LING10002 Intercultural Communication

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LING10002 Intercultural Communication

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LING10002 Intercultural Communication

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Course Code: LING10002
University: The University Of Melbourne

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Country: Australia

Question:
Cultural identity is related to nationality. Draw on examples from business contexts in your discussion of this statement.
 
What skills are needed for a manager to be competent in intercultural communication?
 
Discuss the complexity of intercultural business communication. 
Answer:

Cultural Identity Is Related To Nationality. Draw On Examples from Business Contexts in Your Discussion of This Statement
The notion of development and globalization in the dynamic world has affected the cultural identity concept for different nationalities and in specific areas worldwide. According to Jensen, Arnett & McKenzie (2011) culture is the shared, learned, and coherent view of a group of people in regards to the concerns of life which rank the vital aspects, furnish attitude in regards to the appropriate things, and dictates behavior. However, the changes which nationality brings to the business inevitably define the organization’s culture and helps in the connection between different business cultures in the industry. Therefore, a good understanding of the organization’s culture is directly linked to the nationality of the company. Consequently, it is critical for multinational companies to understand their cultural aspects well in order to be unique and competitive in the market. In fact, companies that understand the impact of culture on their business have a high likelihood of market success since the needs of customers are understood well. The manufacture and promotion of products are done in the best way that can impress the customers hence improving brand and reputation. Organizational etiquette is also reflected in the relationship between culture and identity. For example, Asian countries such as Singapore, China, and South Korea formally use the surname of Mr. and Mrs. which defines their cultural identity and nationality while Canadians and Americans use first names.
Globally, the nationality of a company affects businesses’ shared common values, attitudes, and behavior which define how business is conducted and the strategies for improvement. According to Hall (2014) organizational hierarchy is a key component to cultural identity and nationality. For example, Scandinavian countries emphasize the equality of the society and tend to maintain organizational hierarchies that are comparatively flat, therefore, when they venture into international markets, the cultural identity will reflect their nationality. In another example, Starbucks’ communication and operations culture is a signature identification to its American origin. The organization has defined out strategies for widening its market by taking the class of customers into consideration. Additionally, the company has various agreements for distribution including airlines, hotels, and office coffee suppliers. Therefore, the company can enhance brand promotion and market expansion hence increasing brand awareness. Additionally, in response to concern from business people, the company launched prepared and packaged coffee and tea which allow business people to carry packed coffee to work which has improved profits. The company’s cultural diversity defines its nationality and has also led to the hiring of employees from different nationalities.
Skills Needed For a Manager to Be Competent In Intercultural Communication
According to Fantini (2009) managers need to understand their own culture in order to have good intercultural communication skills since it’s important for them to understand themselves first before understanding other cultures. Most managers are not actively aware of the impact of their own culture on their view of the world and behavior, hence the identification of their own culture allows managers to better understand and communicate to the cultures of other countries. In addition, managers should be aware of individual cultures and the differences in culture between countries hence being able to communicate effectively between the different cultures. While some countries prefer subtlety, others prefer directness hence managers should learn to appreciate the diversity of viewpoints and customs which will assist them in broadening their intercultural communication and professional and personal horizons (Stier, 2009).
Furthermore, skills in reading the body language are important for effective intercultural communication since communication is more than the spoken words, with the real message lying in what is missing in the voice. Learning the customs and language of a country is important for the active engagement of people and learning of their use of body language (Martin & Nakayama, 2013). Moreover, learning the non-verbal cues such as head shake or nodding can assist managers in communicating with diverse cultures. For example, in some cultures in Bulgaria and the Middle Eastern, head-shake means affirmative while in China, The head-shake means one is listening hence the meaning of non-verbal cues usually differ between cultures, and, therefore, it is important for managers to learn the non-verbal cues for different cultures to enhance their intercultural communication (Penbek, Yurdakul & Cerit, 2012). Furthermore, learning of non-verbal cues is linked with the reduction of risk confusion and misunderstanding. For example, in a business context, if a manager wants to avoid misinterpretation of non-verbal communication it is better to communicate with words so the recipients of the message may understand deeply.
Managers also need to be curious, observant and have the ability to listen keenly from internal and external stakeholders. According to Dozier, Grunig & Grunig (2013), many people expect managers to know everything about culture and have a solution to every problem that occurs in an organization. Therefore, the manager must be observant of changing cultures and facilitate effective communication by conducting offline and online research that provides updated information concerning the latest business solutions and problems. Additionally, managers should learn to interact with people from diverse cultures as a way of equipping observation and listen to skills as people have different ways of doing things. Hickman & Silva (2018) stated that “if a manager stays inquisitive and open and shows genuine interest in others people’s cultures, people will always appreciate and remain happy”. Furthermore, by observing how people use gestures and talk, a manager can feel how communication flows.
Managers should have simplicity skills which make people from all cultures feel free as they address their concerns. For example, when the manager is communicating with people whose native language is not English, it is better for him to avoid acronyms or difficult idioms, abbreviations and slang words as it is the tendency of people to learn languages slowly and not familiar with colloquial phrases. According to Quinlisk (2009) high-context cultures like the USA, the meaning is conveyed and interpreted by verbal communication means like spoken words while in Japan meaning is interpreted by non-verbal communications methods like pauses and meetings, rephrasing of the words and body language.
Discuss the Complexity of Intercultural Business Communication
Language contributes to the interaction that exists between identities and cultures and helps in the construction of identities and cultures. In the context of international business, the workplace has remained contingent and hybrid because of intercultural business communication complexities between parties from diverse cultures due to language barriers. The concept of identity and culture are transformational, hybrid and fluid and therefore they undergo transformation through interaction and practices. Sharifian (2013) termed language as a “central vehicle of culture” while Pennycook (2017) argued that complexity of cultural identity in business is negotiated through communication and it includes languages and its users and context of communication occurrence. Furthermore, the language that is currently used in business communication is not a neutral tool as the world believes it is but instead its vehicle and the culture carrier. English which is regarded as the lingua franca of international business had been a contributed to the growth of culture and identity through communication. Ferraro & Briody (2013) stated that “English is culturally shaped and that this has philosophical consequences for modern world globalization and the English-dominated world”.
Additionally, participants and contexts are essential elements for the transformation and composition of culture and identity in business and international relations. If these components are not incorporated, the intercultural complexities can result in ideological differences between the business co-partners. Recent research by Harzing & Feely (2008) touching the areas of workplace practice and management, cross-cultural communication, culture, and identity has further shown that dynamic cultural fluid nature and identity and by increasing on the implicit variation of participants or individual situation can be helpful in solving intercultural communication complexities.
Prejudices have developed a complexity in intercultural business communication as different people have preconceived opinions and judgment that guides social behavior. Business stakeholders who treat other business partners with prejudice often make assumptions as Lauring (2011) states that people always assume characteristics of different cultures and ethnic groups in which they have no or little contacts. Furthermore, sometimes people assume that people are basically similar hence they deny cultural, social economic, racial and other valuable insightful differences. Therefore, it is clear that business etiquettes in workforces globally are an important aspect of dealing with intercultural business complexity for sustaining the competitive edges in the market. Furthermore, it is vital for all businesses to understand that they have to tolerate some behaviors which are unacceptable for the business as they form a part of communication in a business environment. In order to solve the complexities of language, managers need to learn and research about the complexities of intercultural business communication associated with norms and values as the workforce in a global organization is diverse.
References
Dozier, D. M., Grunig, L. A., & Grunig, J. E. (2013). Manager’s guide to excellence in public relations and communication management. Routledge.
Fantini, A. E. (2009). Assessing intercultural competence. The SAGE handbook of intercultural competence, 456-476.
Ferraro, G. P., & Briody, E. K. (2013). The cultural dimension of global business. Upper Saddle River: Pearson.
Hall, S. (2014). Cultural identity and diaspora. In Diaspora and visual culture (pp. 35-47). Routledge.
Harzing, A. W., & Feely, A. J. (2008). The language barrier and its implications for HQ-subsidiary relationships. Cross Cultural Management: An International Journal, 15(1), 49-61.
Hickman, C. R., & Silva, M. A. (2018). Creating excellence: Managing corporate culture, strategy, and change in the new age. Routledge.
Jensen, L. A., Arnett, J. J., & McKenzie, J. (2011). Globalization and cultural identity. In Handbook of identity theory and research (pp. 285-301). Springer, New York, NY.
Lauring, J. (2011). Intercultural organizational communication: The social organizing of interaction in international encounters. The Journal of Business Communication (1973), 48(3), 231-255.
Martin, J. N., & Nakayama, T. K. (2013). Intercultural communication in contexts. New York: NY: McGraw-Hill.
Penbek, ?., Yurdakul ?ahin, D., & Cerit, A. G. (2012). Intercultural communication competence: A study about the intercultural sensitivity of university students based on their education and international experiences. International Journal of Logistics Systems and Management, 11(2), 232-252.
Pennycook, A. (2017). The cultural politics of English as an international language. Routledge.
Quinlisk, C. C. (2009). Nonverbal communication, gesture, and second language classrooms: A review. In Gesture (pp. 37-56). Routledge.
Sharifian, F. (2013). Cultural linguistics and intercultural communication. In Language and intercultural communication in the New Era (pp. 74-94). Routledge.
Stier, J. (2009). Internationalisation, intercultural communication and intercultural competence. Journal of intercultural communication, (11).

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