We are now, more than ever before, "a piece of the continent, a part of the main," and what happens anywhere in the world eventually affects us.
Cross-cultural communication model The purpose of communication is to transfer ideas and knowledge from one entity to the other. The first step in communication is input; someone must say something that is received by someone else. The communication loop is successful when the receiver demonstrates that he or she understands what was being communicated.
From an organizational perspective there are many barriers than can impede the flow of communication. These barriers include culture, technology, language, workforce, and environment.
For the purpose of this model culture refers to the traditions and customs that are prevalent in the country where each company is located. These traditions and customs influence policies and procedures implemented by businesses.
Technology is simply the use of mediums such as email, Internet, text messaging, and cell phones to communicate. When a company does not have experience using a particular technological medium to communicate it may rely on older methods that the other company views as inadequate.
Language is what is spoken in the country where the company is located. Workforce refers to the internal structure of the company, including employees, managers, and organizational leaders. Environment refers to the external forces that affect the company. For example, the economy can have an adverse impact on an organization and present an obstacle to cross-culture communication.
As illustrated in Figure 1when these barriers are eliminated companies are able to experience innovation, reduced conflict, and better dissemination of information. The challenge for organizations that must communicate cross-culturally is to ensure that their message is understood the way that it was intended.
When communication barriers are not removed it is easy to make assumptions about what is being communicated. Our assumptions of what we thought was being communicated can be very different from the original message. Communication takes effort, it is much easier to sit back and simply assume what we think others are trying to tell us.
To actively engage in communication takes time and energy. Organizations must be willing to invest the resources needed to support cross-culture communication.
Successful cross-cultural communication creates a dialogue, a continuous transfer of information.
This exchange of information addresses our assumptions and clarifies points we do not understand. It also provides the opportunity for us to ask questions and confirm the information that was received. Having a dialogue reduces conflict because cultural misunderstandings can be dealt with when they arise.
The dialogue only occurs when both parties agree to share information and ensure that the transfer of information is not blocked. Cross-Culture Communication Model 6.Organizational change is the adoption of an organizational environment for the sake of survival.
Namely, the old principles no longer work in the age of Globalization. Businesses have reached the old model's limits with respect to complexity and speed.
The inevitable result of this trend toward globalization is the increasing interdependence of national economies. For example, in the spring of , the Trump administration increased tariffs on. ORGANIZATIONAL CULTURE IN THE AGE OF GLOBALIZATION Globalization, organization, organizational culture 1.
Introduction The theme of globalization is quite widely debated, drawing both supporters and opponents, each trying to support their – increasing global interdependence;. Implication of Globalization on Organization Culture, Kenyan Experience profound transformation, with a goal to increasing material wealth, goods, and services.
Essentially it means that today, more and ever before, groups and individuals interact directly Implication of Globalization on Organization Culture.
With the diversification of our workforce, in terms of culture, gender and ethnicity, the argument of whether organizational culture is more crucial than national culture, or vice versa, in our current period of rapid globalization arises. The current era of globalization, with its unprecedented acceleration and intensification in the global flows of capital, labour, and information, is having a homogenizing influence on local culture.