Inter Cultural And Non Verbal Communication example essay topic

Inter-cultural and non-verbal communication is a factor in all multi-cultural teams. It is important to asses and implement strategies to best maintain these differences within an organisation. Non-verbal communication is a communication exchange that does not use words or that uses words to carry more meaning than the strict definition of the words themselves. (Davidson 1999).

Inter-cultural communication is the sharing of meanings between individuals from different cultures. (Tyler, Koss en, Ryan 1999). Discussed are the effects of non-verbal communication combined with different cultures in the workplace. Eliminating distance to ensure a smooth and accurate project outcome and practices to operate a productive international business. In this essay by exploring the effects of cultural differences and non-verbal communication it is easy to see how problems might arise in the workplace, this can be overcome by managerial strategies designed to counteract these issues before they arise. "Non-verbal communication is defined as the process in which non-verbal behaviours either alone or associated with verbal behaviours are used, with in a particular situation or context, in the exchange and interpretation of messages".

(Tyler 1999 p 160). In its literal sense it is communication without words. Non-verbal communications has many characteristics. It is continuous and omnipresent providing clues but not facts. Non-verbal communication can be unintentional or intentional and in almost all cases can be influenced strongly by culture.

It is in this culture-dependant element of non-verbal communication that can cause cross-cultural communication problems. Non-verbal communication can be split into five major categories. The first category is Proxemics. Proxemics refers to spatial relationships, or how we use space (Tyler 1999 p 174). This category is greatly influenced by culture. For example, someone from an Arab community is more comfortable standing closer to other people whereas someone from Britain would prefer more personal space.

In the workplace this could cause tension as there is constant movement as each individual attempts to attain a comfortable distance. Kinesics, otherwise known as body language, includes gestures, facial expressions and posture. It is not simply the way we sit, stand and position our body in relation to the person we are communicating with that conveys information about our emotional and physical states. It provides an insight into the level of tension or discomfort felt. In a workplace environment different socio-cultural behaviours such as the use of eye contact could create feelings of disrespect or confusion. The degree of informality in posture and general behaviour could also create anxiety between co-workers.

(Tyler 1999) define Paralinguistic's as the sound element of non-verbal communication. No words are involved however the communication is dependent on sound. Co-workers using shrieks, coughs, sighs and vocal sounds such as 'hm' are expressing their opinions and approval / disapproval clearly without having to put it into words. This form of non-verbal communication could provide offence as it provides an opportunity to judge and pass on dissatisfaction, creating feelings of tension and dislike which then have the ability to develop to a point where outbursts can occur. Chronemics is strongly influenced by culture as it is the how we perceive, use and react to time. In some cultures time is specifically expressed and strictly complied with whereas is other cultures time can be interpreted more loosely or openly (Tyler 1999 p 180).

The importance of being on time fluctuates with the relative status each person. An example of this is when we usually guarantee punctuality for a meeting with a manager but would not bother so much with someone on the same or of a lower status. Semiotics is the communication through signs and symbols. Some signs are universal such as traffic lights or the toilet signs, whereas particular ethnic groups may feel less comfortable identifying with icons on computers and localised symbols.

As Dwyer (1999) rationalizes, cultural background influences the way people send and receive non-verbal messages, therefore it is important to consider the cultural factors in messages as well as interpreting the message within the context. In a workplace environment applying these aspects of non-verbal communication make it understandable how cultural differences can cause conflict or misunderstandings. It is important that managers address these possible issues and identify with achievable solutions to avert difficulties before they arise. On a day to day basis management are constantly facing situations where communication is extremely important wether it is attending scheduled meetings, making and receiving telephone calls, answering correspondence, attending unscheduled meetings and going on tours. Management often usually spend more than half there time communicating in some way.

While communicating there is always two or more persons involved, so other behavioural processes such as motivation, leadership and group and team processes all come into account. It is important that all top executives must handle communication effectively if they are to be positive leaders. Discussed are ways cultural differences can best be managed. Eliminating distance is a factor that comes into account when involved in a multi-cultural team.

It is important to grasp the complexities and challenges when members of a team are thousands of miles apart, in different time zones, speaking various languages and belonging to very different cultures (Gancel 2002). It is often an obstacle to bring people together. Considering the great travel cost of bringing clients together physically, it may be appropriate for a phone conference to be organised, however this arrives a whole set of problems of its own. For example a person in Hong Kong at 8 am fresh and ready to start the day may call a person in Australia at 11 pm whose mind isn't in the right spot as a result of a hard days work and lack of sleep. Management today must work on a world scale on specific international projects, while often maintaining local responsibilities and remaining in local teams. It is important to comprehend that a remote and often intercultural team cannot be organised and led in the same way traditional co-located ones could.

(Hills 2002) To operate a more effective and productive international team specific practices are necessary. These practices can be broken into five steps. The importance to agree on ways of working together. (Gancel 2002) ) As a result of working with distance it may be important to create a written contract of team members processes and job descriptions this in turn will create a spinal column for the project. It is much easier to get team members to comply with what they helped to create and agreed upon in the beginning than to rules that were simply imposed. The way the team will work taking into account the local constraints of the team members as well as the characteristics of the project must be anticipated before the project gets underway.

Develop relations and agree on practices. (Gancel 2002). To ensure a stable launch process of a project establishing relationships is the key, this will create mutual trust between co-workers. Sharing strong and even emotional experiences forms a relationship that people can draw on when they are far apart. Similarly, establishing a code of conduct with principles of behaviour that takes into account the cultures of the various individuals, goes a very long way to avoiding misunderstandings that can lead to ill feelings. (Hills 2002) Optimise communication technologies (Gancel 2002).

Telephone, Internet, video conferences and fax are all tools that can all be used with effectiveness but can also cause great confusion. The poor use of technologies can turn the tools against the user. The team however must think about its choices of communication technologies and set rules for their use. Define and promote the identity of the team. (Gancel 2002). As a result of the different localities of the team it is essential to promote its mission, objectives and results, not only within the team but also throughout the organisation.

Promotion is crucial, as it will help build a feeling of recognition and support. In conclusion the effects of non-verbal and inter-cultural communication if not dealt with appropriately in the workplace can lead to lack of project effectiveness and organisational deformation. Therefore by using set strategies managers can foresee problems and take steps to prevent them from occurring.