Intercultural Communication Work place diversity is a situation where there is an inclusive environment that embraces people’s individual differences and gives opportunities for all employees in an organization to achieve full potential. This enhances the productivity of the staff and increases their chances of staying in the organization. It is necessary for organizations to value this diversity. This creates flexible and responsive employees’ potential. Many workplaces have been reformed to include cultural diversity. Communication among the staffs’ who have diverse cultural background is very important. Productive or unproductive communication involves every body in an organization.
Each and every staff is supposed to play a role in developing and improving communication. There is a need to develop every employee or staff competencies in any organization. In day to day transactions in a multicultural workplace the organization should respond to the diversity of the specific cultures that exist. Cultural misunderstanding and language barriers affect the flow of communication and create complex situations in the work place. This brings a need for the organizations managers to have expertise in cross- cultural communication.
There are different cultural issues that influence the communication among members of a team in an organization. This essay looks at the communication in an organization that has staff of Australian cultural heritage and Chinese cultural heritage. In the world today globalization has made the world a village. This has made people from various parts of the world to work as teams in the same organizations. This has made the business relation nowadays is more global than ever. As more organizations go towards a global market, many people are working in a multicultural environment.
The key to communication in the organization is to understand the diverse cultures. This is important especially in relation on how each culture represented conveys meaning. The problem of low and high context cultures arises in the organization. This is because the members of the team from Australia have low context culture while team members from china have high culture context. The problems arise in the exchange of information. In high context cultures like China, there is the use of non verbal elements in communication and most of the messages are in the indirect form.
There is also personalization of disagreements and the conflicts must be solved before work can continue, or conflict must be avoided. The team members use deductive logic in their reasoning where they proceed from general to specific information. They value accuracy of information highly (Sethi 2009, p. 19). On the other hand, the team members from the low context like Australia cultures prefer conveying information by use of words instead of non verbal means. Unlike their counterparts, they depersonalize disagreements. They focus on rational solutions to any disagreement when carrying their tasks.
They like things done by following procedures and having a focus on the goal. In making conclusions they use inductive logic where they make their conclusions from specific to general. They value speed on how fast work is done unlike their counterparts who value accuracy of how work is completed. The team members from the low contexts cultures tend to state the obvious, in their communication in both social and business interactions rather than relying on knowledge (Parvis 2006, p.
116). This is an issue that arises in most time in the organization. This is because of the difference between team members with Chinese cultural heritage which is high context and the team members from Australia who have low context culture.