Intercultural Communication and Business Partnerships

This assignment delves into the complexities of intercultural communication within business partnerships, particularly highlighting the challenges faced by expatriate managers working in diverse cultural environments. It emphasizes the importance of understanding cultural nuances and employing appropriate communication strategies to ensure successful collaboration. The text explores Hofstede's cultural model and its relevance for expatriate managers, advocating for a 'Glocal' approach that balances global perspectives with local adaptations. Effective internal communication systems and shared understanding are also identified as crucial factors for building strong partnerships.

Running head: COMMUNICATION IN PROFESSIONAL CONTEXT
Communication in Professional Context
Name of the student
Name of the University
Author note

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COMMUNICATION IN PROFESSIONAL CONTEXT
Table of Contents
Scenario 1........................................................................................................................................2
Scenario 2........................................................................................................................................4
References........................................................................................................................................6

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Scenario 1
In a job interview, importance of nonverbal communication has a big role to play. For an
interviewer, the first important thing is to use the nonverbal communication skill throughout the
interview to be more precise and confident about the words. However, before deciding the
approach it is very important to understand the audience and their attitudes. The audience during
an interview are mostly the candidates but while interviewing an interviewer the sides of the
audience changes and for establishing a confident attitude it is very important to present a
groomed and matured behaviour towards them (Burgoon, Guerrero and Floyd 2016). Body
language, use of words, timing, and expressions and the process and goals of communication are
elements that need lot of consideration in this interview process. Normally, the appointer takes
an interview but when an interviewee aims to interview the interviewer, they must present
themselves in a manner that does not seem to be overconfident. The interview of the interviewer
will never be up to the mark if the nonverbal communication skill is not utilized in a proper way.
Utilizing the non-verbal communication skill starts as soon as a candidate enters the office.
Presenting a confident attitude is necessary and the entire attire must represent the culture. The
appearance should be professional and while questioning the interviewer it is necessary to keep
in mind that the candidate must present the question in a way to get informed about the
organisation and not in a way that represent the rude behaviour (Knapp, Hall and Horgan 2013).
The methods that can be used to represent the attitude of a deserving candidate is kinesics
and vocalic. Visual and sound communications are very important part of the interview (Leathers
and Eaves 2015). A candidate must have a proper body language, which represents
professionalism, deserving and confident attitude. The candidate can represent the confidence
through the eye contact with the interview and using their nonverbal communication they can ask

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the interviewer about the job description and more about the organisation. However, body
language or vocalic is the most efficient way to be preferable for the job and gather information
about the organisation. Behaving in a polite manner while utilizing the nonverbal communication
skill to convince the interviewer is a best policy to be selected for the job. The candidate must be
attentive and in an even tone, they need to talk to the interviewer and ask the questions that are
needed to be answered. The most important thing for a candidate is to use the kinesics or visual
communication skill to convince the interviewer that selecting them will be a good choice. Then
the candidate must use the vocalic communication skill and present a confident attitude while
asking questions about the organisation and the job. A candidate must never forget that the
organisation has the full authority to fire them and that is why using the nonverbal skill of
kinesics and vocalic during an interview is a factor that turns the result (Siegman 2014).
However, asking questions does not make the candidate worthy. It is the type of questions that
are asked and the way it is presented. The questions must be asked in a way that the interviewer
feels free to answer and not in a manner that makes the interviewer think about choosing other
candidate. it is very important to know about the job and the profile they are being selected but it
is also very important that the candidate asks the question related to the job and is necessary for
them to know. For every interview, a candidate must present himself or herself in a manner that
does not reflect the slouchy or messy attitude. An interviewer always wants the candidate to be
responsible and organised. Unless a candidate shows the interviewer that they are responsible
and organised and has a personality with good communication skills, they will not be selected
and nor will they be able to avail the answers of the questions ending themselves turn into a mess
(Hybels 2014).

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Scenario 2
Today we are living in a global village, with more and more travelling happening for
business, family and education. This makes it possible to ensure constant interaction with people
from other cultures of the world. It gives rise to intercultural communication that takes in
communication with even sub-cultures too. This rise in communication attracted firms too who
wanted to expand beyond the borders and do overseas business. With the extension in number of
business openings past national borders, many firms expand their operations abroad frequently
without perceiving that the potential budgetary prospering may change into shocking situation in
light of the repercussions of cross-cultural communication with business partners outside of
claim culture (Jandt 2012).
In case of the present scenario, the audience is majorly the manager from China. The
manager could speak only broken English, using majority of the time Chinese words and non-
verbal gestures. It was difficult to understand what he wanted to communicate, which resulted in
comprehending what he was trying to suggest or describe. Frequently when we experience
miscommunication and trouble in our intercultural communication, we have a tendency to
investigate the exercises of other partner and may see his/her direct as ailing in light of the way
that we don't appreciate why the other individual does or says something. The same happened
with the manager too. By separating and looking at contrasting cultures, managers can be
prepared for understanding the explanations for business partner's exercises and endeavour to
find ways to deal with change communication to make it more beneficial (Carbaugh 2013).
Inside a partnership with the manager, two key communications systems should be
considered. The first is a plan to share information about the partnership internally, inside claim
affiliation and with partners. With an average internal communications strategy set up, you

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would then have the capacity to associate remotely to begin to manufacture and offer your
message with desires of adequately completing your partnership's targets and goals. Partners
should cooperate in planning their communications systems toward the start of the partnership,
thinking about each as other's methodologies, procedures, needs, and goals (Neuliep 2017).
Compelling partnerships depend on shared understanding and clear destinations and
targets. A strong internal communications plan that considers how best to share and suitable
information among, inside, and between partners is a major bit of good partnership organization.
The Hofstede model is of good use for expatriate managers, who while working in the East,
deduce that cultural differences exist in the working environment. By means of this model, the
expatriate managers can be made to adjust as per the different cultures. For expatriate managers
to adjust as per the different regional cultures, following a "Glocal" approach would be the
perfect plan (Jackson 2014). This approach wherein an overall perspective is joined with an
adjacent approach infers that multinationals can acclimate to the area cultures and meanwhile
don't lose focal point of their whole vision. This is the most important deduction that the
Hofstede model and its other substitute models of culture present for the expatriate managers. In
view of this, cultural differentiations can either build or break the chances for multinationals in
the globalized world economy today. Therefore, it is crucial to identify and comprehend that
culture has an undisputable impact in determining the work environment (Asante 2013).

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References
Asante, M.K., 2013. The global intercultural communication reader. Routledge.
Burgoon, J.K., Guerrero, L.K. and Floyd, K., 2016. Nonverbal communication..
Carbaugh, D., 2013. Cultural communication and intercultural contact. Routledge.
Hybels, S., 2014. Communicating effectively. McGraw-Hill Higher Education.
Jackson, J., 2014. Introducing language and intercultural communication. Routledge.
Jandt, F.E., 2012. An introduction to intercultural communication: Identities in a global
community. Sage Publications.
Knapp, M.L., Hall, J.A. and Horgan, T.G., 2013. Nonverbal communication in human
interaction. Cengage Learning.
Leathers, D.G. and Eaves, M., 2015. Successful nonverbal communication: Principles and
applications. Routledge.
Neuliep, J.W., 2017. Intercultural communication: A contextual approach. Sage Publications.
Siegman, A.W., 2014. Nonverbal behavior and communication. Psychology Press.