International Dimensions of Organizational Behavior and Cross-Cultural Communication - Coursework Example

INTЕRNАTIОNАL DIМЕNSIОNS ОF ОRGАNIZАТIОNАL BЕНАVIОR Name Institutional Affiliation Date CROSS CULTURAL COMMUNICATION Introduction to Cross-Cultural Communication The concept of cross-cultural communication refers to the ability of an individual or organization to foster and improve successful relationships with members from another culture. This ability is based on respect for and appreciation of the other culture’s values, mannerism, decision making practices, perceptions and social structures (Theodor, 2006). It is also based on a thorough understanding of how people from other cultures communicate in different contexts. The overlying principle of communication across cultures is that cultural constructions of the world provide a platform through which people communicate. In the contemporary world, advances in information technologies and the forces of globalization have made cross-cultural communication an integral aspect of people’s lives (Lather, 2010). According to Anderson (2004), the ability to communicate effectively across cultures is a critical life skill. Organizations emphasizes cross cultural communication as a fundamental workplace skill because they will inevitably have to deal with people from different cultural backgrounds. Notably, business relations and organizational decision making processes are enhanced when employees are aware of aspects that may create misunderstandings and conflicts when communicating across cultures. This consideration is important especially for multinational companies and those that hire employees from different cultures (Adler & Graham, 2009). For such organizations, success is achieved when individuals from different cultures appreciate each other’s differences and find new ways of communicating while incorporating the cross-cultural perspective. Theory 1: Uncertainty Reduction Theory This theory posits that when communicating, people need to know and understand certain pertinent information about the other party so as to reduce uncertainties. Once this information is obtained, it is possible to predict the other party’s responses, actions ad resulting behaviors, all of which are crucial in fostering a positive relationship. According to Bradac (2001), the core tenet of this theory is the fact that uncertainty is a negative factor in communication settings involving different cultures. People tend to communicate less freely and openly when they are uncertain of any issue relevant to the communication process. For example, if one party is uncertain of the other’s level of education, the former may fear asking technical questions. The uncertainty reduction theory is founded on several important assumptions, one which is that uncertainty causes people to develop cognitive discomfort, which impedes the communication process. Therefore, people will try to question the other party or observe them to gather crucial information and reduce uncertainty. The process of reducing uncertainty goes through several stages depending on the quality and quantity of information obtained. The more relevant the information is, the less the uncertainty and hence the better the communication process (Bradac, 2001). In the context of cross-cultural communication, the uncertainty reduction theory informs that people from different cultures are able to communicate effectively when they know certain essential aspects of the other party’s culture. These aspects include religion, language, mannerism, preferences and communication styles among others. The need to reduce uncertainty is particularly crucial in cross-cultural communications aimed at developing good relationships. In organizations, reduction of uncertainty helps employees to effectively deal with customers from different cultures (Lather, 2010). Theory 2: Spiral Silence It states that people tend to be less willing and apprehensive in expressing their opinions if they consider themselves to be minorities or their views to be at variant with minority views. This is due to the fear that the majority group’s overriding views are more likely to be accepted than those of the minorities. The basis of this theory is the consideration that in any social setting, individuals possess intuitive ways of deciphering what the prevailing views are likely to be. In that case, the spiral effect is created when a member from the majority group gives opinions in support of the majority views. Resultantly, the minority feels more distanced from the position where they are more comfortable to give their views (Neuwirth, 2007). The theory of spiral silence is applicable in cross cultural communication in that it explains how people from minority cultures communicate. According to this theory, individuals who perceive themselves to be from minority cultures are less likely to communities freely with individuals from perceived majority cultures. If an individual feel that their culture is a minority, they are more likely to remain reserved in discourses involving individuals from majority cultures. This implies that when communicating cross culturally, it is imperative to make into account the minority or majority status of the other party. According to Nagar (2011), the spiral theory is useful to apply in organization to explain why employees from minority cultures may change or cover up their opinions when in the company of others especially when they think they are the only ones holding particular opinions. The theory can also be used to teach employees the most effective ways of communicating with people from minority cultures. What the uncertainty reduction and spiral silence theories explain and what they fail to explain The theory of spiral silence explains why an individual’s perception of the opinions of others in cross-cultural settings is a critical factor in determining the willingness to communicate freely and express opinions. A key strength of the theory is in demonstrating the fear to express opinions publicly if they are not believed to be majority. Experience gained in one cultural context regarding perceptions of minority-majority views quickly spread to another and encourage people to hold back their views or proclaim them (Adler & Graham, 2009). One of the most important aspects of cross cultural communication that the spiral theory does not explain is the tendency by individuals from minority cultures to be vocal in internet mediated settings. Research has shown that although an individual may fear to give opinions in face to face discussions, such individuals can be very vocal and give their opinions freely when communicating via social media and related platforms. This indicates that spiral theory is not applicable in virtual, cross cultural communications (Anderson, 2004). The uncertainty reduction theory explains that when people interact in public or private settings, they make efforts to reduce elements of uncertainty about the other person while looking for ways to predict their expenses and behaviors. This assertion is particularly true when people meet for the first time and are not familiar to each other. Uncertainty can be due to doubts about what the other person does, believes or thinks. It is therefore helpful in explaining initial interactions among strangers in cross-cultural communications. One thing that this theory fails to explain is the high levels of uncertainty in situations where either party is unable to get information about the other (Ambos & Schlegelmilch, 2008). Barriers to Effective Cross Cultural Communications Prejudices and stereotypes are the most common barrier to cross cultural communication. According to Tsui (2007), the belief that one’s cultural values are superior to those of others can lead people to act with prejudices and stereotypes, which can make the communication process less effective. Another common barrier is language differences. Studies have shown that differences in language as well as linguistic skills are a major barrier in effective communication across cultures. Even if two people from different cultures understand the same language, differences in dialects, accent and slang can cause misunderstandings. Another barrier is differences in interpretation of body language. People from different cultures assign different meanings to non verbal cues and therefore problems are likely to arise in situations where the same message is interpreted differently. For example, in some cultures, shaking of hands between members of opposite sex is prohibited but in others, it is accepted. This difference can be a cause of major misunderstandings in cross-cultural settings (Lather, 2010). The level of context has also been established to influence the effectiveness of cross-cultural communications. According to Richardson and Smith (2007), most Western cultures are low-context. This means they communicate in explicit words. In contrast, most Eastern cultures are high context, which means they use words implicitly. The implication here is that when communicating across cultures, one must consider the other party’s level of context. The last major factor that affects cross cultural communication is personal values. A person’s attitudes, preferences and personality styles can facilitate or present obstacles to communication. How the above barriers can be overcome? There are many strategies for overcoming the above barriers. First, it is necessary to show respect for the other person’s culture by understanding that there is no inferior culture. People come from different cultural backgrounds, which influence their language, values, beliefs and mannerism and communication styles. Recognizing each of these elements can help in eliminating biases, prejudices and stereotypes during the communication process. Another strategy of overcoming the communication barriers is to seek the service of interpreters if language is an impediment to the communicator process. The interpreters should be proficient in both languages, taking into account the literacy skills of the speakers (Ambos & Schlegelmilch, 2008). Since different cultures use different slangs, idioms and non-verbal cues, it is necessary to avoid these when communicating across cultures. Non-verbal cues are more likely to be misinterpreted by people from other cultures and therefore they should be used during the communication process. Where necessary, the person communicating should take time to learn basic things about the other person’s culture to avoid making hurtful remarks mistakenly (Adler & Graham, 2009). Another important way of overcoming the barriers is by developing a flexible attitude when communicating with people from different cultures. A flexible attitude enables an individual to appreciate the experience of different cultures and make necessary adjustments to accommodate any differences. This results in positive behaviors and an open mindset, which are crucial aspects for effective communication when parties are from different cultures. As Nagar (2011) explains, a flexible mindset leads to the impression that both parties in the communication process are accepting their cultural differences instead of overlooking them. This leads to sharing out of experiences in a mutually reinforcing manner. Barriers that Global Companies Face The greatest barrier that global companies face relates to cultural differences and the subsequent problem of cross-cultural management. Global companies deal with people from diverse cultural backgrounds, and who hold different values, beliefs and opinions. They expect to be served in such a way that shows appreciation and respect for their diverse cultures. This means that global companies must develop strategies for managing the behaviors of stakeholders from different cultures. Thus, culture is an important factor that influences management styles for global companies (Greb, 2010). Another major barrier is the difficulty of developing a common communication policy or strategy. Because global companies serve stakeholders from different cultures, the companies find obstacles in implementing communication policies that can be applied uniformly across cultures. It is not always that a particular communication policy will be accepted by people from all cultures. This is because culture influence people’s communication processes and expectations of their interactions. It is therefore important for global companies to show respect for their people’s cultural traditions, values and beliefs. Doing so can lead to successful relationships, which can in turn influence competitive advantages (Tsui, 2007). Another barrier is the inability to interpret cues correctly and take appropriate actions. This problem often arises when the communication culture of the global company’s home country differs remarkably from that in a foreign market. For example, if an American company operating in Japan employs American managers only, the managers may have difficulties in understanding how cultural aspects of the Japanese language, there could be a great communication problem. It even becomes more difficult when developing marketing communication campaigns, because their success depends greatly on their cultural impact (Tsui, 2007). Implications A key implication of the insights from cross cultural communication is that the globalization of markets and production processes requires international businesses to develop strategies for facilitating communication across cultures (Ybema & Byun, 2009). Essentially, the ability to communicate effectively with stakeholders from different cultures is a worthwhile consideration for companies wishing to successfully exploit international markets. For these companies, cross cultural communication skills become important in different aspects such as consensus building, decision making and negotiation. As international companies focus on building strategic alliances, they must also focus on developing skills for cross cultural communication. Another implication is that international businesses must provide training opportunities for their employees to be competent in cross cultural communication. Employees are the face of any organization and therefore the way they interact with customer’s matters a lot. If employees are able to communicate effectively across cultures, they can enable an organization to build strong relationships with customers (Adler & Graham, 2009). To achieve this, companies should facilitate appropriate training for all employees. In addition, international companies promote diversity in the workplace by recruiting employees from different cultures. Appreciation of diversity makes employees to feel valued, motivated and more engaged in their places of work. Where possible, global companies should provide opportunities for their employees (especially those in senior management) to relocate to other countries to enhance their skills in cross-cultural communication (Sherwyn, Michael & Judy, 2000). The last major implication is that international businesses should anticipate barriers due to cultural differences. Therefore, it is necessary to develop different communication strategies for different markets. For example, a multinational company operating in South America and Africa should expect the two markets to be different because of cultural differences between the two countries. This means that in order for the company to be successful in both markets, it must develop different communications style, tailored to the cultural values of each country (Linghui & Koveos, 2008). Conclusion Cross cultural communication is an important life skill and an integral factor for successful interactions between people. It involves showing understanding and respect for other people’s cultural values, perspectives and orientation. There are several theoretical models for understanding the process and significance of cross cultural communication. These include the uncertainty reduction theory and the spiral silence theory. Both of these theories provide a framework for understand why people from different cultures communicate differently. Common challenges in cross cultural communication include language differences, biases and prejudices, and differences in the level of context and interpretation of non-verbal cues. In the contemporary world of business, the ability to communicate effectively across different cultures is a critical success factor for global companies. Businesses serve people from diverse cultures, meaning that it is necessary to take the cultural issue into account when developing marketing communication strategies. Success or failure in international business depends on the ability to handle pressures in cross cultural communication. Successful global companies have developed effective policies for enabling their employees to appreciate cultural differences and communicate well with people from other cultures. Essentially, respecting the cultural values and practices of others provides a platform for effective cross cultural communication. Effective communication across different cultures can be daunting and uncertain unless both parties have the right frame of mind and show tolerance for their cultural differences. It is therefore imperative to avoid negative stereotypes and biases that may lead to poor judgment and inability to perceive messages positively. Moreover, it is worthwhile to be respectful of other people’s cultural perspectives. Doing so can create an atmosphere of trust and understanding, which are critical to successful communication in intercultural settings. References Adler, N. J. and Graham, J. G. (2009). Cross-cultural interaction: the international comparison fallacy? Journal of International Business Studies, 20 (3), 515-537. Ambos, B. and Schlegelmilch, B. (2008). Innovation in multinational firms: does cultural fit enhance performance? Management International Review, 48(2), 189-206. Anderson, N. R. (2004). Innovative teams at work. Personnel Management, 22(9), 48-53. Bradac, J. J. (2001). Theory Comparison: Uncertainty Reduction, Problematic Integration, Uncertainty Management, and Other Curious Constructs. Journal Of Communication, 51(3), 456 Greb, L. J. (2010). The growing need of cross cultural management and ethics in business. European Integration Studies, 4(7), 148-152. Lather, A. S. (2010). 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