Barriers to Effective Cross Cultural Communication - Coursework Example

Cross Cultural Communication Student’s Name Institutional Affiliation Date Cross Cultural Communication Introduction The need for people to communicate across different cultural backgrounds continues to be evident because of the salient benefits of globalization. Communication forms the backbone of most cultures and it is from these cultural diversities that cross-cultural communication becomes essential, not only for individuals but multinationals with operations around the globe (Bei, 2014). Cross-cultural communication remains a field for further research because it is huge and keeps on changing as the social and economic impacts of globalization manifest in everyday life activities in business organizations and interpersonal communication. Cross-cultural communication denotes to the passing, receiving, and interpreting of both verbal and non-verbal messages between and among people from different cultural backgrounds. According to Bei (2014), different cultural groups have different beliefs, values, norms, and social systems that form their cultures and languages. These differences affect communication. Imperatively, even people from same culture and language may have different norms and values based on their ethnic and family perspectives (Arsecuratne & Yazdanifard, 2013). The increased international business, tourism, students studying overseas and awareness of indigenous minority cultures form the basis for fostering better communication among different cultural groups, especially from an organizational point of view (Najafbagy, 2008). Cross-cultural communication in organizations is concerned with the need to understand different business customs, beliefs, and communication strategies. Effectively, cross-cultural communication seeks to ensure that individuals can deal with language differences, high-context and low-context cultures, nonverbal differences and power distance in their effort to communicate with people from diverse cultural backgrounds (Arsecuratne & Yazdanifard, 2013). In this report, the article discusses cross-cultural communication by focusing on two theories, what they explain and what they fail to explain. The paper also focuses on barriers to effective cross-cultural communication and how to overcome them. Finally, the article examines barriers that global companies face in cross-cultural communication. Lastly, the paper makes some conclusions on the topic summarizing the major aspects of cross-cultural communication. Theories of cross-cultural communication The essence of cross-cultural communication is made apparent from anthropologists, and social psychologists who posit that communication, language and culture cannot be separated. For instance, Hostede defines culture from a national and organizational perspective and cross-cultural communication theories borrow from these two approaches (Hofstede, 2011). In this section, the paper looks at two theories: cross cultural theory and cultural synergy theory. Cross-cultural theory Advanced by Edward Hall, an American anthropologist, the theory examines important cultural dimensions that form the foundation for communication in diversity. Edward states that cultural dimensions of context, time, and space are important in achieving cross cultural communication (Hall, 1976). The theory is the opposite of ethnocentric communication where individuals in an organization form prejudices, stereotypes, and phobia against people of different cultures from theirs (Hilton, 2007). Edward states that in high-context cultures, the need for employees or organizations to understand certain contextual elements is important. In such cultures, many things are not said directly. For instance, high-context cultures include those in Asia, Middle East, and Africa. Conversely, low-context cultures are characterized by individualistic perspectives where people say what they think in a straightforward manner (Hall, 1976). In these cultures, written contracts and documents are more valuable than relationships as demonstrated in high-context cultures. Therefore, these differences form the basis of miscommunication in organizations. Hall’s theory also considers time where he says that cultures can be monochronous or polychronous (Hall, 1976). Western cultures, particularly in Europe and United States tend to be monochronic as they carefully plan and schedule their activities without any flexibility. However, polychronic cultures like those in Latin America, Middle East, and Asia value time flexibility when interacting and punctuality is not important. Effectively, to achieve cross-cultural communication, organizations need to understand these cultural dimensions when operating in the international business environment (Najafbagy, 2008). Other factors that Hall addresses include information and space as these helps communication to be effective by relaying information fast and eliminating territorial boundaries. Cultural Synergy theory The essence of this theory is to manage the effects of diversity in cross-cultural communication. Organizations and individuals need to encourage diversity with its synergy as opposed to eliminating it in the workplace. The theory emphasizes that cultural synergy must be the basis of an organization to achieve productivity across the different markets and cultures (Adler, 1980). The theory outlines relevant steps in the process for organizations. The first step is the need for organizations to describe cross-cultural situation. For instance, based on different cultural backgrounds, people will have different definitions to situations and communication messages; whether verbal or non-verbal. Secondly, the theory states that people from different cultural backgrounds must change their perspectives in cross-cultural communication to minimize and avoid misunderstandings and discordance. Avoiding these two aspects is essential, especially in the business environment (Adler, 1980). For instance, different communication styles and norms come from and are reflected in our cultural beliefs, values and experiences. Therefore, these perspectives arise from our cultures that consist of invisible and visible parts. Our reactions should not confine us to the visible part but strive to consider the invisible aspect that consists of underlying assumptions (Hall, 1976). Our cultural variations in terms of perceptions of time, space, importance of hierarchy, and gender roles among other things shape one’s perspective in communicating messages in organizations (Bei, 2014). The third step is increasing cultural creativity to foster cross-cultural communication. According to the theory, finding appropriate cultural ways in solving different problems from multiple cultures can achieve cultural synergy for an organization and interpersonal communication (Adler, 1980). Cultural creativity can allow people to discuss together and make productive decisions for an organization because they understand these variations. What the theories explain and fail to explain The two theories explain the various aspects of cross-cultural communication that are important to reducing barriers to communication in such settings. For instance, culture informs how people value space and time; consider female and male role in the communication process, and how to interpret conveyed messages (Bei, 2014). These theories form the foundation on how to have effective cross-cultural communication in an environment that is full of diversity. For instance, Hall states that the concept of time is essential in the cross-cultural communication when dealing with different people. Again, high and low context cultures influence how people communicate (Hall, 1976). For instance, low-context culture in the Western world values time and individualism as opposed to the high-context Eastern culture that is flexible in time management and values collectivism when communicating (Hofstede, 2011). Additionally, cultural synergy theory is categorical that instead of organizations and individuals eliminating the existing cultural diversities in organizations, we need to encourage them so that we gain synergy by recognizing that diversity is here with us and attempting to embrace it. Imperatively, the theory dismisses the concept of ethnocentric communication as one that promotes prejudices and stereotyping. Effectively, ethnocentric people are intolerable and close-minded when communicating. However, the theory encourages different perspectives to deal with such problems. Conversely, the theories fail to explain that even with these aspects being observed, miscommunication and misunderstandings are bound to occur in organizations and among people from different backgrounds. Furthermore, cross-cultural theory fails to explain that stereotyping and generalizing people undermines effective cross-cultural communication. The theory assumes that one person is equivalent to an entire culture (Mathews & Thakkar, 2012). Cultural synergy fails to explain that diversity does not always create synergy, especially if the organizational culture does not encourage and promote it. Cultural diversity is complex and the complexity affects cross-cultural communication. Barriers to effective cross-cultural communication International corporations can succeed if they overcome barriers that exist in cross-cultural communication. While cross-cultural communication is increasingly becoming important in the global business environment, some barriers exists. The first barrier is cultural stereotyping that affects how people view people from different cultures. For instance, stereotyping makes people think that their culture is superior than others and some of the cultural practices in such cultures are inferior (Mathews & Thakkar, 2012). Again, stereotyping moves to gender roles in communication where some cultures view men as more powerful than women. Cultural stereotype affects cross-cultural communication, especially at the organizational level. For instance, when looking for solutions for a problem, people tend to receive information that supports their perception than one that does not support their views. Again, people evaluate and forecast others from their cultural behavior and ideas. Secondly, different value systems affect cross-cultural communication. Cultures use values as standards to distinguish right and wrong, good and bad (Mathews & Thakkar, 2012). Imperatively, values are essential in cross-cultural communication because they constitute the main body of a culture and community. Employees in diverse organizations must understand values espoused by colleagues from different cultural backgrounds to minimize misunderstandings. For instance, the Chinese tend to value interpersonal relationships and details in effecting business deals as opposed to their American counterparts who prefer details and business matters to relationships. Another barrier is the existing language differences as employees may find it difficult to understand a new language (Bei, 2014). Again, cross-cultural communication can be clouded by the assumption of similarities as one may have the tendency to think that cultures are similar around the world. Lastly, different ways of thinking and communication styles can hinder cross-cultural communication (Hilton, 2007). For instance, Chinese are very comprehensive when solving a problem and will think of principle first before details. However, Americans are details-oriented and may not see the need for principles first. Overcoming the barriers While barriers exist in cross-cultural communication, it is possible for organizations and individuals to overcome them. One of the most appropriate ways of overcoming these barriers is for employees, organizations and people to develop cross-cultural awareness. It implies that they must get rid of cultural stereotypes and prejudices (Mathews & Thakkar, 2012). This will allow them to communicate effectively and express their ideas about others’ beliefs, customs, and cultural values. It will enhance cultural learning and competence concerning different cultures. Secondly, the need to appreciate other cultures and learn from them is essential in reducing misunderstandings (Najafbagy, 2008). For instance, an employee working in a foreign country should attempt to understand the cultural aspects of the new place and behave in conformity to it. Additionally, business organizations must train their employees on cultural competence when they go to such countries. Thirdly, developing listening skills can help employees in organizations to reduce these barriers. Listening skills allow one to get the meaning off what is being said as opposed to understanding at the facial value (Bei, 2014). Again, being aware of one’s perceptions towards others ensures that prejudices, stereotypes, and personal biases are minimized. Moreover, accepting people and their differences and that one cannot know everything can make us open to people and their differences thus overcoming these barriers. As a result, one can use contextual information to gain a better understanding of these people and their cultures, especially in an organizational setting (Najafbagy, 2008). Additionally, seeking feedback is essential to ensuring that messages have been understood by people in a diverse environment. Again, the need to develop right cultural competencies can help reduce prejudices, stereotypes, and cultivate tolerance for ambiguity, nurture cultural flexibility, and reduce ethnocentrism (Arsecuratne &Yazdanifard, 2013). Barriers faced by global companies in cross-cultural communication Multinationals corporations (MNCs) that extend their operations abroad face challenges in cross-cultural communication. While technical and technological advancements have removed or reduced most of the physical barriers to communication, managers of these organizations still face some cultural barriers (Arsecuratne &Yazdanifard, 2013). Effectively, these executives must be proficient in cross-cultural communication by overcoming workplace communication barriers in diverse working environment (Mathews & Thakkar, 2012). Toyota Motors Corporation is a multinational organization with operations in different parts of the world. However, in its global operations, the organization has to deal with different barriers to effective cross-cultural communication (Toyota, 2014). A good example is its operations in Pakistan where the organization has employees mainly from the country. However, its executives are mainly from Japan, Singapore, and Thailand with some native Pakistanis. These people speak different languages and have different cultures (Toyota, 2014). They show different body gestures, and language based on the situation. Effectively, these aspects create multiple cross-communication barriers among the diverse employees in the organization. Cultural difference is the main source of cross-cultural communication barriers in the organization. Again, Pakistan consists of different regions with distinct cultural diversities (Mathews & Thakkar, 2012). Therefore, managers in the firm must use different approaches to enhance effective communication. Toyota Motors has a rich reputation that allows it to build good working relationships among its employees. Again, in the Pakistani case, the organization has designed a rotational plan of 2-3 years for its critical staff to learn key aspects of different cultures (Toyota, 2014). The plan allows the management and staff and staff-to-staff relationships to be harmonious and contribute to the overall productivity at the organization. Furthermore, the organization values individuality while upholding its policy of efficient work. Again, mutual trust is a critical principle advanced and maintained at all levels in the organization (Toyota, 2014). The Implications of My Insights for Cross Cultural Communication in International Businesses Cross-cultural communication in business organizations, especially on the international stage requires managers and organizations to realize the need for cross-cultural management courses that define organizational culture, behavior, leadership style and motivational strategies. Imperatively, Hofstede culture theory shades much light on cross-cultural communication in organizations that operate in the international market. Imperatively, managers need to understand that cultural dimensions influences cross-cultural communication (Hofstede, 2011). Consequently, it is important to study and understand a combination of elements that define cultures and their influence on communication in diverse work organizations. Organizations must understand the combination of elements like individualism vs. collectivism; high vs. low power distance, masculinity vs. femininity and high vs. low context cultural perspectives. Also, when operating a business in the international context, it vital to ascertain that needs of the critical cultural attributes of the nation of operation are put into consideration. A manager needs to ensure that they are aware of cultural attributes of the market in which they operate. This will facilitate easy communication. Conclusion The above discussion has examined the concept of cross- cultural communication. The paper examined two theories; the cross cultural theory and cultural synergy theory. The report is categorical that culture cannot be separated from its language, norms, values, and beliefs. People act and behave with their cultural mindset and may ignore other cultural practices, their values, and norms because of prejudices and stereotypes. However, managers need to create strategies that reinforce effective communication across their global cultural diversity. While they have their limitations, these theories offer the framework to understanding different aspects of cross-cultural communication in organizations and diverse communities. Organizations need to identify and mitigate communication barriers that may hinder their global operations and productivity, as demonstrated by the Toyota Motors case study. They need to design organizational culture and behavior policies to guide their employees’ work relationships, communication, and conduct. References Adler, N. J. (1980). Cultural synergy: The management of cross-cultural organizations (pp. 163- 184). McGill University, Faculty of Management. Arsecuratne, D., and Yazdanifard, R. (2013). Barriers to Cross Cultural Communication and the steps needed to be taken for a MNC to Succeed in the Global Market. Accessed on September 28, 2016 from https://www.researchgate.net/publication/258401174_Barriers_to_Cross_Cultural_Communication_and_the_steps_needed_to_be_taken_for_a_MNC_to_Succeed_in_the_Global_Market Bei, W. (2014). Culture Introduction and Cross-Cultural Communication Competence in College English Teaching. Studies in Literature and language, Vol. 9, No.1, pp. 90-93. Hall, E. T. (1976). Beyond culture. Garden City, NY: Anchor. Hilton, G. (2007). Becoming culturally fluent. Communication World, Vol.24, No.6, pp. 34-36 Hofstede, G. (2011). Culture's consequences: comparing values, behaviors, institutions, and organizations across nations. Sage Publications. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1).http://dx.doi.org/10.9707/2307-0919.1014 Mathews, L.C. and Thakkar, B. (2012). The Impact of Globalization on Cross-Cultural Communication. Chapter 13, -Globalization-Education and Management Agendas. Najafbagy, R. (2008). Problems of effective cross-cultural communication and conflict resolution. Palestine -Israel Journal of Politics, Economics & Culture, Vol.15/16, No.4/1, pp.146-150 Toyota, (2014). Toyota Motors. [Online] Available at: http://www.toyota-indus.com. Accessed On September 28, 2016. Read More