MGMT 8: Intercultural Communication and Leadership in Global Context

This report delves into the critical aspects of managing in a global context, focusing on intercultural communication and leadership within diverse workplaces. It examines the impact of cultural diversity on organizational effectiveness, particularly in multi-national corporations. The report analyzes various barriers to communication, including language, gender, and cultural differences, and explores how organizations can foster effective communication systems. It discusses the importance of perception, ethical behavior, and how leadership styles influence team dynamics and psychological climate. The report draws on several research articles to support its analysis, highlighting the influence of top managers' values on subordinates and the significance of creating a healthy team environment. The conclusion emphasizes the importance of understanding individual perceptions in order to navigate the complexities of a globalized workplace.

Running head: MANAGEMENT
Managing in the Global Context
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Introduction
Communication and diversity in workplaces is one of the primary fundamental factors
in the success of any organization effectiveness. Considerations must be made for the
changing and varying demographics that will be in contact with the organization. Workplace
leadership in Australia is affected in different ways by the cultural diversity in many
organizations especially multi-nationals. When dealing with this kind of organizations, the
effects of communications to a diverse population is necessary for the growth of the
workplace interrelations (Al-Jenaibi, 2017).
Intercultural communications in business
Ladegaard, H. J., & Jenks, C. J. (2015). Language and intercultural communication in the
workplace: critical approaches to theory and practice. Language and Intercultural
Communication, 15(1), 1-12.
In this article Ladegaard and Jenks review how to deal with intercultural
communications in an organization and leadership, gender barriers, language barriers and
cultural barriers are the single most common barriers that affect communication. Australia
has opened its doors to many people from varying nationalities and cross cultures. The
authors use data research to see why people seek important workplace positions for
advancement of the careers and to patronize businesses without the urge to erode or lose their
cultures in the process. Their research focus on how to get an effective communication
system within the organizations allows them to hold some of their cultures that make them
unique and diverse while allowing them to fit in within the organizational cultures (Ang, &
Van Dyne, 2015).
Diversity and intercultural mix are an interesting fabric to the Australian workforce
and society. An organization helps its workforce learn about the fascinating way to grow

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culturally and become a well-rounded employee in the organization. People in an
organization will look at more than what is on the outside and explore the simple intricacies
that make people and organizations who they are due to diversity. This allows a leader to
effectively communicate with them. This article will be influential in supplementary for my
research and pay structure.
The Effects of Cultural Diversity in the Workplace
Holmes, P. (2017). Intercultural communication in the global workplace, critical
approaches. The international encyclopedia of intercultural communication, 1-16.
Holmes in this article shows how many people in an organization fail to realize the
importance of cultural diversity as pertaining employment in Australia. Australia was
founded on the fundamental principles that it could embrace different cultures who will be
welcomed and live harmoniously in the society without persecutions. The author uses data
research in a workplace setting, the effects of cultural diversity in has different meaning to
those in the minority of the spectrum. Over the years, a lot of stories of discrimination in
regards to race, gender and religion have been reported in workplaces (Holmes, & Stubbe,
2015).the article is useful to my reaserch as a Language, perceptual and cultural barriers need
to be eliminated and overcome in order for programs in intercultural diversity to succeed. The
limitations to this research is low morale, lack of teamwork in an organization and key
objectives confusion are as a result of ineffective communication.

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Therefore, diversity should entail the avoidance of possible backlash not only between
clients that the organization serve but also the employees within the organization. Perception
strongly influences expectations and all other aspects of behavior. For practical purposes, we
define perception as the intellectual awareness of stimuli derived from sensations. This article
will be influential in supplementary for my research and pay structure.
What do you think about the causes of unethical behavior due to intercultural
diversity?
Al-Jenaibi, B. (2017). The scope and impact of workplace diversity in the United Arab
Emirates–A preliminary study. Geografia-Malaysian Journal of Society and Space, 8(1).
In this article Al- Jenaibi explains how French,African, Middle Eastern or Asian
speaking persons come to Australia seeking the effervescent “Australian dream”, they aren’t
fully aware of the extent to which the Australian English language is and can be interpreted.
The author use data research to know much of what they know has been taught to them via
programs and books that only apply literal meanings and never touch on the implied
meanings that many Australian words have (Holmes, 2017). His research shows how this
effectively causes a tremendous loss in translation which can in some cases come off as
offensive to those who have not yet completely immersed themselves in the complexities of
Australian grammar and language. The limiations is how to make a less complicated
environment, sensitivity must be shown to those who may not have had the opportunity to
completely surround themselves with Australian English speaking people.
Therefore ,the existence of this latter reason is confirmed by the results of a study
conducted more than 20 years ago, in which it was found that the behavior of their managers

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had a major influence on the making of unethical decisions by employees (Ladegaard, &
Jenks, 2015). This article will be influential in supplementary for my research and pay
structure.
How can the values professed by top managers influence the values of subordinates?
Martin, J. N., & Nakayama, T. K. (2015). Reconsidering intercultural (communication)
competence in the workplace: A dialectical approach. Language and Intercultural
Communication, 15(1), 13-28.
In this article the authors Martin and Nakayama discusses on organizations and their
leaders, as one might expect, have values that exist in the culture of a given society. The
predominance of private firms in the United States and the reluctance of the Japanese
manager to dismiss a worker under any circumstances are patterns of behavior that accurately
reflect the social values of the society concerned (Sorrells, 2015). The research question is
focused on a larger society, an organization seeks to have its own morals, customs, and
taboos. In the end, in many organizations, individuals are formed, reflecting individualized
ways of doing business or specific cases. Their research focus In Australia, for example,
among some social groups there is a change in attitude towards the quality of life as a value,
which is opposed to loyalty to the firm. For example, some employees they may refuse to be
transferred to the service, because the cost of living in a new locality is unacceptable for their
standard of living or due to family circumstances (Malyuga, & Tomalin, 2017). In
conclusion, top executives can understand and support these new values, or they may strive to
maintain more traditional value standards. The main limitation is to imagine how difficult it
is to adapt to the values of a completely new society for you. This article will be influential
in supplementary for my research and pay structure.

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Leadership influence in intercultural communication
Yusof, N., Kaur, A., & Cheah Lynn-Sze, J. (2017). Post graduate students insights into
understanding intercultural communication in global workplaces. Innovations in Education
and Teaching International, 1-11.
In the article Yusof el al discuses the problems of the influence of leadership style on
the psychological climate in a team. Effective team management involves the creation of a
healthy environment in a team with high performance and is directly dependent on the
management style chosen by the leader. The degree of professionalism of a manager is
determined by the style of his managerial activity (Martin, & Nakayama, 2015). The
relationship between the leader and subordinates, the psychological climate of the team, and
the result of the work of the team directly depend on the management style implemented by
the leader (Varner, & Varner, 2014).
Problems of leadership style and psychological climate have been considered by
many researchers, and the problem of the influence of one factor on another has been given
very little attention in the research literature. Problems of the psychological climate and
management styles in their work considered: The problem of the influence of leadership style
on interpersonal relations and the psychological climate in the team is relevant, as we
encounter it every day, fulfilling our work duties in the workplace.
By leadership style, we mean a set of specific ways and methods by which managers
interact with the team. Under the psychological climate, we understand the totality of social
and psychological factors affecting the life of the team, its productivity and the nature of
interpersonal relations. The great importance of leadership style is determined by the fact that
it performs one of the main functions for the manager - improving and organizing the

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effectiveness of the entire team (Yusof, Kaur, & Cheah Lynn-Sze, 2017). Therefore, It is also
possible to observe the significance of the favorable psychological climate of a collective as
an indicator of the effectiveness of a manager, on the moral character and adequacy of the
management style of which the productivity of the activity of this collective largely depends.
Accordingly, the psychological climate with such a leader will be unfavorable, perhaps even
have a negative character. This article will be influential in supplementary for my research
and pay structure.
Conclusion
Perception is very important, because it determines what “reality” is for a particular
individual. People react not to what is really happening in their environment, but to what they
perceive as really happening. There are no two people who could perceive something exactly
the same. Differences in the perception of the same stimulus are sometimes simply
overwhelming.

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References
Al-Jenaibi, B. (2017). The scope and impact of workplace diversity in the United Arab
Emirates–A preliminary study. Geografia-Malaysian Journal of Society and
Space, 8(1).
Ang, S., & Van Dyne, L. (2015). Handbook of cultural intelligence. Routledge.
Holmes, J., & Stubbe, M. (2015). Power and politeness in the workplace: A sociolinguistic
analysis of talk at work. Routledge.
Holmes, P. (2017). Intercultural communication in the global workplace, critical
approaches. The international encyclopedia of intercultural communication, 1-16.
Ladegaard, H. J., & Jenks, C. J. (2015). Language and intercultural communication in the
workplace: critical approaches to theory and practice. Language and Intercultural
Communication, 15(1), 1-12.
Malyuga, E. N., & Tomalin, B. (2017). Communicative strategies and tactics of speech
manipulation in intercultural business discourse. Training language and culture, 1(1),
28-48.
Martin, J. N., & Nakayama, T. K. (2015). Reconsidering intercultural (communication)
competence in the workplace: A dialectical approach. Language and Intercultural
Communication, 15(1), 13-28.
Sorrells, K. (2015). Intercultural communication: Globalization and social justice. Sage
publications.
Varner, I. I., & Varner, K. (2014). The Relationship between Culture and Legal Systems and
the Impact on Intercultural Business Communication. Global Advances in Business
Communication, 3(1), 3.
Yusof, N., Kaur, A., & Cheah Lynn-Sze, J. (2017). Post graduate students insights into
understanding intercultural communication in global workplaces. Innovations in
Education and Teaching International, 1-11.