GLOBAL COMMUNICATION

Global communication is the ability to provide and access information across cultures through
speaking, listening, or reading and writing. Global communication skills are particularly vital in a
business environment, where language and cultural barriers can impact efficiency.

The study of global communication examines the continuous flows of information used in
transferring ideas globally. An intricate connection has developed worldwide due to globalization and
the increasing ability to interact on a global scale. Globalization has led to an increasing ability for
interaction on a global scale through media.

In the current global economy, effective communication skills are an advantage that can help bridge
cultural divides.
The importance of effective global communication in international business can be illustrated by the
role communication holds in the workplace. Business communication proves to be an important
element of teamwork, negotiations, management, and meeting deadlines.

Practicing effective global communication increases the ability to achieve international business goals.
On the other hand, poor intercultural communication can be a major factor in a business deal falling
through.

Global communication opens an opportunity for organizations and people to deliver information to
and access it from various parts of the world. Global communication skills are essential for an
organization dealing with a diverse workforce. It is important for an organization to identify issues
hindering effective communication with their international staff and of their brand in diverse markets.


ISSUES IN GLOBAL COMMUNICATION


Language Differences
Language is a vital aspect of communication. It presents a major challenge to global communication; a
company must adapt its business or product content to the local consumer's language. It is not just
about translation; translation must be into the local context, as direct translation may lose the
intended meaning. According to Gary Muddyman, "a communicator should consider the point of his
message instead of focusing on the words. While launching a global communication strategy, a
company may also need to adapt its products' names, and images used in the campaign. A global
communicator needs to speak like a local to drive the message home. It is important to know the kind
of key words the customers will type in search engines if looking for a product.

Technological Differences
Technology plays a major role in global communication. Digital technology has provided a platform for
many companies, whether small, medium, or large, to go global. However, these companies should
know that there is no global trend, and all consumers are unique and interact differently with digital
technology. Organizations should identify how the locals spend their time online, such as whether
they use social networks, and then identify appropriate applications and develop content resonating
with their context.
A company operating in different countries also needs to familiarize itself with different
communication laws. According to Harjiv Singh, " a company that operates globally should know the
rules governing emerging digital communication channels.

Cultural Differences
Cultural difference is another issue pertinent to global communication. It is essential for a global
company to understand its staff's cultural differences. Understanding the cultural differences of the
employees helps in understanding their level of motivation and their communication needs. A
company's ability to understand different cultures represented by its employees and consumers will
determine its success in communicating its objectives and goals. In global communication there is no
global message, every communication must be tailor made to suit the cultural needs in different
regions.

Corporate Culture Differences
Every organization has an established corporate culture. The corporate culture will, however, be more
diverse and complex in a global organization. It is important for an organization to understand the
labor culture in the regions where it operates. Different corporate cultures will influence the global
communication; different regions have different work cultures and will therefore identify with various
messages and channels. To communicate and motivate the staff to cultivate time management, it is
important to tailor the message to align with the work culture for maximum productivity.

CULTURE

Cultures are either high-context or low-context
Every aspect of global communication is influenced by cultural differences. Even the choice of
medium used to communicate may have cultural overtones. For example, it has been noted that
industrialized nations rely heavily on electronic technology and emphasize written messages over oral
or face-to-face communication. Certainly the United States, Canada, the UK and Germany exemplify
this trend. But Japan, which has access to the latest technologies, still relies more on face-to-face
communications than on the written mode. The determining factor in medium preference may not be
the degree of industrialization, but rather whether the country falls into a high-context or low-context
culture.

In some cultures, personal bonds and informal agreements are far more binding than any formal
contract. In others, the meticulous wording of legal documents is viewed as paramount. High-context
cultures (Mediterranean, Slav, Central European, Latin American, African, Arab, Asian, American-
Indian) leave much of the message unspecified to be understood through context, non-verbal cues,
and between-the-lines interpretation of what is actually said.
By contrast, low-context cultures (most of the Germanic and English-speaking countries) expect
messages to be explicit and specific. The former are looking for meaning and understanding in what is
not said in body language, in silences and pauses, and in relationships and empathy. The latter place
emphasis on sending and receiving accurate messages directly, and by being precise with spoken or
written words.
One communication trap that U.S. business leaders may fall into is a (costly) disregard for the
importance of building and maintaining personal relationships when dealing with individuals from
high-context cultures.
Cultures are either sequential or synchronic
Some cultures think of time sequentially as a linear commodity to spend, save, or waste.
Other cultures view time synchronically as a constant flow to be experienced in the moment, and as
a force that cannot be contained or controlled.
In sequential cultures (like North American, English, German, Swedish, and Dutch), business people
give full attention to one agenda item after another. In many other parts of the world, professionals
regularly do several things at the same time.

In synchronic cultures (including South America, southern Europe and Asia) the flow of time is viewed
as a sort of circle with the past, present, and future all inter-related. This viewpoint influences how
organizations in those cultures approach deadlines, strategic thinking, investments, developing talent
from within, and the concept of long-term planning.
Whether time is perceived as a commodity or a constant determines the meaning and value of being
on time. Think of the misunderstandings that can occur when one culture views arriving late for a
meeting as bad planning or a sign of disrespect, while another culture views an insistence on
timeliness as childish impatience.
Orientation to the past, present, and future is another aspect of time in which cultures disagree.
Americans believe that the individual can influence the future by personal effort, but since there are
too many variables in the distant future, we favor a short-term view. This gives an international
reputation of going for the quick buck and being interested only in the next quarterly return. Even
the relationships seem to be based on a what have you done for me lately? pragmatism.
Synchronic cultures have an entirely different perspective. The past becomes a context in which to
understand the present and prepare for the future. Any important relationship is a durable bond that
goes back and forward in time, and it is often viewed as grossly disloyal not to favor friends and
relatives in business dealings.

Cultures are either affective or neutral

With much angry gesturing, an Italian manager referred to the idea of his Dutch counterpart as
crazy. The Dutch manager replied. What do you mean, crazy? Ive considered all the factors, and I
think this is a viable approach. And calm down! We need to analyze this, not get sidetracked by
emotional theatrics. At that point, the Italian walked out of the meeting.

In international business dealings, reason and emotion both play a role. Which of these dominates
depends upon whether we are affective (readily showing emotions) or emotionally neutral in our
approach. Members of neutral cultures do not telegraph their feelings, but keep them carefully
controlled and subdued. In cultures with high affect, people show their feelings plainly by laughing,
smiling, grimacing, scowling and sometimes crying, shouting, or walking out of the room.

This doesnt mean that people in neutral cultures are cold or unfeeling. But in the course of normal
business activities, neutral cultures are more careful to monitor the amount of emotion they display.
Research conducted with people who were upset about something at work, noted that only some
cultures supported expressing those feelings openly. Emotional reactions were found to be least
acceptable in Japan, Indonesia, the U.K., Norway and the Netherlands and most accepted in Italy,
France, the U.S. and Singapore.
Its easy for people from neutral cultures to sympathize with the Dutch manager and his frustration
over trying to reason with that excitable Italian. After all, an idea either works or it doesnt work
and the way to test the validity of an idea is through trial and observation. That just makes sense
doesnt it? Well, not necessarily to the Italian who felt the issue was deeply personal, and who viewed
any rational argument as totally irrelevant!
In todays global business community, there is no single best approach to communicating with one
another. The key to cross-cultural success is to develop an understanding of, and a deep respect for,
the differences.

CULTURAL ASPECTS OF COMMUNICATION

Communication to a great extent is influenced by culture and cultural variables. Understanding
cultural aspects of communication refers to having knowledge of different cultures in order to
communicate effectively with cross culture people. Cultural aspects of communication are of great
relevance in today's world which is now a global village, thanks to globalisation. Cultural aspects of
communication are the cultural differences which influences communication across borders. Impact
of cultural differences on communication components are explained below:
1) Verbal communication - refers to form of communication which uses spoken and written words for
expressing and transferring views and ideas. Language is the most important tool of verbal
communication and it is the area where cultural difference play its role. All countries have different
languages and to have a better understanding of different culture it is required to have knowledge of
languages of different countries.
2) Non verbal communication - is a very wide concept and it includes all the other forms of
communication which do not uses written or spoken words. Non verbal communication takes
following forms:

Para-linguistics are the voice involved in communication other than actual language and involves
tones, pitch, vocal cues etc. It also include sounds from throat and all these are greatly influenced
by cultural differences across borders.

Proxemics deals with the concept of space element in communication. Proxemics explains four
zones of spaces namely intimate personal, social and public. This concept differs with different
culture as the permissible space vary in different countries.

Artifactics studies about the non verbal signals or communication which emerges from personal
accessories such as dresses or fashion accessories worn and it varies with culture as people of
different countries follow different dressing codes.

Chronemics deal with the time aspects of communication and also include importance given to
the time. Some issues explaining this concept are pauses, silences and response lag during an
interaction. This aspect of communication is also influenced by cultural differences as it is well
known that there is a great difference in the value given by different cultures to time.

Kine-sics mainly deals with the body languages such as postures, gestures, head nods, leg
movements etc. In different countries, same gestures and postures are used to convey different
messages. Sometimes even a particular kine-sic indicating something good in a country may have
a negative meaning in any other culture.

So in order to have an effective communication across world it is desirable to have a knowledge of
cultural variables effecting communication.

INTER-CULTURAL COMMUNICATION

Intercultural communication between people is an integral attribute of the human society
development. Not a single country, even the one considered most powerful in political and economic
aspect, can meet cultural and aesthetic requests and needs of the humankind without applying to the
world cultural heritage, spiritual heritage of other countries and peoples. The modern world is
developing towards globalization. In this regard, the issues about the role and the place of
international communication become an integral part of life both for the humankind in general, as
well as for the individual.
The term Globalization is perceived in a number of ways: the unity of capital, disappearing of
borders between nations and increasing the international division of labor, the similarity of values
among different cultures, everybody and everything together. The majority of students find
globalization as the unity in economic, political and cultural aspects. Taking this into consideration, we
can conclude that international communication plays a great role in the process of globalization.
And what is intercultural communication? In its most general sense international communication
occurs when a member of one culture produces a message for consumption by a member of another
culture. More precisely, international communication is communication between people whose
cultural perceptions and symbol systems are distinct enough to alter the communication event. In
spite of the fact that this phenomenon is being researched by scholars from the whole world for many
years, it still remains timely and causes controversies and discussions.
The first aspect, is that societies and communities have no choice of either to participate in process of
globalization or not, but the character of their participation is shaped by specific social, cultural,
economic and political conditions. This complex multilevel process of mediation between the global
and local issues, being an inherent character of communication, promises to change not only the
context, but likely the nature of intercultural communication. Thus, the question about the place of
intercultural communication is ambiguous.
On the one hand, due to intercultural communication, nations can engage in a dialog and find
understanding during the process of searching and making decisions in crisis, critical, non standard
situations. Countries with diametrically opposite points of view on the economic crisiss roots
managed to find consensus and start working out a common approach to the solution of worldwide
problems. Another example to illustrate the same point is the Cuban missile crisis in 1962, when the
whole world was standing on the brink of the nuclear war. The two leaders from a communist and a
capitalist great powers made an agreement, which prevented humankind from treat of death.
On the other hand, there are a lot of grievous examples when countries were unable to find
understanding and to solve urgent problems and conflicts. This can be referred to the situations
between Serbia and Kosovo, South Ossetia and Georgia, Moldova and Transnistria, Palestine and
Israel. In each of these conflicts, opposing forces suppose they held the only right and appropriate
opinions regarding the issues, and they did not want to compromise, therefore civilians suffered.
In retrospect to the previous experience of the world history, we can ask a question: Is the idea of
the uniform humankind feasible? Can you imagine the situation when everyone has similar culture
with similar values and similar beliefs? Maybe, in such world community, there will be no
misunderstanding and obstacles in the process of communication. This would also mean the
destruction of cultural diversity as a result of globalization. In such a case, the seemingly positive side
of cultural destruction can be presented in the following way:
Destruction of cultural diversity destruction of communication obstacles easiness to find
understanding and to solve problems. It seems to also provide a great impulse to the development of
society in economic and political aspects
But, if we scrutinize this problem closer, we can find a big amount of disadvantages connected with
this outcome. Our cultural heritage would turn into dust because culture is communication,
communication is culture. Moreover, due to the fact that this process of globalization is done by the
upper side (according to the will of the strongest), the opinion of individuals (national minorities) is
not taken into consideration therefore resistance against globalization will increase. It casts doubt on
the idea of a totally globalized world. If this problem is solved by radical measures, two worlds will be
able to appear: the world of supporters and the world of opponents who will never have their place in
such kind of a world.
The process of globalization is permanent. Under the circumstances, the era of globalization has at
least two tends regarding its cultural aspect development. On the one hand, globalization is changing
the traditional lifestyles of people. But on the other hand, some adaptation and protecting functions
of each culture are generated, so the process of globalization takes an extremely controversial format.
Within the bounds of intercultural communication, some common values and ideals (tolerance,
equality of traditions, ethics and politics of responsibility) are being formed. However, the process of
creation of commonalities within communicational interaction is not always smooth. For example,
such universal values as human rights, which were accepted by western scholars as basic values, turn
out to be incompatible with the political and cultural customs of many eastern countries. In order to
prevent such incompatibilities, countries must find points of contact in which the principles of
globalization do not contradict customs and traditions of these countries.
Then, as we view it, the points of mutual contact should be found. In cases when it seems impossible
to find points of mutual contact, countries should demonstrate tolerance and respect to each other.
In this connection we can declare that the future of humankind depends only on us and on our
actions towards each other. And understanding this is one of many steps which mankind must take in
order to prosper together in peace.

CROSS-CULTURAL COMMUNICATION

The purpose of communication is to transfer ideas and knowledge from one entity to the other. The
first step in communication is input; someone must say something that is received by someone else.
The communication loop is successful when the receiver demonstrates that he or she understands
what was being communicated.
From an organizational perspective there are many barriers than can impede the flow of
communication. These barriers include culture, technology, language, workforce, and environment.
For the purpose of this model culture refers to the traditions and customs that are prevalent in the
country where each company is located. These traditions and customs influence policies and
procedures implemented by businesses. Technology is simply the use of mediums such as email,
Internet, text messaging, and cell phones to communicate. When a company does not have
experience using a particular technological medium to communicate it may rely on older methods
that the other company views as inadequate. Language is what is spoken in the country where the
company is located. If the languages of the two companies are different, then one company must
learn the others language or a new language must be created. Workforce refers to the internal
structure of the company, including employees, managers, and organizational leaders. Environment
refers to the external forces that affect the company. For example, the economy can have an adverse
impact on an organization and present an obstacle to cross-culture communication.
As illustrated in the below figure, when these barriers are eliminated companies are able to
experience innovation, reduced conflict, and better dissemination of information. J. Ku-Hyun stated
To be successful as a global corporation communication is critical. Without communication
organizations will cease to be. The challenge for organizations that must communicate cross-culturally
is to ensure that their message is understood the way that it was intended. When communication
barriers are not removed it is easy to make assumptions about what is being communicated.

Our assumptions of what we thought was being communicated can be very different from the original
message. Communication takes effort, it is much easier to sit back and simply assume what we think
others are trying to tell us. To actively engage in communication takes time and energy. Organizations
must be willing to invest the resources needed to support cross-culture communication.

Successful cross-cultural communication creates a dialogue, a continuous transfer of information. This
exchange of information addresses our assumptions and clarifies points we do not understand. It also
provides the opportunity for us to ask questions and confirm the information that was received.
Having a dialogue reduces conflict because cultural misunderstandings can be dealt with when they
arise. The dialogue only occurs when both parties agree to share information and ensure that the
transfer of information is not blocked.

CROSS-CULTURAL COMMUNICATION MODEL




EXA
MP
LE
OF
SA
MS
UN
G &
HY
UN
DAI

To
illustr
ate
how
comp
anies
can utilize the cross-culture communication model to improve business practices consider the
examples of Samsung and Hyundai.
Samsung is unique because of its focus on human resources and risk taking initiatives. The company
was founded in 1938 and is the worlds largest conglomerate. Samsung is recognized as a global
industry leader because of its inner capacity to take advantage of distinct initiatives. It hires a small
percentage of non-Koreans inside Korea but employs a higher percentage off non-Koreans outside of
Korea. The culture of the organization is very family centric. Decisions occur in a collective
atmosphere that allows for communication at all levels of the organization. However, even when
decisions are clearly communicated throughout the organization employees may not always show
support.
The workforce can represent a barrier to cross-cultural communication when employees feel they are
not valued. This presented an issue at Samsung. The expectation was that you stayed at job until your
assignment was completed. However, with the increase of younger employees entering the workforce
who had different expectations, Samsung had to make a change. Management made the decision to
change the workday from five-to-nine to seven-to-four. The reason for Samsungs change was to get
employees to be more team oriented and more productive. Changing the hours of the workday
required employees to work together and it also required managers and supervisors to have a more
active role in completing daily tasks. The seven-to-four schedule was a cultural shift that was
instigated by new employees entering the company with a different outlook towards work and
personal time. Prior to the change, employees were expected to stay on the job until it was
completed. With the change the office closed at four and everything stopped. Now employees have
to proactively plan their workday in order to ensure that everything is accomplished in a timely
fashion.

Samsung has been able to become a global leader because of its commitment to the development of
technological capabilities. Managements objective is to develop technology capabilities for value
creation in diverse business areas that will ultimately support growth in global competition. The
focus on innovation requires the sharing of business practices and technology throughout the
organization. Samsung must communicate with employees and customers simultaneously to ensure
that company objectives are met.
J. Ku-Hyun reports that Samsungs competitive advantages include -
1) commitment to work that is translated into speed advantages,
2) highly skilled engineers and technicians, and
3) management talent and experience.
Samsung has used these competitive advantages to enhance its relationship with customers and
expand globally.

Hyundai Motor Company was formed in 1967 and has established itself as company that focuses on
quality improvement and innovation. From the small beginning in Seoul, Korea the company has now
expanded to more than ten countries including the United States, Canada, India, China, Turkey,
Russia, Malaysia, Sudan, Egypt, Indonesia, Iran, and Japan. For this expansion to take place requires
effective communication that is able to overcome cultural barriers and accomplish global
management initiatives. Hyundais achievement at globalization depended upon its ability to expand
international sales as it gained experience in international markets. The move from domestic to global
production means Hyundai must operate in unfamiliar and uncertain economic and cultural
contexts.

Over the years Hyundai has learned valuable lessons on the importance of knowing and valuing the
needs of its customers. In the early 1990s, Hyundai experienced problems when trying to expand
production to Canada. The primary issue was that the company did not adapt the design of the
Sonata for North American customers. Consequently, the company lost market share to Toyotas
Camry and Hondas Accord. Another important lesson was learned when Hyundai made the decision
to start production in Turkey because of the lower cost for workers. Because of the lower wages
management decided to use more hand-operated technology instead of the automated
manufacturing processes utilized in its domestic plants. As a result, the production rate of the Turkish
plant was 25% lower than that in Korea. From these experiences Hyundai learned the importance of
researching the culture of a country before making profound business decisions. Cross-culture
communication involves adapting organizational policies to fit the context of where business
transactions will occur.

Key to Hyundais success is its corporate philosophy that places the needs of customers as top priority
in all business areas. This customer-oriented management style requires organizational leaders to be
receptive to new ideas and to think outside the box. To encourage employees to expand their cultural
awareness the company encourages three-month assignments to its overseas sites. For example,
when the company was building a site in Alabama it allowed employees to visit and study the culture.
The company promotes an employee backpack travel program around the globe where teams of
three design their cultural experience. The teams compete for a company sponsorship of 15-day
expeditions by writing what they hope to learn. More than 47 teams have traveled to 70 countries,
including Peru, Turkey, and Greece. Employees that participate bring back what they learn and share
it with their colleagues.

Hyundai Motor Company is strengthening its position as a global brand, establishing local production
systems on a global scale and supplying automobiles that meet the needs and tastes of customers in
each specific region. During a visit to the Asan Plant located in Chungchungnam-do, Korea, it was
very apparent of how the company is being innovative. The plant has a production capacity of
300,000 units and utilizes the latest in robotic technology to assemble vehicles (Tour Guide, personal
communication, July 27, 2009). One unit is produced every 57 seconds and 100% of all the welding is
completely automated. The Asan plant has 34,000 employees; the average annual salary is $50,000.
The plant operates two ten-hour shifts and provides numerous incentives for employees that are
innovative on the job.

Samsung and Hyundai are only two examples of organizations that are effectively communicating
cross-culturally. Both organizations have been able to learn from their past mistakes and create
strategies that support their growth in the global market. The sharing of information makes it possible
for other organizations to also benefit from the mistakes made by these organizations.

During one of the group observations a Korean participant stated, A smile is a basic tool of
communication. Cross-culture communication is not easy, especially when we are unfamiliar with
the receiver of the information. Organizational leaders that have to communicate cross-culturally can
use the following steps:
1. Develop clear and concise expectations for how the organization will accomplish its mission;
2. Ensure that employees understand their role in the organization;
3. Be willing to invest time to communicate;
4. Remember that communication is a two-way process, listen before you speak.
Many misunderstanding have occurred, not only because of mistakes in the usage of words or
expressions, but also because of the lack of goodwill and cultural knowledge. Mistakes are a normal
part life and at times can have lasting consequences. We can make mistakes as long as we can
correct mistakes. We can get feedback from the global market. The cross-culture communication
model developed, provides a mechanism for obtaining feedback from the global market. The model
identifies the barriers to cross-culture communication and summarizes the outcomes that can be
achieved when these barriers are tackled.










BIBLIOGRAPHY


Books -
Business Communication, Meenakshi Raman, Oxford University Press
Essentials of Business Communication, Mary Ellen Guffy , Dana Loewy, Nelson

Research Papers -
http://my.ilstu.edu/~jrbaldw/372/InterculturalResearch.htm
http://www.studymode.com/essays/Cross-Cultural-Communication-440186.html
http://www.emeraldinsight.com/journals.htm?articleid=1806124

Websites -
http://digitalcommons.uri.edu/cgi/viewcontent.cgi?article=1012&context=com_facpubs
http://www.stanford.edu/group/ccr/blog/2009/04/intercultural_communication_in.html
http://www.intechopen.com/books/globalization-education-and-management-agendas/the-
impact-of-globalization-on-cross-cultural-communication
http://www.forbes.com/sites/carolkinseygoman/2011/11/28/how-culture-controls-
communication/
http://www.ehow.com/info_8026798_issues-global-communication.html
http://ideas.repec.org/p/fth/freiba/98-6.html
HTTP://www.ehow.com/info_7906199_importance-communication-global-business.html