The paper "Intercultural Business Communication - Strategies to Improve Cross-Cultural Communication" is a perfect example of a case study on business. Respond and judge the conversational needs of both parties. This means that the trainer or communicator should go with the flow instead of adhering to a certain script. For example, departmental meetings and work progress updates should have an impartial manager controlling the conversation. For instance, Australia and Indian employees are told of their roles and expectations while in China, the individual is expected to know the peers then tasks later.
The environment should be that of sharing, responding, managing conflicts, and forming decisions (Reynolds & Valentine, 2011). The employees on both sides should undergo cultural training to familiarize themselves with each other’ s values, beliefs, attitudes, and emotions. 1.4 Interpersonal control Involve role relations among the two parties (Chaney & Martin, 2011). The manager or tutor should be a good communicator versed in Australian and Indian cultures. Moreover, He or she can manipulate role relations by being submissive, dominating, or assertive and can swerve the roles midstream. For example, in India, the manager can choose to be subtle and heavy in implication, and in Australia, situations have a direct and logical inference.
In China, one thing is done at a time. For example, in a business dinner, people take dinner then relax and later have a talk about serious business. This will match with the high context communication culture of Indian employees and the low context communication culture of the Australian employees. 1.5 Self-disclosure In this session, the Indian employees can share their own culture with the Australian employees and in the event, they learn from the encounter and exchange information.
In this situation, the other party can observe language usage and variations (House, et al. , 2002). For example, an Australian can say ‘ Hey! I am not interested in your talk. Do not call me again’ while an Indian employee would say ‘ I am busy at the moment. Please call me later’ . The Chinese will say ‘ Why don’ t we eat dinner… then talk about it later’ . It is important that Australians understand the way the Chinese and Indians behave because they have almost similar beliefs, culture, and values.
These differences should be highlighted and shared for better understanding and communication. 2.0 Cross-cultural communication practices The cultural framework used in GlaxoSmithKline cross-cultural communication is based on Hofstede’ s cultural dimension theory. The framework showcases the effect of culture on the values of members of a society and how they influence behavior. According to the theory, there are cultural dimensions under consideration which are; power distance, individualism vs. collectivism, and uncertainty avoidance (Hofstede & de Mooij, 2002). Context communication culture has also been introduced to compare communication competencies that occur in cross-cultural settings.
The cultural framework for Australia and Indian employees is discussed in the descriptions below. 2.1 Power distance Power distance describes inequality arising from power differentials at the workplace. Societies with large power distance have a centralized authority, autocratic leadership, much supervisory staff, acceptance of privileges, and paternalistic ways of management (Hofstede & de Mooij, 2002). On the other hand, low power distance societies have few supervisory staff, high egalitarianism, flat organizational structure, and consultative management style. India adheres to high power distance culture while Australia has no differences in groups, education, work, and social life.
For example, Indians convey views and news using proper channels while Australian can call and address their bosses using their first names and not their titles.
Chaney, LH & Martin, JS 2011, Intercultural business communication (5thed).Prentice Hall.
Hofstede, G & de Mooij, M 2002, Convergence and divergence in consumer behavior: implications for international retailing. Journal of Retailing, vol. 78, no. 2, pp. 61-69.
Hofmann, J 2012, Cross-cultural communication in Chian: West vs. East. InternChina. 2012 October, 12. https://internchina.com/cross-cultural-communication-in-china-west-vs-east/.
House, R Javidan, M Hanges, P & Dorfman, P 2002, Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, vol. 72, no. 3, pp. 3-10.
Reynolds, S & Valentine, D 2011, Guide to Cross-cultural Communication. (2nded). New Jersey: Prentice Hall.