INTRODUCTION
The
meaning of cross-cultural lies in the impact that culture has on an individual
and his community, and the effects of this impact when different cultures are
combined. The culture in which a person is raised plays a significant role in shaping
his values, morals, behaviors and attitudes.
These
characteristics impact how a person thinks, and what his overall mind-set is
toward the world around him. When a person is met with the principles and
ideals of a different culture, a cross-cultural interaction takes place.
However cross culture refers to the interaction of
people from different backgrounds in the business world. Cross culture is
a vital issue in international business, as the success of international
trade depends upon the smooth interaction of employees from different
cultures and regions.
Cross
culture can be experienced by an employee who is transferred to a location in
another country. The employee must learn the language and culture of those
around him, and vice-versa. This can be more difficult if this person is acting
in a managerial capacity; someone in this position who cannot
effectively communicate with or understand their employees' actions can
lose their credibility. In an ever-expanding global economy,
cross culture and adaptability will continue to be important factors in
the business world.
Hence a
growing number of companies are consequently devoting substantial resources
toward training their employees to interact effectively with those of companies
in other cultures in an effort to foment a positive cross-cultural experience.
MANEGERIAL COMMUNICATION
Managerial communication is a
function which helps managers communicate with each other as well as with
employees within the organization.
Communication helps in the transfer
of information from one party also called the sender to the other party
called the receiver.
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Managerial Communication helps in the
smooth flow of information among managers working towards a common goal.
The message has to be clear and well understood in effective communication.
The team members should know what
their manager or team leader intends to communicate.
Effective managerial communication
enables the information to flow in its desired form among managers, team
leaders and their respective teams.
Managerial communication is
of the following two types:
- Interpersonal Communication - Interpersonal communication generally takes place between two or more individuals at the workplace.
- Organizational Communication - Communication taking place at all levels in the organization refers to organizational communication.
ASPECTS OF MANAGERIAL COMMUNICATION
A
successful manager is one who communicates effectively with his subordinates.
It is really essential for managers to express their views clearly for the team
members to understand what exactly is expected out of them.
Usually
there are two ways managers communicate amongst themselves and with their
subordinates:
i.
Verbal Communication
Communication
done with the help of words is called as verbal communication. No written
records are available in verbal communication.
In
verbal communication individuals need to be very careful about their speech.
What they speak and how they speak matter a lot. Managers must choose the right
words to address their team members. Make sure you do not confuse your team
members.
One
has to be loud and clear while interacting with employees at the workplace. Be
very clear and precise.
ii.
Written Communication
Communication
is also done through emails, letters, manuals, notices and so on. Such mode of
communication where written records are available is often called written
communication.
Managers
must inculcate a practice of communicating through emails with their juniors as
it is the one of the most reliable modes of communication. It is essential for
the managers to master the art of writing emails. Avoid using capitals, bright
colours, designer font styles in official mails. Make sure your signatures are
correct.
Body Language
Managers
must also take special care of their body language, facial expressions,
gestures for effective communication.
A
manager who always has a frown on his face is generally not liked and respected
by people. Being a Boss does not mean you need to shout at people. Be warm and
friendly with your team members.
CROSS-CULTURAL COMMUNICATIONS
Cross-cultural communication exists when people from
differing cultures have reached a certain degree of understanding regarding
their differences. For understanding to take place, both people must have some
form of knowledge or awareness regarding the norms or customs that exist in
each other's culture. Verbal and nonverbal communications can contain implied
meanings, as well as certain degrees of symbolism. For successful communication
to take place, background knowledge concerning values, norms and perceptions is
necessary in order for clear, effective communication to take place.
COMMUNICATION BARRIERS OF A CROSS CULTURAL
ORGANIZATIONAL ENVIRONMENT
Cross-cultural
communication is a valuable but difficult skill. The most obvious barrier is
language, but verbal communication is only a small part of how we convey
information. Tonal the pitch and speed
of one's voice and non-verbal communication make up as much as 93% of our total
communication. All of these factors are influenced by culture, and the meaning
of certain tones or gestures can differ from one culture to another. In a
culturally diverse situation, with people of various cultures, the communication
barriers are even more complex. The following barriers will be examined:
1. Language: A language barrier to effective communication, even when everyone is using the same language, is the use of colloquialisms, idioms or expressions. In informal English, there are many expressions that do not mean what they sound like. Some examples are "What's up?" or "to get the hang of it." Avoid cultural or pop culture references, since these can be both difficult to understand and alienating. Some tips for effective cross-cultural communication are to speak slowly, speak clearly, avoid long complex sentences, use different words to say the same thing and take pauses.
2. Formality: Different cultures have varying
levels of formality in different situations. For example, in North America,
business interactions are usually more formal than between family members.
However, in many other cultures, business interactions are based on a personal
relationship; therefore, the communication is much more flexible and informal.
Meanwhile, speaking to parents or elders may require much more respect and
formal communication than North Americans would expect. Take the time to
observe and ask questions about the social and cultural norms when you are
presented with an unknown cultural milieu.
3. Body Language: Much
of what we communicate is through gestures, facial expressions, posture, eye
contact and touching. For some cultures, the sense of personal space is very
different, and standing close or touching when speaking is the norm. Eye
contact can also convey a great deal, and for some cultures, too much eye
contact is considered rude or aggressive. Facial expressions such as smiling or
furrowing the eyebrows may be used differently depending on the culture. When
communicating in a culturally diverse environment, be aware of these
differences and do not jump to conclusions if someone reacts in an unexpected
way.
4. Values: The hardest things to adapt when
communicating in a culturally diverse situation are the values associated with
culture. You can easily change your posture or stop using slang, but you can't
change your core values, or expect others to change theirs. What you can do is
be aware of your value system and how it influences your communication. You
also need to understand the value system of the person you're communicating
with, and how it might affect the way he perceives your communication.
STRATEGIES FOR OVERCOMING MANAGERIAL
COMMUNICATION CHALLENGES IN A CROSS CULTURAL ORGANISATIONAL ENVIRONMENT
Culture
is variously defined as the customary beliefs, social forms and material traits
of a racial, religious or social group; also as the characteristic features of
everyday existence among a group of people. Culture determines how we view
ourselves and others, helps define values, dictates how we relate to others of
different social status and forms the basis of our expectations for input into
conversation and debate. This combination creates a context for conflict and
misunderstanding on inter-cultural teams. Proper understanding can result in
increased harmony and productivity.
As
a manager, you know that good team communication is the key to cultivating an
efficient, loyal, and hard-working team of self starters. And effective
communication allows you to troubleshoot budding issues before they blossom
into serious problems. You can improve team communication by providing
appropriate communication technology to your staff, but in the end, improving
team communication has more to do with management style than anything else.
The following are strategies of
overcoming managerial communication challenges in a cross – cultural
organizational environment
1. Educating
team members: Leaders
of inter-cultural teams must define the relational context for their team. Time
spent educating the team members regarding the culture of their peers will pay
big dividends. Team members will be more patient with each other if they
understand the perceptions and communication style of their peers. They will
realize that what might seem like a rude, aloof or disengaged communication
style is simply a manifestation of another team member's cultural background.
2. Establish
super-cultural group norms: This
is defining in advance for group what are acceptable and non-acceptable
responses to conflict. Identify the proper chain of command, type of disputes
that should be taken to a team leader and codify with the group what values are
considered sacrosanct. This will create clarity and provide for swifter
resolution of miscommunication and differences.
3. Identify
which of your team members come from low and high context cultures: High context cultures are those
wherein a large part of the understanding in communication is derived from the
context or is considered as given. In low context cultures the converse is true.
Examples of high context cultures include countries in Asia, the Middle East,
Africa and South America. Low context cultures include the United States,
Germany and Scandinavian countries. A person from a low context culture will
tend to speak more directly and concentrate on the words being spoken. A person
from a high context culture will derive additional cues from body language,
tone of voice and perceptions of status.
4. Identify
which team members are from cultures that tend to use direct or indirect means
of communication: Members
from high context cultures will tend to rely on allusion more than direct
statements. They will leave out certain bits of information assuming it has
been derived from past experience or should be already understood. Members from
low context cultures will be characterized by a desire to explain more, will
focus on the direct meaning of words communicated and will speak more directly.
They will want to "put it all on the table." A person with an
indirect communication style might be perceived as illusive to a
direct-speaking peer. Whereas a direct communicator may be perceived as too
blunt or as talking down to an indirect speaking peer.
5. Clarify
for the team the differences between collectivism and individualism in cultural
experience: Members
from high context cultures will tend to focus on group achievement and
"saving face." Members from low context cultures will focus more in
individual achievement. Low context cultures tend to place greater value on
individual achievement. High context cultures are exemplified by greater
reliance on extended family relationships, whereas low context cultures tend to
value individuals making it on their own.
6. Challenge
the team members to divorce themselves from media-generated perceptions: Quite often, the only exposure one
has received to another culture is that provided through movies and popular
music. This can create stereotypes. Try to create contexts for integration and
immersion rather than division and avoidance. It's natural for team members to
group based on what they have in common. Use get-acquainted games and
activities, assign members to work groups that include diversity and encourage
professional but friendly interaction, such as group lunches or coffee breaks.
Help them relate to one another as acquaintances and not just as work peers.
FACTORS AFFECTING MANAGERIAL
COMMUNICATION IN A CROSS CULTURAL ORGANIZATIONAL ENVIRONMENT
Several
factors influence your communication style, but there are four primary factors
that lend their influence: culture, emotional intelligence, professional
training and gender. According to speech and language pathologist Rebecca
Shafir, your communication style will be an expresser, driver, analytical or
relater. Based on the category in which your communication style falls, your
personality type will be passive, assertive or aggressive. The following
factors will be examined:
1.
Culture:
Culture is central to how you
express yourself, according to a PBS.org article by Marcelle E. DuPraw and
Marya Axner. Culture is a broad concept with many different definitions. At its
most basic, culture refers to the environments that help to shape your
worldview or the way you interpret things that go on around you. Your family
and the country you grew up in, as well as any countries you may have lived in,
will all become a part of your culture. Whether you're an expressive or
analytical communicator will always be influenced by your cultural upbringing.
2.
Emotional
Intelligence: An
article on interpersonal communication from the University of Northern Iowa
notes that 85 percent of what characterizes outstanding leaders is emotional
intelligence. Your ability to accurately evaluate your strengths and weaknesses
and to interpret the emotions of others is what makes up your emotional
intelligence. If a coworker has a driver communication style and approaches you
with an issue that makes her visibly angry, choosing a relater communication
style may prevent an escalation in the discourse and lead to a positive
outcome. The manner in which you communicate is by no means fixed. Your
emotional intelligence allows you to successfully alter your communication
style for a given situation and build healthy relationships.
3.
Professional Training: Your communication style can change
with influence from a variety of factors. One of these is formal training. Even
though your cultural background may make you more inclined to a passive
communication style, you can attend seminars or workshops to develop a more
aggressive communication style for business purposes. Professional training can
help you identify your communication style, and you can use this self-awareness
to make whatever changes are needed.
4. Gender: Your gender has an influence on your communication style. Being cognizant of how you communicate with men and women in the workplace can be particularly helpful in developing healthy relationships. The University of Northern Iowa's article on interpersonal communication suggests that men should be polite and not monopolize conversations and avoid direct, "barking" vocal tones in their interactions with women in the workplace. Women should speak up and avoid statements that suggest indecisiveness. These recommendations are based on communication styles that have been identified as gender-specific.
CONCLUSION
Cultures
change for many reasons. Environmental changes, both short term and longer
term, often force cultural and behavioral changes in a group of people. In
addition, migration imports cultural traits from other areas which often
influence change in overall cultural components. In some cases, mass
communication allows for the export of cultural values and mores from one
culture to another.
REFERENCES
Cavusgil,
Knight and Riesenberger; 2007 International Business: Strategy,
Management and the new realities.
David
Livermore, Ph.D.; 2010 : "Leading with Cultural Intelligence"
Geert
Hofstede: Cultural Dimensions
James
W. Neuliep, 2008: Intercultural Communication: A contextual
Approach
www.ehow.com/info/8150997 (retrived, 2012) communication
barriers due
to
cultural diversity
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