Analysis of Professional Business Communication Strategies

This report delves into the intricacies of professional business communication, examining two distinct scenarios. The first scenario focuses on the dynamics of a job interview, emphasizing the crucial role of audience analysis in understanding the interviewer's perspective. It explores communication goals from both the interviewer's and applicant's viewpoints, highlighting the importance of non-verbal cues like kinesics, proxemics, and physical appearance. The report underscores the significance of timing and positive body language in conveying confidence and assessing information authenticity. The second scenario addresses the challenges of cross-cultural communication within a global business context, specifically between an employee and a manager from China. It analyzes the importance of understanding cultural differences and adapting communication styles, referencing Lewis's cross-cultural communication model. The report suggests strategies for bridging communication gaps, including direct interaction, face-to-face meetings, and organizational support for training and development to enhance cross-cultural communication skills and overall efficiency.

Running head: PROFESSIONAL BUSINESS COMMUNICATION
Professional Business Communication
Name of the Student:
Name of the University:
Author’s Note

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Table of Contents
Scenario 3:.......................................................................................................................................2
Audience analysis:.......................................................................................................................2
Communication goals:.................................................................................................................2
Communication process:.............................................................................................................3
Timing:........................................................................................................................................4
Scenario 4:.......................................................................................................................................4
Audience analysis:.......................................................................................................................4
Communication goals:.................................................................................................................5
Communication process:.............................................................................................................5
Timing:........................................................................................................................................6
References:......................................................................................................................................8

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Scenario 3:
Audience analysis:
Proper understanding of the audience is critical for any communication style to become
effective. Understanding of the audience can allow individuals to select specific terms or body
language for making maximum impact on the receiver (Knapp, Hall and Horgan 2013). Now, in
case of any professional interview, interviewer is the only audience for the applications. In this
process, interviewer looks to assess the level of skills and knowledge a particular person posses
in order to identify suitable person for the position. On the other hand, it is critical for the
applicants also to assess the overall responsibilities of a particular position along with benefit and
challenges. Body language, postures and eye gaze are the best way to assess the authenticity of
the information shared by the interviewer about the job profile or organizations authenticity.
Communication goals:
Communication goals refer to the overall objective of sharing information among two or
more individuals (Chira 2014). In a professional interview, communication goal of the
interviewer is to judge level of knowledge and skills a specific applicant have associated with job
responsibilities. On the other hand, applicants primarily have both short term and long term goals
before entering into a interview session. Short term goal of the applicants include proper
assessing of the provided job responsibilities. It also includes gathering knowledge about the
work culture of the organization, pay scale, teamwork and management style, as it can have
major impact on the overall satisfaction level of an employee. Moreover, the long term goal of
any applicants will be assess the kind of career progression opportunity they will have by

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remaining associated with the organization. Achieving continues growth or success is among the
objective of any applicants. Without proper career growth opportunity, applicants are likely to
become dissatisfied. For that reason, prime objective of non-verbal communication will be to
gather all these information for becoming a successful candidate.
Communication process:
Over the years, several non-verbal communication theories have been developed for
fulfilling all the goals of the communication effectively. Therefore, applicants can focuses on
using different types of non-verbal communication process like Kinesics, Proxemics, physical
appearance, use of voice and use of objectives for accomplishing the communication goals
(Burgoon, Guerrero and Floyd 2016). Applicants will have to use Kinesics with the help of facial
expression, posture, gesture and eye contact for assessing the authenticity of the information
provided by the interviewer at the time of interview. On the other hand, physical appearance can
actually help the applicants to evaluate the actual level of career growth opportunity each
employee has associated with the organization. On the other hand, proper assessment of use of
voice and use of objectives by the interviewer can provide clear information about the type of
support from the leaders each employee will have associated with the organization. Here,
applicants firstly need to show a positive attitude and friendly behaviour with the interviewer in
order to have some space to ask more details about the job profile and work culture. Positive
body language towards given challenges will eventually induce interviewer to share more
detailed information for fulfilling all the requirements in an appropriate way. Then the applicants
need to focus on use of voice, appearance and proxemics for smooth flow of interview
(Lemonnier 2012). During the entire interview process, proper use of eye contact along with
evaluation of the body language of the interviewer can actually help an organization to fulfil all

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the aims and objectives in an appropriate manner. Thus, it is essential for any applicants to utilize
all available types of non-verbal communication technique for achieving all the aims and
objectives successfully.
Timing:
Timing is critical for maximizing the efficiency of any communication process. Proper
timing of selecting any particular words and gesture can make significant impact on the targeted
audience. Therefore, it is essential for the applicants to use right type of non-verbal
communication process for fulfilling all the aims and objectives in an appropriate manner. For
instance, initial positive appearance with a smile from the applicants can make the overall
interview process much smoother. Secondly, eye contact signifies the confidence level of the
applicants at the time of answering any questions during the interview process. Now, proper
assessment of confidence level is the prime objective of any interviewer, as it can provide a clear
idea regarding the overall capability of an applicant. On the other hand, it also provides the
opportunity for the applicants to assess the authenticity of all the information shared during the
interview process. As a result, it will eventually help the interviewee to fulfil the overall
objective on getting into an interview process.
Scenario 4:
Audience analysis:
In the globalize business atmosphere, it has become necessary for the organizations to
develop strong cross-cultural communication structure within the global market. Without
developing strong cross-cultural communication, it will be extremely difficult for any
organization to remain competitive in the domestic market (Kinloch and Metge 2014). The

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scenario reflects challenges for an employee to communicate with a manager from another
country like China. Now, challenges in the overall communication procedure with the manager
have affected the performance level in a major way. Hence, the employee need to concentrate on
evaluate the kind of challenges audience or manager is facing in understanding the essence of the
communication.
Communication goals:
Presently, all the businesses are looking to expand all across the globe for enhancing the
potential target market in a significant manner. Therefore, the short term communication goal
will be to reduce immediate difficulties that both manager and employee is facing in sharing
important professional information (Taylor, Nicolle and Maguire 2013). On the other hand, long
term objective of this cross-cultural communication will be to enhance the overall capability in
sharing information with people coming from different cultural, educational and geographical
background. Here, the focus will also be on assessing the exact factor that creating challenges at
the time of constructing strong communication structure with the people from different
background. Here, the long term goal of the employee also include proper enhancing of the
cross-cultural communication skills for fulfilling all the future global responsibilities in an
effective manner. In addition, proper enhancing of cross-cultural communication skills can
provide employees more opportunity to fulfil all the career aims and objectives in long run.
Communication process:
Now, the focus employee will have to identify a best possible way to share and gather
critical information from the China manager for performing all the aims and objectives in an
effective manner. Now, Richard D. Lewis has developed an effective cross-cultural
communication that the employee can use for fulfilling all the requirements in an appropriate

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way. The communication model Lewis classified cultural norms into multi active, linear active
and reactive. Thus, this model primarily shows different ways people from different cultural,
geographical and educational background communicate with each other. This model highlights
that Northern Europe and North America people are primarily linear active (Hurn and Tomalin
2013). On the other hand, the model has highlighted that the majority of the China people are
reactive. Therefore, it is clear that the focus employee and the manager are completely different
in handling specific professional situation, which is eventually creating major gaps in the entire
communicational procedure. For that reason, employee will have to concentrate on reducing the
gap of the overall communication process so that it can enhance the overall efficiency of the
communication procedure.
After identification of the critical factors that are creating challenges in performing the
entire communication requirement, employee can focus on a direct face-to-face meeting process
via online for clarifying the challenges to the manager. It will also help the manager to rectify
specific practices that are actually creating confusion within the workplace. In fact, organization
can provide both manager and employee required level of opportunity to interact with each other
outside the office premises (Matsumoto and Hwang 2013). It will help both manager and
employee to understand each other perspective in a significant manner. It can also create strong
bonding with each other, which eventually can create strong positive impact on the present cross-
cultural communication process.
Timing:
Proper utilization of timing is another critical process that determines the overall
efficiency level of the communication structure. Here, the employee firstly spends time on
assessing the prime barriers associated with the communication procedure. Thereafter, employee

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needs to convince managers to provide more opportunities to interact with the manager directly
in a frequent manner. Thus, organizations need to invest more time and money for constructing
strong bonding with the managers from different cultural background. In fact, organizations can
select specific time period for providing proper training and development facilities to all the
managers and employees for enhancing the overall efficiency level of the communication
procedure. Here, feedback needs to be collected by the organizations from both manager and
employee for assessing the kind of impact provided training and development facilities have
created on the development of cross-cultural communication perspective. Finally, managers will
also have to provided with clear information regarding the best possible way to share information
in an effective manner.

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References:
Burgoon, J.K., Guerrero, L.K. and Floyd, K., 2016. Nonverbal communication. Routledge.
Chira, D., 2014. NON-VERBAL COMMUNICATION. CONSTRUCTIONS OF IDENTITY
(VII), p.67.
Hurn, B.J. and Tomalin, B., 2013. Key Thinkers in Cross-Cultural Communication (1). In Cross-
Cultural Communication (pp. 20-46). Palgrave Macmillan UK.
Kinloch, P. and Metge, J., 2014. Talking past each other: problems of cross cultural
communication. Victoria University Press.
Knapp, M.L., Hall, J.A. and Horgan, T.G., 2013. Nonverbal communication in human
interaction. Cengage Learning.
Lemonnier, P., 2012. Mundane objects: Materiality and non-verbal communication (Vol. 10).
Left Coast Press.
Matsumoto, D. and Hwang, H.C., 2013. Assessing cross-cultural competence: A review of
available tests. Journal of cross-cultural psychology, 44(6), pp.849-873.
Taylor, S.P., Nicolle, C. and Maguire, M., 2013. Cross-cultural communication barriers in health
care. Nursing Standard, 27(31), pp.35-43.