mixing organisational elements mentioned above, and the one used outside the organization, which justifies the fact that individuals belong to the culture of origin. We must not forget that organizational identity is temporary, so it has a very low-viability and it doesn’t overlap on deep structures and values of the individual. By changing jobs in a different organization, which may mean another cultural context, it is also necessary to restructure organizational identity too. Permanent danger of these changes and the hybridization chain, which are not backed by a formal setting, where under the guidance of professionals, be they teachers, coaches, trainers, the individuals realize the need for these changes and they receive the explanation how these things have to be done, lie in mutations and severe losses especially in the cultural field, the construction of which is in fact a thousand work-years. With the increased interest shown for the concept of communication competence starting with the 80s of the last century, researchers focused their attention on the notion of “ transnational communication ”, which is not only a relationship between two foreign languages, but between two languages that each one reflects a certain social and cultural reality. This shows that international interactions create also strictly linguistic additional difficulties because of different fund of knowledge. According to C. Leggewie (2003) the current phase of globalization has three characteristics: 1. deterritorialization of institutions, companies and communities 2. hybridization of cultures through interaction and mutual influence 3. globalization, that means assimilation of local-global economic and cultural phenomena, from imitation, passing through creative recovery and ending in separation or radical rejection reactions [4]. жүктеу/скачать 2,64 Mb. Достарыңызбен бөлісу:
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