The paper "International Dimensions of Organizational Behavior and Cross-Cultural Communication" is a great example of management coursework. The concept of cross-cultural communication refers to the ability of an individual or organization to foster and improve successful relationships with members from another culture. This ability is based on respect for and appreciation of the other culture’ s values, mannerism, decision-making practices, perceptions and social structures (Theodor, 2006). It is also based on a thorough understanding of how people from other cultures communicate in different contexts. The overlying principle of communication across cultures is that cultural constructions of the world provide a platform through which people communicate.
In the contemporary world, advances in information technologies and the forces of globalization have made cross-cultural communication an integral aspect of people’ s lives (Lather, 2010). According to Anderson (2004), the ability to communicate effectively across cultures is a critical life skill. Organizations emphasize cross-cultural communication as a fundamental workplace skill because they will inevitably have to deal with people from different cultural backgrounds. Notably, business relations and organizational decision-making processes are enhanced when employees are aware of aspects that may create misunderstandings and conflicts when communicating across cultures.
This consideration is important especially for multinational companies and those that hire employees from different cultures (Adler & Graham, 2009). For such organizations, success is achieved when individuals from different cultures appreciate each other’ s differences and find new ways of communicating while incorporating the cross-cultural perspective. Theory 1: Uncertainty Reduction Theory This theory posits that when communicating, people need to know and understand certain pertinent information about the other party so as to reduce uncertainties. Once this information is obtained, it is possible to predict the other party’ s responses, actions ad resulting behaviors, all of which are crucial in fostering a positive relationship.
According to Bradac (2001), the core tenet of this theory is the fact that uncertainty is a negative factor in communication settings involving different cultures. People tend to communicate less freely and openly when they are uncertain of any issue relevant to the communication process.
Adler, N. J. and Graham, J. G. (2009). Cross-cultural interaction: the international comparison fallacy? Journal of International Business Studies, 20 (3), 515-537.
Ambos, B. and Schlegelmilch, B. (2008). Innovation in multinational firms: does cultural fit enhance performance? Management International Review, 48(2), 189-206.
Anderson, N. R. (2004). Innovative teams at work. Personnel Management, 22(9), 48-53.
Bradac, J. J. (2001). Theory Comparison: Uncertainty Reduction, Problematic Integration, Uncertainty Management, and Other Curious Constructs. Journal Of Communication, 51(3), 456
Greb, L. J. (2010). The growing need of cross cultural management and ethics in business. European Integration Studies, 4(7), 148-152.
Lather, A. S. (2010). Cross cultural conflict resolution styles: An extensive literature review. Asian Journal of Management Research, 4(2), 130-146.
Linghui, T. and Koveos, P. E. (2008). A framework to update Hofstede's cultural value indices: economic dynamics and institutional stability. Journal of International Business Studies, 39 (6), 1045 - 1063.
Nagar. L, (2011). Cross Cultural Challenges While Doing Business in India. Journal of Research in Commerce & Management, 2(9),108-115.
Neuwirth, K. (2007). The Spiral of Silence and Fear of Isolation. Journal of Communication, 57 (3), 450–468.
Richardson, R. M. and Smith, S. W. (2007). The influence of high/low-context culture and power distance on choice of communication media: Students' media choice to communicate with professors in Japan and America. International Journal of Intercultural Relations, 31 (4), 479 - 501.
Sherwyn, P. M., Michael, M. O. & Judy, C. P. (2000). Why Communication is Important: A Rationale for the Centrality of the Study of Communication. Journal of the Association for Communication Administration, 29, 1-25.
Theodor, R. L. (2006). Inference of attitudes from nonverbal communication in two channels. Journal of Consulting Psychology, 31:248-252.
Tsui, A.S, (2007). Cross-national, cross-cultural organizational behavior research: advances, gaps, and recommendations. Journal of Management, 33(12), 426-478.
Ybema, S. and Byun, H. (2009). Cultivating Culture Differences in Asymmetric Power Relations. Cross Culture Management, 9 (3), 339-358.