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Please find the instruction attached below ALSO PLEASE ONLY WORK ON PHASE 1 focu

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Please find the instruction attached below
ALSO PLEASE ONLY WORK ON PHASE 1 focusing on this :
Evaluating (Direct Negative feedback – Indirect negative feedback)
the rest is for you to understand the problems
Problem: Communication problems within organizations
Phase 1 – Root & causes:
Communication is the cornerstone of effective management, which is the basis of an effective company. In view of this, it is the practice of delivering and receiving communications amongst people inside an organization with common objectives (Keyton 2010). Face-to-face or remote means of communication drive organizations to complete predetermined objectives and tasks. Nonetheless, it confronts obstacles, especially across cultures.
Context, or the surrounding information, is a crucial obstacle to intercultural communication. Individuals provide context according to their preferred culture, which is characterized along a continuum ranging from high to low context (Hall & Hall 1990). Specifically, high context communication necessitates implied verbal interpretation and implication contained in non-verbal communication which is expected to decipher the message’s meaning. Low context level, nevertheless, refers to direct and clear information sharing without considering the complicated context (Hall 1976).
Listening is a prime illustration of how cultures with a low context vary from those with a high context. Countries with a low context culture, such as the United States, spend 45% of their time listening, alluding to their propensity to use verbal codes more often and discomfort with quiet. Meanwhile, cultures with a high context, such as China, recognize the eyes, ears, and heart as symbols of listening, emphasizing nonverbal communication (Tuleja 2021). A conflict will emerge when a person with a high context gets frustrated and upset when a person with a low context persists on providing unneeded information. Conversely, low context individuals are confused when high context persons supply insufficient information (Tuleja 2021; Hall & Hall 1990). In cross-cultural corporate communication, one of the greatest obstacles is determining the proper degree of contesting necessary in each situation.
Evaluating (Direct Negative feedback – Indirect negative feedback) Khoa
Leading (Egalitarian – Hierarchical) Quynh
With the rapid growth of technology and communication methods, the necessity for countries to trade commodities and cultures has grown throughout time, leading to the globalization of the economy (Schirato & Webb 2004). As a result, firms must increase their company’s efficiency from national to multinational in order to grow stronger. Since then, the phrase “International Business” has come to refer to business operations that extend beyond a country’s borders (Easy Management Notes n.d.). From there arise problems of understanding between employees and their bosses when working in a multicultural environment. This can be seen as power distance refers to the strength of a society’s social hierarchy (Joy 2022). In particular, the power distance can be divided into two main types: egalitarian and hierarchy (Mayor 2014). Egalitarian refers to a low power distance system that allows organizational members, employees, and managers to be alike, and to communicate equally (Chen et al. 2017). Meanwhile, hierarchy culture advocates high power distance communication when communication is performed based on an organizational (or social) status where the leaders have more influence and a higher voice over employees, and each level of hierarchy has rules to follow to prevent unpredictability and ambiguity (Jariya 2021).
Trusting (Task Based culture – Relationship-based culture) Larry
X’s persona
Empathy map
Phase 2 – Analyzing
Phase 3 – Prototype

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