Free Paper Sample on Global Communications

Introduction

Due to the rising global business environment, many multinational corporations depend on cultural teams to enable them to perform work-related aspects. Despite this, people from various nationalities tend to show varying views on hierarchal management and work. Therefore, this translates to different behavioral issues on work norms, time management, problem-solving, and decision-making. It is unavoidable as multicultural teams come across these challenges caused by varying cultural backgrounds.

Is your time best spent reading someone else’s essay? Get a 100% original essay FROM A CERTIFIED WRITER!

Order now

Therefore, miscommunication can happen between team members as their cultural origins tend to alter the trust and development in the organization, thus reducing the unit from functioning effectively (Moukarzel & Steelman, 2014). In the article “Communication in global cultural teams and international communication challenge” by Dr. Pranee Chitakornkijsil (2009), he notes that one of the best strategies in addressing these potential problems is by providing each member of the team with adequate training on cross-cultural aspects with specified various objectives. This document will seek to provide an in-depth review of the article, as mentioned above by Dr. Chitakornkijsil.

In the absence of cross-cultural training, colleagues might face a hard time building trust with lots of time wasted in communicating as the verbal and nonverbal aspects are not aligning to what one is used to in his/her culture. It is highly recommended that the colleagues receive adequate training on the same (Chitakornkijsil, 2009). Therefore, Dr. Chitakornkijsil articulates two aspects that cross-cultural training ought to incorporate. First, every team member should be aided in recognizing their own cultural beliefs to the best of their knowledge, work ethic, time and attitudes, and communication styles in both verbal and nonverbal. By so doing, it helps the team be accommodative of any other differing cultural choices of their fellow colleagues. The second aspect articulates that the training should emphasize teaching the team members how to work with workmates from varying cultural origins effectively. Through this, the associates will be well able to acknowledge and effectively react to the unique hints presented in both the verbal and nonverbal communication aspects arising from differences in cultural origins (Chitakornkijsil, 2009).

Organizational Culture and Challenges in Intercultural Communication

Different organizations have different corporate cultures, and owing to that, a corporation can use religion as a mechanism in solving organizational conflicts (Moukarzel & Steelman, 2014). There exist four regulatory culture angles, as noted by Dr. Chitakornkijsil; “strategic emphasis, leadership, dominant characteristics, and commitment mechanisms.” Differences in culture influence how an organization seeks a solution when an issue arises, but there is the aspect where the colleagues might argue ‘this is not how things are done here,’ which then limits the problem-solving aspect. Dr. Chitakornkijsil argues that in the face of differing cultural organizations, the organizations can incorporate marketing intelligence in the collection of market information and how the firms will respond to it (Chitakornkijsil, 2009).

Interaction of individuals from varying cultural backgrounds is what defines intercultural communication. It is not simple to comprehend individuals with diverse cultural experiences from one’s own as differences in culture could make contact close to even impossible (Genkova, 2016). To attain success in communicating with thousands of other colleagues with diverse cultural backgrounds, Dr. Chitakornkijsil recommends that an individual tries to create a rapport in communicating with various individuals whose very world views, beliefs, nonverbal language, and mode of performing activities may vary from his/hers (Chitakornkijsil, 2009).

Language and Challenges in International Communication

Culture and language run concurrently. Writing is not all about the words spoken as every time an individual utters something, and their cultural background highly manipulates it. Therefore, professionals should emphasize on requesting the interpreter to provide more specifics of what the business partner is talking of in addition to keenly looking at the nonverbal signals of the business partner. However, despite the adequate preparation, barriers to intercultural communication cannot miss out as they arise from the socialization aspect of professional and personal habits with ignorance and lack of knowledge being the key players (Chitakornkijsil, 2009). Moreover, understanding the features of diverse cultures on top of one comprehending his/her lifestyle is among the initial steps in countering the challenges of the useful intercultural relay of information.

Communicating in all directions within the organization ensures efficiency in management. A successful manager is one who, among other factors, can well receive messages across intercultural differences and effectively act on providing amicable solutions. As corporations expand their business operations globally, it comes along with the challenge of adjustments in communication aspects (Genkova, 2016). Acting accordingly, a corporation needs to have or hire additional staff with expertise in intercultural communication at all division levels within the firm that will ensure a smooth running of operations as they can be consulted whenever need arises. Furthermore, firms going global should well be able to adapt to global cross-cultural communication trends in effecting successful business goals. Skills development is critical in transforming an individual from mono-cultural to multicultural, whereby the individual has tolerance and respects behavioral differences in other people.

Four Aspects Influencing Intercultural Communication

Dr. Chitakornkijsil, in his article, analyzed four dimensions that influence intercultural communications; “communication skills, personality strength, cultural awareness, and psychological adjustment.” In communication skills, competence is necessary for verbal and nonverbal behavioral aspects with proper message skills, behavioral flexibility, interaction management, and social skills. The capability to choose appropriate behaviors is termed behavioral flexibility, while interaction management is an individual being able to handle cultural conversion (Chitakornkijsil, 2009). Therefore, competent and viable communicators can well manage individuals in different situations. Personality strength covers the primary individual traits that influence communication between different cultures; “self-monitoring, self-disclosure, self-concept, and social relaxation.”

The third facet is cultural awareness. It ascertains people need to familiarize themselves with the social customs and social systems of the host culture for them to display competence in intercultural communication (Chitakornkijsil, 2009). Psychological adjustment is the fourth facet that encourages individuals to maintain power amid “culture shock,” such as alienation and frustrations in cryptic situations arising from new environments. In such jobs, an individual should be well able to negotiate and display competent communication skills.

Conclusion

In the article, Dr. Chitakornkijsil concludes by noting that businesses are challenged by intercultural communications that can pose significant distractions in business activities, just as witnessed in the above paragraphs. However, business moguls need to face these challenges head-on and solve them if they are to maintain competence and dynamism in the stiff business world. The ever-growing global population, competitive business world, and adjustments in international contracts are among the reasons why organizations need to keep practical cross-cultural communication skills.

References

Chitakornkijsil, P. (2009). Communication in Global Cultural Teams and International Communication Challenge. International Journal of Organizational Innovation, 1(4) p102-112.

Genkova, O. P. (2016). Global Communication a Global Culture? Influence Variables of Intercultural Communication in Virtual Teams and Signs of Virtual Culture. International Journal of Academic Research in Business and Social Sciences, 6(10).
https://doi.org/10.6007/ijarbss/v6-i10/2344

Moukarzel, R., & Steelman, L. A. (2014). Navigating Multicultural Teams: A Road Map to Feedback Across Cultures. Leading Global Teams, 169–192. https://doi.org/10.1007/978-1-4939-2050-1_8.