| International businesses are facing new challenges | | | | relationships and low self-confidence whereas |
| to their internal communication structures due to | | | | supportive language and tones has the opposite |
| major reforms brought about through | | | | effect. |
| internationalization, downsizing, mergers, | | | | Foreign Languages |
| acquisitions and joint ventures. | | | | These days, offices may have native speakers of |
| Lack of investment in cross cultural training and | | | | over 50 languages all under one roof. It is |
| language tuition often leads to deficient internal | | | | important that the main language of the office is |
| cohesion. The loss of clients/customers, poor | | | | established, whether it be English, French or |
| staff retention, lack of competitive edge, internal | | | | Spanish. Once this is constituted all employees |
| conflicts/power struggles, poor working relations, | | | | should only converse in the main language. This |
| misunderstandings, stress, poor productivity and | | | | avoids exclusion of staff who can not understand |
| lack of co-operation are all by-products of poor | | | | other languages. In addition, a company should |
| cross cultural communication. | | | | ensure that all its employees are fully conversant |
| Cross cultural communications consultants work | | | | in the main language. Language tuition should be |
| with international companies to minimise the | | | | seen as a necessity not a luxury. |
| above consequences of poor cross cultural | | | | Culture |
| awareness. Through such cooperation, | | | | International businesses with a highly diverse |
| consultancies like Kwintessential have recognised | | | | workforce in terms of nationality and cultural |
| common hurdles to effective cross cultural | | | | background face challenges from the differences |
| communication within companies. | | | | in language, values, belief systems, business ethics, |
| Here we outline a few examples of these | | | | business practices, behaviour, etiquette and |
| obstacles to cross cultural co-operation: | | | | expectations. |
| Lack of Communication | | | | Cross cultural differences can negatively impact a |
| It may seem obvious to state that | | | | business in a variety of ways, whether in team |
| non-communication is probably the biggest | | | | cohesion or in staff productivity. As we have |
| contributor to poor communication. Yet it | | | | seen above, different methods of communication |
| continues to prove itself as the major problem | | | | are just one area in which cross cultural |
| within most companies. | | | | differences are manifested. |
| Lack of communication with staff is not solely due | | | | In such multicultural companies, objective help |
| to lack of spoken dialogue. Rather it relates to | | | | may be needed through a cross cultural |
| access to information. | | | | consultant who will show teams and individuals |
| For example, not giving feedback (negative or | | | | how to manage communication and work |
| positive), informing staff of decisions and actions | | | | together more cohesively and productively. |
| that will affect their roles or failure to properly | | | | Company Culture |
| communicate expectations are all ways in which | | | | Company culture pertains to the internal culture of |
| information can be withheld from staff. This will | | | | a company in terms of how it is managed. For |
| eventually result in an alienated staff base that | | | | example, does the company view its different |
| feels divided from management and superiors. | | | | departments such as sales, production, |
| If managers are too selective in providing | | | | administration and HR as closed or open systems? |
| information, this can cause suspicion and jealousy | | | | A closed system is one in which a total lack of |
| among staff and will eventually result in internal | | | | synergy exists between a sales and production |
| strife instead of cohesion. | | | | department due to the structure and |
| A management which does not and will not | | | | communication lines between the two. A |
| communicate and interact physically with staff | | | | consequence of such compartmentalization is that |
| demonstrates a lack of interest, trust and | | | | managers of departments have a tendency to |
| respect. | | | | become territorial. It is vital that team work, team |
| In the West it is often the case that | | | | building and team spirit are encouraged in order to |
| communication lines are vertical. Staff report up | | | | create open systems. |
| to managers and managers up to senior levels | | | | Such measures are especially valid in joint |
| and so on. Ideally lines of communication should | | | | ventures and mergers whereby co-operation |
| run both ways. Those with a subordinate place in | | | | between two or more companies requires their |
| the communication process tend to feel | | | | total commitment to an open system. |
| estranged, indifferent and possibly even belligerent. | | | | Understandably many companies are primarily |
| Lack of communication in all its forms is unhealthy. | | | | focused on the financial and strategic side of |
| Companies and managers must be aware of how, | | | | company operations. International businesses are |
| what and to whom they are communicating. | | | | now realising that many of their business |
| Language | | | | problems have roots in man-management and |
| Communication difficulties through language come | | | | communication. |
| in two forms: | | | | In summary, we can conclude that the biggest |
| Use of inappropriate language | | | | hurdle to effective cross cultural communication is |
| Language carries with it subliminal meanings and | | | | a reluctance to invest in the expertise and |
| messages transmitted through vocabulary, stress | | | | resources needed to overcome the problems as |
| and tone. The wrong use of words or emotions | | | | outlined above. Cross cultural hurdles are easily |
| hidden behind phrases can send messages that | | | | negotiable with some objective and well-qualified |
| affect staff self-perception, confidence and | | | | assistance. |
| attitude. Critical language causes poor interpersonal | | | | |