Improving Communication with a Low-Context Manager

This assignment focuses on improving communication between the writer, hailing from a high-power distance culture, and their manager who belongs to a low-power distance culture. The writer proposes utilizing Hofstede's cultural dimensions (power distance, uncertainty avoidance, individualism-collectivism) to understand each other's communication styles. The assignment outlines a structured communication process with dedicated phases for introduction, discussion, and conclusion to build understanding and foster effective collaboration.

Running head: PROFESSIONAL COMMUNICATION PRACTICE
Professional communication practice
Name of the student:
Name of the University:
Author note:

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Table of contents
Table of Contents
Scenario 1:.......................................................................................................................................3
1.1 Audience analysis.............................................................................................................3
1.2 Communication goals.......................................................................................................3
1.3 Communication process....................................................................................................4
1.4 Timing...............................................................................................................................4
Scenario 2:.......................................................................................................................................5
2.1 Audience analysis.............................................................................................................5
2.2 Communication goals.......................................................................................................5
2.3 Communication process....................................................................................................5
2.4 Timing...............................................................................................................................6
Scenario 3:.......................................................................................................................................7
3.1 Audience analysis.............................................................................................................7
3.2 Communication goals.......................................................................................................7
3.3 Communication process....................................................................................................7
3.4 Timing...............................................................................................................................8
4. Scenario 4....................................................................................................................................9
4.1 Audience analysis.............................................................................................................9

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4.2 Communication goals.......................................................................................................9
4.3 Communication process....................................................................................................9
4.4 Timing.............................................................................................................................10
References......................................................................................................................................11

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Scenario 1:
You have been asked to present an information session on wills and estate planning to a group
of Aboriginal people. How would you use the intercultural communication and language and
argument to prepare the session?
1.1 Audience analysis
The most suitable audience for this particular scenario is a group of Aboriginal people who
have different needs pertaining to communication and have different expectations and
preferences. In order, to present an information to a group of Aboriginal people, one must have
proper communication skills and techniques (Carbaugh 2013). In order to make the
communication process more effective, it is necessary to have the knowledge regarding their
language, culture and traditions. During the information session, the culture and beliefs of the
group must be given due respect. Special attention must be given to the language used as the
Aboriginal people might have lower proficiency in English language.
1.2 Communication goals
The major objective of this particular information session is to inform the Aboriginal people
about wills and estate planning. The culture, traditions and language used by the Aboriginal
groups are different from the other Australians. They have been a victim of discrimination for a
long period of time (Neuliep 2017). Therefore, it is necessary to make them aware regarding
their rights pertaining to land and will. In order to make them understand, verbal communication
and display posters must be used to ensure effectiveness of the communication process. The
information session shall emphasize upon the following:
 Use of appropriate language

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 Respect for the culture, traditions, beliefs and thoughts of the Aboriginal people
 Communication according to the literacy skills of the people
 Interact with the Aboriginal people and allow them to express their views
1.3 Communication process
The communication process shall involve three parts, introduction session, interactive and
development session and concluding session. A warm welcome shall be provided to them
followed by singing and dancing performances. The interaction would be in their traditional
language in order to build a friendly atmosphere. The conclusion shall involve the feedback from
the Aboriginal people regarding the information.
1.4 Timing
The timing plan for this information session will be as follows:
 Introduction session for a duration of 20 minutes
 Interaction and development session for a duration of 30 minutes
 Conclusion session for a duration of 15 minutes

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Scenario 2:
Devise a communications program, which announces a reduction in staff when the company
has just announced record profitability.
2.1 Audience analysis
The desired audience for this particular scenario shall be the staff of the organization wherein
the downsizing of the staff is to be done. An effective communication program with the staff
shall require an understanding of the skills and competencies of the staff along with their
expectations from the organization. It is necessary to study the history of the staff within the
organization and evaluate their performance (Samovar et al. 2014). The staff must be proficient
in English therefore, clear and simple English language must be used to inform them about the
reduction in the staff.
2.2 Communication goals
The major objective of this communication program is to announce a reduction in the staff.
The communication program shall provide information regarding the reason behind such
decision and shall inform the staff that the management would personally have a talk with the
employees who shall be affected by the decision (Stewart and Shamdasani 2014). The
communication program shall convey the employees about the change management and the
reasons behind it.
2.3 Communication process
Downsizing the staff is a complicated process and must be done carefully. The management
shall inform all the employees about the reduction in the staff in a brief introduction session so
that the staff can be mentally prepared for the circumstances. Another private communication

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session shall be held wherein the management shall speak to the staff in a private place so that
they do not feel offended or embarrassed. The management shall listen to the employees and
explain them the reasons for their lay-off. At last, there shall be a concluding session wherein the
staff shall be allowed to put up their queries to the management and get the answers.
2.4 Timing
 Introduction session for a time duration of 20 minutes
 Private communication session for a duration of 40 minutes
 Concluding session for a duration of 15 minutes

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Scenario 3:
How would you use a non-verbal communication in a job interview to ‘interview’ the
interviewer? What methods of Non-Verbal Communication would you use to find out as much
as possible about the job and organization and be a successful candidate?
3.1 Audience analysis
For this particular scenario, the interviewer is the desired audience. It is necessary to use non-
verbal communication during an interview process. It becomes very important to be precise with
non- verbal communication when one is interviewing the interviewer. During an interview
process, the candidates might emphasize much upon answering the questions and neglect non-
verbal communication. However, non- verbal communication is equally important during an
interview process (Manusov 2014). The body language, attire and the facial expressions of the
interviewee plays an important role in selection process.
3.2 Communication goals
The major objective of using non- verbal communication in interview process is to create a
good impression upon the interviewer. Several research have shown that the first impression of
an individual is based upon the body language than on mere verbal content (Feldman 2014). All
these involve the appearance of the interviewee, the way one walks and sits, the things they carry
with them during an interview, the posture, eye contact and the way one wraps up an interview.
3.3 Communication process
The communication process shall involve an introduction session wherein the interviewer
and the interviewee shall shake hands with each other as a symbol of non- verbal
communication. The posture and the way of speaking shall determine the non- verbal

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communication between the interviewer and the interviewee (Knapp, Hall and Horgan 2013).
The eye contact between the employee and the employer and the voice shall also determine the
non- verbal communication between the interviewer and the interviewee. The interviewee must
not only answer the questions asked by the interviewer but should also ask questions to the
interviewer regarding any queries related to the organization or the job role. Asking questions to
the interviewer has a positive impact on the interviewer as he or she feels that the interviewee is
genuinely interested in the job role and the organization (Remland 2016). At last, in the
concluding session, the interviewee and the interviewer shall shake hands and the interviewee
shall walk out confidently and leave the place.
3.4 Timing
 The introduction session for a time duration of 5 minutes
 The interview and interaction session for 15 minutes
 The concluding session for 5 minutes


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4. Scenario 4
You feel you are not getting the best outcomes working with a manager from another country
(A manager from low-context culture). How would you use one of the Models of Intercultural
Communication to improve the situation?
4.1 Audience analysis
For this particular scenario, the desired audience is my manager from low- context culture
(Norway) and I from a high- context culture (Italy). It is very important to have a good
relationship between the managers and the employees in order to ascertain efficient functioning
of an organization (Adler, Rodman and DuPré 2016). However, the inter-cultural differences
often act as a barrier between the employees and managers belonging to different cultures. The
high- context cultures emphasize equally upon the context and the message however, the low-
context culture emphasizes upon the message only. Due to these inter-cultural differences, I am
not getting best outcomes working with my manager.
4.2 Communication goals
The major objective of this communication process is to use the models of intercultural
communication to improve the relationships between my manager and me so that there are less
conflicts and the organizational efficiency is increased (Liu and Irwin 2017). The objective of the
communication process is to utilize the Hofstede’s model to obtain best outcomes working with
my manager belonging to low- context culture.
4.3 Communication process
The communication process shall follow the Hofstede’s model in order to improve the
situation. The model is based upon five dimensions of culture namely power distance,

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uncertainty avoidance, individualism- collectivism, masculinity- femininity and long- term short-
term. I belong to high- power distance culture and emphasize much upon conformity, equality,
coercive power and authoritative leadership whereas my manager belongs to low- power distance
culture as he emphasizes much upon independence, freedom, legitimate power and consultative
leadership. Therefore, we shall communicate our power distance with each other so that we can
understand the working process of each other. The model states that high uncertainty avoidance
culture involves belief in expertise whereas low uncertainty avoidance culture involves belief in
common sense. Therefore, we shall communicate our uncertainty avoidance preferences in order
to understand each other. Another aspect of the model is individualism- collectivism.
Individualistic culture believes that individual decisions are better whereas collectivism culture
believes that group decisions are better (Neuliep 2017). We shall convey our preferences to each
other in order to know each other better and to build a strong relationship. In the introduction
session, we shall convey our preferences as per the Hofstede’s model. In the discussion phase,
we shall try to understand the culture, language, beliefs and thoughts of each other so that we can
work together efficiently. The concluding phase shall involve compromising and mutual
understanding. The communication process shall bridge the gap between low- context culture
and high- context culture.
Timing
 The introduction phase shall be for 20 minutes
 The discussion phase shall be for 30 minutes
 The concluding phase shall be for 40 minutes

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References:
Adler, R., Rodman, G.R. and DuPré, A., 2016. Understanding human communication. Oxford
University Press.
Carbaugh, D., 2013. Cultural communication and intercultural contact. Routledge.
Eggenberger, E., Heimerl, K. and Bennett, M.I., 2013. Communication skills training in
dementia care: a systematic review of effectiveness, training content, and didactic methods in
different care settings. International Psychogeriatrics, 25(3), pp.345-358.
Feldman, R.S., 2014. Applications of nonverbal behavioral theories and research. Psychology
Press.
Knapp, M.L., Hall, J.A. and Horgan, T.G., 2013. Nonverbal communication in human
interaction. Cengage Learning.
Liu, N. and Irwin, D., 2017. Methods. In Genre Changes and Privileged Pedagogic Identity in
Teaching Contest Discourse (pp. 25-38). Springer Singapore.
Manusov, V.L. ed., 2014. The sourcebook of nonverbal measures: Going beyond words.
Psychology Press.
Neuliep, J.W., 2017. Intercultural communication: A contextual approach. Sage Publications.
Remland, M.S., 2016. Nonverbal communication in everyday life. SAGE Publications.
Samovar, L.A., Porter, R.E., McDaniel, E.R. and Roy, C.S., 2014. Intercultural communication:
A reader. Cengage Learning.

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Stewart, D.W. and Shamdasani, P.N., 2014. Focus groups: Theory and practice (Vol. 20). Sage
publications.