BUS3041 WK 4 Project

Intercultural Communication

Nonverbal communication differs in various cultures. This is a common impediment to successful

communication in diverse work groups.

In addition, the diversity impact of different age groups, genders, individuals who fall under Americans

with Disabilities Act (ADA) compliance, and unique characteristics of religions and ethnicities in the workplace makes managing effective communication more dif�cult for leaders. For example, in the

United States, a twenty-year-old would think nothing of speaking to a �fty-year-old colleague as a

peer. In other cultures, age is respected and honored in such a way that a twenty-year-old would not

approach a senior member of the staff. The same is true of women. In the United States, women and

men expect to be treated similarly, but in other countries this may not be the case.

As a leader of a highly diverse department or work group in an organization, what can you do to improve communication and keep con�icts at a minimum?

Know your employees well. Knowing who they are, as well as their values and their concerns, will

help you understand their expectations at the workplace.

Ask people what they expect, what bothers them, and what their cares are. Do not make

assumptions. For example, address a person by using their last name until you are invited to call

them by their �rst name; more so if they are senior or from another culture.

Expect confusion and miscommunication when there are language barriers. Observe and listen carefully. Follow up to ensure that tasks are clearly understood and are performed correctly.

Be aware that a person's attire may depend on religious convictions or ethnicity. Inform foreign

employees about the accepted dress code. In the United States, at the workplace, do not

highlight differences in attire as wrong, but as inappropriate.

Explain the reason for deadlines and schedules in the United States.

Understand that some foreign employees may not accept assignments, shifts, or overtime without �rst discussing with their family. In the United States, leaders tend to expect employees

to say a �rm "yes" immediately.

Be aware that in some cultures, a leader may be afforded respect because they are considered the

head of the work family. An employee may seek the advice of their manager on various kinds of issues,

including personal problems. You may risk offending your subordinates if you say that you cannot

discuss their personal lives. In the United States, employees separate their personal lives from work.

Many modern businesses and organizations operate globally, which means that both executives and

employees must learn to communicate with partners, colleagues and employees from other cultures.

Organizations must also learn how to communicate with customers across cultures, as important

messages can be lost in translation, causing confusion and even embarrassment.

Individuals or organizations that plan to work or operate in other cultures can bene�t from learning

about cultural practices and communication styles in those cultures. Failing to adapt communication

styles can cause misunderstandings and problems. For example, different cultures have different

understandings of hierarchy and formality, so adopting a laid-back, familiar style of communication can cause problems in a country that takes a formal approach to business communications. Some countries

also take a slower approach to business planning and execution, and assertive American approaches

may appear aggressive in these cultures.

Additionally, in the United States, the focus is shifting away from individual team assignments toward

teamwork involving intercultural dynamics. Leaders must be knowledgeable enough about these

dynamics so they can seek ways to reward teams effectively for focusing on teamwork.