Importance and Impacts of Intercultural Communication - Research Paper Example

Marketing Management Name: Institution: Table of Contents Table of Contents 1 1.0 Background 2 2.0 Research Issue 3 2.1 Communication 4 2.2 Intercultural communication 4 2.3 Importance and impacts of intercultural communication 5 3.0 Marketing Theory Identified 7 3.1 Model Theory of Communication 8 4.0 Major Subject Findings 8 5.0 Implications for Marketing Managers 9 6.0 Recommendable Essence of Communication in Management 11 7.0 Conclusion 11 8.0 References 13 1.0 Background Management is about planning, coordinating, leading and controlling an organization to use minimal resources in achieving organizational goals. These goals and objectives are to be achieved effectively and efficiently. Marketing management is shaped by the marketing strategies, plans and control ideas adapted to exhaust viable markets. Additionally, the scope of marketing management styles and strategies of a company depends on the organization’s business size and industry of operations (Welch & Piekkari, 2006). Evidently, effective marketing management encounters challenging issues in trying to uses available company resources to enlarge its customer base, improve customer experience and thus achieve objectives efficiently. This report identifies intercultural communication for review as one of such challenging issues. Intercultural communication is mostly visible in international business and marketing (Gibson, 2002). The aim of the report is to outline the contributions of cultural differences to the complexity of communication in marketing. The report identifies cultural difference as an impediment to international marketing. It achieves this by discussing the essence of intercultural communication and comparing to the ideas of Hofstede Theory of communication as presented by Chen and Starota (2000). Complementarily, a ground on the basics of general communication is established so as to highlight the impacts of intercultural communication in marketing management as explained by Redmond (2000). The article holds discussion with a bias to the fact that intercultural communication skills remain vital in ensuring ample market analysis by addressing factors surrounding consumer needs satisfaction. Figure 1 indicates this together with other external factors that are influential in marketing management, as supported by Duxbury (2002) as well. Additionally, the report discusses intercultural communication skills and the implications that cultural difference have for marketing managers in their work. With the help of review articles, this report also highlights subject findings and puts in probable recommendations at the conclusive end. Figure 1 Satisfying consumer needs 2.0 Research Issue The research issue that all the reviewed articles have in common as the identified problem is communication. Communication has proven to be an elementarily vital tool in marketing, especially at the global levels (Duxbury, 2002). It has gone through a number of changes including the media used as it is getting digitized so that even social media is forming part of the business. However, as Chen and Starota (2000) insinuate, global cultural differences make the communication exercise quite complex and necessitate cross-cultural and intercultural communication skills. In this discussion, the focus is on intercultural communication because in marketing, the seller and the buyer actually interact by means of some kind of communication process (Redmond, 2000). As Gibson (2002) writes, intercultural communication skills have become vital for business people. 2.1 Communication As put by Chen and Starota (2000), the sole essence of communication is to ensure that information is received and decoded by the recipient as intended by the sender who encoded it. The report takes on cultural difference as a challenge to effective communication. The communication is not only between the seller and the buyer but also among the employees of a company who may be with different cultural backgrounds (Duxbury, 2002). It then presents the aspect of crossing language boundaries and differing registers, as Welch and Piekkari (2006) mention. Duxbury (2002) states the importance of intercultural communication as she writes about the role of communication in connecting people and easing cross-cultural interactions in marketing. 2.2 Intercultural communication Gibson (2002) discusses that development of intercultural communication requires fundamental competencies that include ability to adjust and accept differences in culture, understanding the extents to which the aspects of behavior and reactions are under conditioning by culture. These factors try to address the challenging yet inevitable aspect of cultural differences in business. Thus, cultural differences present a communication problem to marketing management in terms of business transactions where people from different cultural backgrounds have to interact (Welch & Piekkari, 2006). The problem always arises be it between partners, workmates or managers. It has great influences too, although the skills of intercultural communication provide a solution all the same. Application of intercultural communication skills is the prime objective of learning intercultural communication as theorized by Gibson (2002). This theory is validated on the basis that it appreciates that the essence of the ability to successfully communicate and work well with other cultures is fundamental for international business. Figure 2 shows barriers that influence effective communication between the two companies from two cultural backgrounds. Figure 2 cultural communication barriers Since intercultural communication is centered on the complexities and nature of the interacting cultures (Duxbury, 2002), it is imperative that culture itself is well understood. Culture can be defined as patterns of learnt behavior that are mutually acceptable and agreeable upon by a group of people with common interests. In international business, internationalized companies operating on the global market are composed of mixed cultures with regards to the workers they employ (Welch & Piekkari, 2006). Cultural insensitivity will definitely result into misunderstandings uneasiness in business relationships. International business continues to grow and since it is impossible for one culture to conform to another, it is important to understand other cultures (Chen & Starosta, 2000). 2.3 Importance and impacts of intercultural communication The challenge that culture brings to marketing management is in terms of misunderstandings and consequential conflicts as evidenced by language differences (Welch & Piekkari, 2006). Consider the factor of individualism of the Hofstede Theory which focuses on the degree to which a culture values or reinforces the individual as opposed to the group. For instance, South Korean culture endorses group activities as opposed to American culture which values individualism more. Therefore, in the process of bridging the language differences, intercultural communication techniques recognize that languages and registers lack exactness. In the business scenario, the techniques of cross-cultural communication reconcile the differing cultures and identities so as to contain the decisive factors that establish success in a commercial relationship. Apart from language differences, communication also happens differently in the various cultures; that which is acceptable in one culture is not necessarily as okay in the next (Duxbury, 2002). For that reason, it is requisite that people in interaction also take into account the differences in communication techniques (Redmond, 2000). Without this, not only does communication suffer but conflicts rise as well. Intercultural communication respects the different areas of interaction where societal differences are appreciated (Gibson, 2002). The affective impacts of intercultural communication are dependent on the type intercultural communication in play; verbal or nonverbal communication (Gibson, 2002). Notably, misinterpretation of gestures proves to be a common cause of miscommunication in the interactive process (Chen and Starota, 2000). As a tool that fosters respect, intercultural communication enhances international business and thus develops the respective country economies and by extension, the global economy. When there is respect between the interacting parties, definitely both cultures are appreciated and so gives the opposite sides every reason to continue engaging in more business with appreciative partners (Duxbury, 2002). Business success in the global economy depends on accurate reading and responding to environmental complexity, which is marketing management (Welch & Piekkari, 2006). This makes it important that organizational learning be used as a surviving tool in the global market (Redmond, 2000). Intercultural communication achieves some the relevant competences that are necessary for business operations internationally. This is because many companies are exploring culturally complex markets whose success heavily depends on the tool of communication (Chen and Starota, 2000). They have therefore employed Korean locals alongside some of their employees from their countries. This creates a cross-cultured environment and so validates the impact of intercultural communication which is to necessitate organizational learning as important for managers to implement. Most of the competences that have become necessary for business in culturally mixed market environments are behavioral and cognitive (Redmond, 2000). One of these is self-awareness which is consciousness of oneself and one’s reputation elsewhere. Another is effectiveness which refers to ability to bring about a constructive effect in a region of another culture, say as a manager or new employee. 3.0 Marketing Theory Identified All of the five articles reviewed herein discuss the aspect of culture in communication with respect to contemporary business and marketing management (Redmond, 2000). Laying basis on this, it can be seen that common theory of marketing here is mostly viewed in terms of general organization management theories. This is evidenced for instance, by Chen and Starosta (2000) who discuss human connections and Duxbury (2002) who talks about connections and interactions. Therefore, it can be established that the appreciated theory of management herein in the Management Science Theory. This is a contemporary extension of Fredrick Taylor’s theory of Scientific Management. It focuses on a rigorous and continuous evaluation of communication techniques. The theory helps managers to make maximum use of market information and organizational resources to achieve organizational goals. 3.1 Model Theory of Communication An intercultural communication model by Chen and Starota (2000) holds that intercultural sensitivity is the affective dimension and it refers to the emotional desire of an individual to acknowledge, appreciate and accept cultural differences. Working across culture may be a new experience for many people but the world economy continues to grow with nations interdependent on each other (Duxbury, 2002). Working in a global team and dealing with business partners or customers across cultures may raise challenges and so demands new attitudes and skills; this is as written by Redmond (2000). Research indicates that without the right approach, cultural differences greatly reduce effectiveness in the early stages of a business relationship. But active management of the internationalization process and a conscious effort to acquire new skills will release fresh sources of competitive advantage (Welch & Piekkari, 2006). 4.0 Major Subject Findings The report introduces intercultural business communication and achieves the objective of exploring the essence of intercultural communication and noting its impacts on international business. Gibson’s (2002) research predominantly reveals that working in a cross-cultured environment or marketing in such environments may be challenging and so sensitivity with oneself and others helps to move beyond the frustrating issues. The other is factor, as generally realized in the discussion, is respect. It is a virtue that is much valued in the given societies such as China and Korea. Therefore, practising it gains one respect from the others in return. In their studies of culture, Welch and Piekkari (2006) find that language plays an important role in communication; it is the definition of culture. From the discussion and articles reviewed, this report finds that skills and knowledge that are good for business are those that achieve goals and objectives Welch & Piekkari, 2006). These goals and objectives must be geared towards gaining profits as well developing and growing that business internationally. Careful consumer research and well strategized business management are, therefore, necessary on international markets for the business shareholders and professionals to successfully communicate with other business institutions and entities around the world (Duxbury, 2002). These researches avail information about the current conditions of given regions. It thus creates business relations and interactions on intercultural basis, with establishments on the international level. The result of these is achievement of business goals and objective, as well as increased production of products for the needy consumers. As research shows, intercultural business communication allows the main business players on the international level to hunt for approaches that will guarantee an increase their profits from the international markets by contacting appropriate establishments (Welch & Piekkari, 2006). These establishments are expected to give appropriate advices on the cultural environment and the best approaches for cultural differences. The works of Redmond (2000) reveal that entities realize particular foreign markets' needs through successful intercultural communication. Later, they adopt marketing policies and advertising strategies and increase awareness toward their production or services. This report establishes that since cultural interactions are inevitable, intercultural communication is a vital tool of survival and coexistence. It is indispensable to be positive about situations and always check and double check to see that both parties are on the same page is the easiest way of minimizing negative impacts of intercultural communication (Duxbury, 2002). 5.0 Implications for Marketing Managers Communication as a tool for business mainly achieves avoidance of conflicts by ensuring effective and appropriate sharing of information through the right channels. The basic implication here is that marketing managers and their teams must advance intercultural communication skills lest they be unable to respond to resultant conflicts. Research shows that useful information is only obtained by effective listening, which is an essential management skill. By providing a basis of high levels of both intrapersonal and interpersonal communication Chen and Starosta (2000) suggest that managers must enhance their efforts to counter the problem of conflict management in modern organizations. Effective listening enhances trust between staff and the manager and it also reduces conflicts. More so, it enhances better knowledge and understanding of the ways of motivating others Notwithstanding this, a great fraction of people sincerely believes that they always listen effectively.  Consequently, very few people think they need to develop their listening skills. Most conflicts result from the oblivion that people have in regards to the fact that effective listening is an attitude attribute that is learnt and vital for comprehensive communication yet very few have it. The practice of effective listening is quite easy to learn and so organization members should opt to pick the habit of listening. Studies of conflicts that result out of poor communication skills have taken different perspectives though commonly they include intrapersonal, interpersonal and societal conflicts (Duxbury, 2002). Conflict is the felt tussle between two or more interdependent entities over perceived irreconcilable differences in beliefs, values, and goals, or over differences in desires for esteem, control, and connectedness. Conflict is almost always expected in groups and organizations, and it presents both a challenge and a true opportunity for every manager who can look at it creatively and make the best out of it (Gibson, 2002). The managers need to perfect their Human Skills and disturbance handling capabilities (Chen & Starosta, 2000). In addition, the general view is that conflicts are disruptive to marketing strategies, goal achievement and business plans, and should be avoided. A good manager would have a uniquely different look at the subject and identify opportunities for growth out the conflicts, in the process of seeking solutions and reconciling conflicting parties by way of inculcating proper communication skills (Welch & Piekkari, 2006). 6.0 Recommendable Essence of Communication in Management Marketing management is nothing further from managing people who are the consumer and the member of an organization’s marketing team. The consumers are managed by identifying what they need and their behaviors so as to capitalize on a competitive advantage. The importance of communication in management can be clearly defined by the Theory of Constraints which has typical attributes of improving communication, planning and capacity for analysis. These come with lower levels of frustration and reduced management difficulties. So then apart from sufficing and satisfying, it keeps stress out tasking. In fundamental terms, the theory of constraints restricts a manager to responsibilities related to assigned tasks geared towards achieving goals. This then ensures to delineate underlying policy limitations from conflicting actions. The Thinking Process technique of this theory gives a quick map of the solution in the proposal so as to see how far it would go in solving a management problem. It also enables noting of missing elements without which a desired outcome may not be realized. It is the basic technique with which the theory of constraints views any manageable system as a limited system with at least a constraint. The idea is to identify the restraint and redesign the system configuration around it so as to maximize on the concept (Chen & Starosta, 2000). 7.0 Conclusion Application, reviewing and tracking of marketing activities and resources are the defining elements of efficient marketing management. For effectiveness, marketing management depends on the marketing strategies and plans that marketing managers adopt on behalf of their organizations. This implies that the exercise of marketing management has a broad subset that encompasses consumer research and analysis of international business environment. This article finds that this broad subset of the subject makes it complex and so faces particular problems and challenges. One of these challenges is intercultural communication, which this article finds to be inevitable in international practice of business, as companies seek to reach wider global markets with their products and services. The discussion also finds that this quest increases intercultural interactions which make proper intercultural communication skill vital for effective and respectful conduction of business. It is, therefore, crucial for marketing managers and their teams to develop appropriate communication skills. This is because a general reiteration would be that intercultural communication skills in marketing foster respect, appropriateness, conflict solutions and goal attainment amongst interacting entities. 8.0 References Chen, G. M. and Starosta, W. J. (2000). The development and validation of the intercultural communication sensitivity scale. Human Communication, 3 (1). Duxbury, N. (2002). Making Connections: Culture and Social Cohesion in the New Millennium. Canadian Journal of Communication, 27 (2). Gibson, R. (2002). Intercultural business communication: an introduction to the theory and practice of intercultural business communication for teachers, language trainers, and business people. Oxford: Oxford University Press. Redmond, M. V. (2000). Cultural distance as a mediating factor between stress and intercultural communication competence. International Journal of Intercultural Relations, 24 (1). Welch, C., & Piekkari, R. (2006). Crossing language boundaries: qualitative interviewing in international business. Management International, 46 (40). Read More