Business Communication

Abstract

The growth of any company is largely dependent on how it is viewed by different categories of people in the society. However, an important consideration is to safeguard the image of an organization.

This looks at Emirates Airline and how the company has managed to succeed in its operations despite operating in a very competitive business environment. A number of strategies employed by the airline to excel have been examined.

Introduction

According to Cornelissen (2011), the future of any corporate organization in the present day society largely depends on how it is regarded by stakeholders such as investors, customers, employees, shareholders, and members of the community in which the organization operates.

This paper will look at different the aspects of corporate communication as applied at Emirates Airline Company.

Emirates Airline’s Overview

Based on the study by Reference for Business (2016), Emirates Airline Company is part of the Emirates Group that also offers other services. The company was established in 1985 with the approval of Dubai’s royal family and as noted by EG (2016), it is fully owned by the Government of Dubai. The airline has its base at Dubai International airport and works in six continents. On a weekly basis, it operates more than 3,500 flights.

Emirates Airline’s Reputation

It is important for every company to create and maintain a good reputation in order to survive in a very competitive environment (UN, 2010). Without a doubt, a company’s market share is determined by the way it is viewed by stakeholders and the general public. While a good company image will help to move it to a higher level, a negative one can easily bring it down. It is thus imperative for the management team in an organization to work toward maintaining a good standing.

Among other things, Emirates Airline Company is well-known for its reputation of delighting customers with luxurious flight services (Reference for Business, 2016). According to Verger, Lubienski, and Steiner-Khamsi (2016), the company has continued to experience the highest rate of growth than competitors around the world.

To stakeholders, Emirates Airline is regarded as a profitable organization that is focused on continuous growth (Abeyratne, 2015). The company’s profitability keeps growing and this is a great motivation for stakeholders. This is unlike some of its competitors that keep making loses whenever the economy worsens.

Emirates Airlines Corporate Communication Functions

This section examines different corporate communication functions that are employed by Emirates Airline Company. Specifically, a number of corporate communication sub-functions are discussed.

One of the sub-functions is media relations. The company uses a powerful marketing strategy through its website to appeal to customers. By placing pictures of celebrities on the website, the airline is portrayed as the best choice for celebrities and all others as well. In the society we live in, such a strategy can have a great impact on consumers. In the end, the airline benefits by acquiring additional customers. Through an effective internal communication system, the company ensures that the different sections within the organization are kept aware of any new developments. All employees and other stakeholders are made fully aware of the company’s vision and values through its website. The company values the contribution of its employees and treats them with respect. Consequently, the management team is devoted to the welfare of every single employee. As far as corporate responsibility is concerned, the company is among the champions of environmental conservation.

Through a report by the EG (2012), it is obvious that the company is heavily involved in taking care of the environment. The company is happy to be involved in conservation efforts alongside other bodies such as Dubai Desert Conservation Reserve. Any company that desires to grow must cultivate healthy relations with investors. As is evident from the company’s website, Emirates Airline is committed to building productive relations with investors. Information about the company’s growth is made publicly available for all stakeholders to see and this helps to build the confidence of investors. There is no company that operates without regard for the community around it. With this is mind, Emirates Airline endeavors to nurture great relations with the surrounding community. Community initiatives by the company include Emirates Airline Foundation, Emirates Friendship Hospital Ship, and Emirates-CHES Home, to name but a few. To effectively deal with any crisis that may arise, the company has an elaborate structure to ensure communication concerning any crisis is properly disseminated to the relevant people.

Clearly, the efforts made by the company in each of the areas mentioned above have been bearing fruit over the years. The company has been able to grow from one level to another, enjoying healthy relations with both investors and the community.

Recommendations

Despite being very successful, Emirates Airline Company can go further by benchmarking its operations against competitors. While the company has done well in a number of areas, there is always room for improvement. Its research and development wing should therefore be used to understand the operations of other airlines and adopt some of their best practices. Emirates Airline should also continue to improve the quality of their planes in order to attract new customers and retain existing ones (Dillingham, 2007).

Conclusion

As discussed in this paper, Emirates Airline Company is one of the most successful companies in the world today. Using effective corporate communication strategies, the company has continued to improve its reputation.

References

Abeyratne, R. (2015). Competition and investment in air transport: Legal and economic issues. New York, NY: Springer.

Cornelissen, J. (2011). Corporate communication: A guide to theory and practice. Thousand Oaks, California: SAGE.

Dillingham, G. (2007). Commercial aviation: Potential safety and capacity issues associated with the introduction of the new A380 aircraft. Washington, DC, WA: DIANE Publishing.

Emirates Group (EG). (2012). Balancing our performance: The Emirates Group 2011 – 2012 environmental report. Web.

Emirates Group (EG). (2016). Emirates airline. Web.

Reference for Business. (2016). The Emirates group – Company profile, information, business description, history, background information on the emirates group. Web.

United Nations (UN). (2010). Global compact international yearbook 2010. New York, NY: United Nations Publications.

Verger, A, Lubienski, C., & Steiner-Khamsi, G. (2016). World yearbook of education 2016: The global education industry. New York, NY: Routledge.

Introduction

Communication has evolved to become the center of business in modern times. With the witnessed advancement in telecommunication, business people can communicate with their customers, suppliers, and even other individuals in real-time. This situation has made it easier to obtain important feedback that is needed to keep the business running. In addition, stiff competition that is characteristic of the modern business environment has made it necessary for firms to track nearly every activity performed by competitor companies (Gilad, 2011). Successful managers understand the essence of keeping time in the day-to-day activities of their organization.

Time is a valuable resource that every organization must strive to utilize appropriately mainly because it cannot be redeemed. Time management is the practice of ensuring that tasks are accorded the right duration. It may involve prioritizing some tasks above others in terms of the amount of time allocated and the order in which the errands are performed. Proper time management helps organizations to accomplish projects and tasks with less effort. Business communication is a practice that requires proper timing to avoid missed opportunities. Activities such as responding to business emails and calls require not only precision but also timely rejoinder. This paper will address the importance of managing time effectively when carrying out business communication.

Time Management in Business Communication

Through timely communication, businesses can keep their customers engaged. The increased competition in business has led to an amplified variety for customers to choose from, a situation that has resulted in more client control. Consequently, customers have become more demanding to the extent that they desire to see the products and services they receive from businesses reflecting their wishes. Therefore, for a business to keep its customers satisfied in modern times, it must devise ways of obtaining customer feedback in a prompt manner. This feedback should then be reinvested in the products or services by reflecting the desires of the customers.

Today, many businesses are losing their customers because of the inability to respond to their (clients) feedback regarding aspects such as product and service quality and timely delivery. For instance, many customers now prefer to purchase products online. Therefore, businesses must monitor customers’ online orders and acknowledge receipt immediately. Failing to respond urgently may lead to customer frustration. Communication effectiveness also affects the technical and functional quality of products and services. According to Den Hartog, Boon, Verburg, and Croon (2013), communication is a key ingredient in attaining high-perceived service quality.

Businesses realize they need to monitor the activities of competitor firms because the market has become increasingly competitive, meaning that the activities of one firm will affect the other companies. Failing to monitor competitor firms may cause a business to be overtaken and even driven out of the market. Effective monitoring of competitors requires a business to watch how its customers respond to any inquiries. With technology, it is easy to monitor the activities of rivals, including how they affect the market. Activities of rival firms must be communicated to the major decision-makers who will then evaluate the information and/or apply it in countering the move made by the competitor company. This case may require the organization to upgrade its communication network with clients. A possible response would involve launching a counter-marketing campaign. For such communication to be effective, it should be timely. In other words, it should not be launched too late after the rival company’s communication.

Communication serves as the link between managers and their employees. On average, managers spend about 70 percent of their time communicating with their juniors. Through communication, they can pass instructions to juniors, communicate their expectations, and/or obtain performance feedback (Lammers, 2011). These activities need to be conducted in a reasonable time frame to ensure that effectiveness is attained. Delayed communication can affect the way jobs are performed. The outcome would be marked by diminished performance.

If employees do not receive timely instructions, they may experience trouble when performing their tasks, a situation that leads to low morale. This untimely giving of instructions may further result in behaviors such as absence and reporting late to work. According to Leblebici (2012), employee performance is directly linked to an organization’s communication strategy. Where communication is ineffective, employees are likely to be demotivated, hence performing poorly in their duties. Conversely, employees interpret effective and timely communication to mean that the managers are focused and determined to have the job completed within a reasonable time. Hence, workers will be motivated to work hard to meet their respective organizations’ goals.

Human resources often emulate the behavior of their managers. Communication can be an effective way for managers to create a symbolic behavior that employees can emulate in their day-to-day activities. By being timely, administrators can promote effective interpersonal communication, thus preventing a scenario where employees do not have a clear picture of what is expected of them. The modern workplace also requires constant communication between the management and employees to share ideas (Leblebici, 2012). This situation is different from the past where decisions were made by the management before being handed down to the employees. Employees need to feel involved in decision making for them to own up to the goals and projects of the organization. The involvement of employees can only be achieved through timely communication before and during the task.

A growing body of research suggests that effective and timely internal communication results in employees’ job satisfaction and hence productivity. According to Guffey and Loewy (2012), improving the timeliness of communication may boost an individual’s productivity by up to 30 percent. Disloyal employees can be a liability to the organization, often resulting in losses. Loyalty can be built and maintained through efficient internal communication. A study conducted in 2008 established that over 80 percent of employees in the US and the UK regarded communication as an important influence on whether employees choose to stay or leave an organization (Guffey & Loewy, 2012). Further, Muscalu, Todericiu, and Fraticiu (2013) found that most admired companies invest heavily in communication with employees. This finding illustrates that organizations realize the importance of constant and timely communication to employees. For employees to associate with the organization, they must be made to feel like part of it. This goal is achieved through effective communication.

Organizational effectiveness relies on timely and efficient communication. The management must strive to inform stakeholders about the mission, vision, and strategy of the organization. These components form the pillars of organizational success. Hence, they must be communicated to the stakeholders at every opportune moment. Organizations that emphasize their goals to the employees are more likely to attain success (Muscalu et al., 2013). Constant communication promotes consistency since everyone is aware of the goals of the company, including what needs to be done to achieve them. This approach promotes a common understanding of the company’s strategy. It also ensures that all employees fit into the bigger picture. Therefore, reducing any barriers to timely communication is a key step toward achieving business success. Additionally, engaged employees are likely to do more than what is simply required of them because they feel like part of the organization. Motivation and common goals are often absent in organizations that do not value constant communication.

Most businesses rely on investors to raise funds that are required to run the business. Such shareholders have an interest in the business on account of their investments. The business has a responsibility to update investors on financial decisions made, including their consequences on the industry. Den Hartog et al. (2013) argue that businesses must provide periodical and timely communication to investors concerning their investments. This communication should be in a language that the investors can understand. Den Hartog et al. (2013) further maintain that easy flow of communication helps to build trust that is useful during dispute resolution. In addition, effective and timely communication helps to offset the difference between what the investors expect and what the business can actually achieve. This way, disagreements can be reduced or avoided altogether. Proper financial arise from effective communication. Strong communication skills must be cultivated to ensure that clients comprehend investment choices made by the organization. Through timely communication by financial experts, clients have access to information regarding the positions of their investments, including the possible risks and opportunities.

From time to time, organizations communicate with stakeholders about any changes being made. Cynism about change is a major drawback for many organizations since it may slow down the process of change. For instance, employees may be unwilling to adopt new technology because they are more accustomed to the existing technology. Through opportune communication, the organization can inform and prepare the employees for the change beforehand. This approach would have the effect of ensuring that employees are psychologically prepared to embrace the change when the time comes.

According to Beatty (2015), proper communication regarding change should answer the important questions of “what,” “why”, and “how”. The “What” component requires the management to define and break down the components of the change in a manner that employees can understand. The “Why” element explains the reason the change is needed in the organization. The element is expected to assist employees to appreciate the importance of this change. Finally, the “How” aspect explains the path the organization will follow in implementing the change (Beatty, 2015). Offering comprehensive communication about the change before it is implemented ensures that the organization moves together with its employees. The strategy reduces resistance or cynicism by employees regarding the change.

Conclusion

Timely communication is a key ingredient to attaining organizational effectiveness and hence organizational success. Managers spend most of their time communicating with employees. The more effective this communication is, the higher the chances that organizational success will be achieved. Timely communication also enhances employee motivation, morale, and productivity. Organizations should spend a considerable amount of their resources on devising proper channels for communicating with their employees. Communication between the organization and its customers is equally important. As a result, every organization must create efficient methods of obtaining feedback from customers concerning the quality of products and services.

References

Beatty, C. (2015).Communicating during an organizational change. Organization Studies, 15(3), 337-352.

Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, communication, satisfaction, and perceived performance a cross-level test. Journal of Management, 39(6), 1637-1665.

Gilad, B. (2011). Strategy without intelligence, intelligence without strategy. Business Strategy Series, 12(1), 4-11.

Guffey, M. E., & Loewy, D. (2012). Essentials of business communication. Boston, MA: Cengage Learning.

Lammers, J. C. (2011). How institutions communicate: Institutional messages, institutional logics, and organizational communication. Management Communication Quarterly, 25(1), 154-182.

Leblebici, D. (2012). Impact of workplace quality on employee’s productivity: Case study of a bank in Turkey. Journal of Business Economics and Finance, 1(1), 38-49.

Muscalu, E., Todericiu, R., & Fraticiu, L. (2013). Efficient organizational communication-A key to success. Studies in Business and Economics, 8(2), 74-78.

Introduction

Family businesses face various challenges that have led to their persistent failure in the economy. The success of a family business depends on the consolidation of the family members at large. Most of the family businesses fail because of the family issues and conflicts among the family members. Historically, family businesses were known for their low cost of capital for their formation. However, these challenges have persisted and led to their downfall.

Some of the family issues that affect the performance of the business include rivalry among the family members, death of a family member, the history of the business, succession issues, resistant to change, poor expression, and commitment. This paper seeks to explore the major family issues and conflicts that lead to the downfall of the family businesses. The paper also provides solutions to these problems to enhance the performance of the family businesses for the future generation.

Family issues and conflicts

Rivalry among the family members

The disagreements among the family members are the root cause of business failure. The management of family business encompasses the efforts of all the family members hence calling for cooperation among the family families. Many families owning businesses experience a breakdown of relationships creating a poor environment for the cooperation in the business. Further, these family members hold their differences and do not forgive each other, which affect the performance of the business in the end (Gordon & Nicholson 2008). It is difficult to operate in the business without stepping on someone’s toe. Research shows that families without the capabilities of forgiving each other for the purpose of progression of the business may create a hard time for cooperation in the business.

Succession issues

Most of the family businesses encounter problems when it comes to the succession of the business. Every member of the family strives to be successors of the family businesses. When many people tend to control the business, there will be conflicts of interests within the business hence resulting in the poor performance of the family business. Carlson Companies is one of the companies being controlled by family members. Initially, this company encountered the problem of succession, but it is now ranked the best family company with exemplary performance (Poza 2007). Recently, the company celebrated its 60^th anniversary because of its tranquillity in the management. The issue of succession of the business has been accelerated by the motive of who should own the business.

Inability to change

Many family businesses are managed by outdated and dubious methods. The management of family businesses is based on the historical backgrounds. The new families do not change to the new ways of management hence lowering the level of competition with other firms. At the onset of the family businesses, there was a formulation of rules and norms that governed the operations of the business. One limitation of these rules is that they remain unchanged even if there is a change in the economy. The new generation restricts themselves to these rules without considering the global changes.

For instance, the rules governing the share of profits within the organization should not remain constant because of the return on the capital changes with the changes in the economy (Rhodes and Lansky 2013). During the inflation period in the countries, the profit margin reduces because of the high prices of the goods lower the sales margin. Adopting the new changes in the family businesses is cumbersome because it will involve unnecessary consultations from the family members. Not all family members may embrace change in the business.

Lack of training among the family members

Training of the family members provides the necessary skills required in the management of business resources. Management of any business institutions requires a certain level of skills. The skills enable the managers to foresee any current and future challenges that may affect the performance of the business. Lack of training among the family members make the business to face challenges that result in the downfall of the business.

Most of the family members inherit the business from their parents without acquiring any knowledge of managing the business. For example, most of the family businesses fail because of failure to manage debts in the business (Sorenson 2011). Management of debts requires skills to ensure a balance between the creditors and cash in hand to prevent the dissolution of the business.

Indirect communication

Indirect communication has affected the family-owned businesses. Indirect communication comes when there are differences among the family members. Indirect communication cannot solve problems in the business. Neither, can it be used in making plans in the business. Often, family members in the business communicate indirectly to the outsiders. They discuss the business issues with the outsiders hence affecting the performance of the business. Business ethics advocates for the maintaining of business secrets (Rhodes & Lansky 2013). Exposing business secrets may give competitors an upper hand to compete with the business. Communication should be one that supports decision-making in the business.

How to govern family businesses for the future generation

Training of family members on how to manage business resources is one of the ways to govern family-owned businesses. This will help the members to foresee the problems that the business may encounter in future. Such problems may include handling of debts in the business and improper pricing of the goods. Secondly, the family members should be encouraged to stop indirect communication in business and maintain the secrets of the business.

Maintaining of the secrets in the business creates healthy competition with other business entities (Sardanis 2007). For this reason, the managers should set the rules that govern the communication styles in the business. Family members should learn how to solve their differences to enhance the operations in the business. Finally, every family business should adopt changes in the business according to the changes in the economy. This can be done by abolishing the historical form of management as dictated by the previous family members. Adopting the changes will enable the business to cope up with the changes in the business.

Critical evaluation of the topic

Critically, family issues and conflicts are the major causes of the downfall of the family businesses. Such issues may include lack of training, resistant to changes, rivalry among the family members, indirect communication and lack of training. For instance, indirect communication exposes the secrets of the business giving the competitors chance to identify the strengths and weaknesses of the business.

Other companies that are not influenced by such issues like private limited company perform better than family businesses. However, not all family issues are the cause of problems in family businesses. Other problems come from the external environment like government policies and devaluation of the currency. In conclusion, the family leaders should set favourable policies that govern the activities in the business to avoid conflicts in the family businesses.

References

Gordon, G., & Nicholson, N 2008, Family wars: Classic conflicts in family business and how to deal with them, Kogan Page, London.

Poza, E. J 2007, Family business, Thomson South-Western, Mason, OH.

Rhodes, K., & Lansky, D 2013, Managing conflict in the family business: Understanding challenges at the intersection of family and business, Palgrave Macmillan, New York, NY.

Sardanis, A 2007. A venture in Africa: The challenges of African business, I.B. Tauris, London.

Sorenson, R 2011, Family business and social capital, Edward Elgar, Cheltenham, UK.

Introduction

Communication is one of the most important factors of success in any organization. Communication among employees as well as between employees and management is a determinant of organizational efficiency and effectiveness (Miller, 2014). Effective communication facilitates decision making, problem solving, proper comprehension of job requirements, and dissemination of information and knowledge within the organization. In addition, it helps in analyzing potential problems that organizations face.

It is critical for managers to understand and implement various communication concepts in order to improve the performance of individual employees and teams. On the other hand, many successful companies integrate effective communication into their organizational culture because it improves relationships with clients and enhances the smooth running of business operations (Miller, 2014). Successful communication incorporates several aspects such as listening, speaking, nonverbal cues, and written messages.

There are several concepts that are critical for the successful communication in the organization; among them, one can distinguish conflict resolution strategies, active listening, leadership strategies, organizational culture, as well as the differences between formal and informal communication because they are important for explaining different interactions within companies and anticipating possible challenges.

Conflict resolution

Conflicts are a common occurrence in the workplace that is inseparable from the work environment of any organization. Therefore, managers should find ways of resolving these conflicts instead of avoiding them. Effective communication is an important aspect in the resolution of conflicts. Managers should aim for win-win solutions that satisfy the various needs of disagreeing parties (Davidson & Wood, 2004. Resolution of conflict is an important concept that creates successful communication within an organization. Leaders should ensure that they resolve workplace conflicts without favoring or offending the parties involved.

This can be achieved by avoiding bias and thoroughly analyzing the cases presented by all parties that are involved in a conflict. Proper conflict resolution keeps employees focused on organizational goals without allowing personal or political issues to interfere in any way (Miller, 2014). Managers should choose the most effective conflict resolution model and use such incidents as learning opportunities that foster personal growth and development (Davidson & Wood, 2004).

Collaboration is the most effective conflict resolution that results in win-win situations. It involves initiating discussions between warring parties that aim to find a mutually beneficial solution. Collaboration encourages creative problem-solving and fosters respect among conflicting parties (McClellan & Sanders, 2013). It allows employees to openly express their concerns and issues in ways that do not offend or criticize openly. Effective conflict resolution methods involve active listening by managers and thorough analysis of input from different parties involved in a disagreement. Managers should use different conflict resolution methods depending on the nature of conflicts (Davidson & Wood, 2004).

Poor communication is one of the outcomes of employee conflicts in the workplace. Therefore, managers should ensure that all conflicts are resolved speedily and effectively in order to avoid bad relationships among employees. Conflicts lower performance, productivity, motivation, job satisfaction, and the overall output of the organization (McClellan & Sanders, 2013).

Active listening

Attentive listening is an important aspect of effective communication. The ability to listen actively, provide feedback, and comprehend the meaning of messages is important for various professionals at the workplace including employees, managers, and supervisors (Comer & Drollinger, 1999). Active listening involves paying attention to the words being spoken, how they are spoken, observance of the use of non-verbal cues, and taking into consideration the expectations of the speaker. It is important to use skills such as clarification and reflection in order to understand the message and avoid disagreements that are commonly caused by misunderstandings (Miller, 2014).

Good leaders listen attentively to their employees by focusing on the message being delivered and desisting from interrupting them while they are talking. Empathizing is an important part of active listening because it allows the listener to embrace and consider matters form the viewpoint of the other party (McClellan & Sanders, 2013). In this way, an agreement is reached by both parties after considering the issues raised by each part.

Active listening also involves several techniques such as paraphrasing the speaker’s words to demonstrate full comprehension and eliminate the possibility of misunderstanding. Overcoming barriers such as premature judgment, environmental distractions, misconceptions, inappropriate arguments, and interrupting the speaker is important in enhancing active listening (Comer & Drollinger, 1999).

Active listening allows employees and managers to understand the concerns of other people and as such resolve disagreements and conflicts satisfactorily. Managers can acquire active listening skills such as paying attention, being present and relaxed, maintaining eye contact, keeping an open mind, giving feedback, and empathizing with the speaker through on-the-job training and mock sessions. Giving regular feedbacks lets the speaker know that the listen understands their message and also gives them an opportunity to know what they think and how they feel about it (Comer & Drollinger, 1999). Managers play an important role in the success of an organization especially due to their role in handling employees daily.

The way employees are treated by managers determines their level of motivation, job satisfaction, and productivity. Managers need to learn how to listen to employees in order to identify the various issues that affect their work. The top management cannot learn about the changes they need to implement if they fail to listen to employees.

Leadership strategies

Leaders should identify a set of leadership skills and practices that should be possessed by employees based on their hierarchy level in the organization. Application of leadership strategies is primarily useful when an organization is going through a tough time. Examples of critical leadership skills that all employees should possess include well-developed communication skis, integrity, honesty, motivation, commitment, willingness to embrace change, and readiness to take initiative (McClellan & Sanders, 2013).

In any organization, employees adhere to the directives issued by their supervisors regarding various workplace matters such s appropriate employee behavior and etiquette. The employee-supervisor or employee-management relationship is very important in the attainment of organizational success. Therefore, it is important for leaders to adopt different leadership strategies that employees respond to effectively. One of the most effective strategies for successful communication in an organizational setting is engaging employees in discussions and face-to-face meetings (McClellan & Sanders, 2013).

Employees face numerous challenges and obstacles in the workplace that lower their productivity and performance. Conducting frequent meetings allows employees to present their grievances, opinions, and ideas regarding the state of the organization and the changes that need to be implemented. Moreover, such meetings strengthen employee-management relationships that are critical in creating successful communication within an organization. Employees need to feel that their leaders are always available to listen to them and help them solve their problems (McClellan & Sanders, 2013).

Another leadership strategy to foster effective communication is to facilitate the creation of a culture that is based on organizational learning. Successful leaders promote a culture of inquiry among employees and learn from the mistakes and failures of their organization (McClellan & Sanders, 2013).

In addition, they encourage employees to constantly grow and improve themselves by learning from unfavourable outcomes and using the lessons learnt to make improvements. Communication within an organization is likely to improve constantly if employees keep on learning, exchanging ideas, and engaging their leaders on various issues that they consider important for their organization (Miller, 2014).

The main objective of a culture of learning is to encourage interactions among employees and between employees and the management team. Another leadership strategy than can be sued to enhance successful communication is teamwork. Many successful organizations achieve effective communication by encouraging their employees to work in team as opposed to working individually. Teamwork encourages and increases employee interaction and collaboration in activities such as problem solving, decision making, and brainstorming (Miller, 2014).

These activities allow employees to identify and improve their communication strategies because by interacting more, they gain knowledge about the strategies that work and those that do not work. For instance, some organizations communicate through verbal messages while others prefer written messages. An organization identifies the most appropriate and effective communication methods by encouraging interactions among employees. Every organization should offer opportunities for leadership training to employees by organizing workshops and creating mentorship programs.

Organizational culture

An organizational culture comprises a set of values, principles, assumptions, and standards that govern employees’ actions, behaviors, interactions, and aspirations at the workplace (Alevsson, 2002). Every organization should have a set of values and principles that reflect its mission and vision. The concept of creating an effective culture is important because it infiltrated and influences every business process within the organization.

In addition, it ensures that employees work towards similar goals with regard to performance expectations (Alevsson, 2002). Employees follow and support organizational cultures that are embraced by their leaders. Therefore, the management should demonstrate the importance of organizational culture by acting as role models. A good culture promotes successful communication between employees and the top management and allows employees to present their opinions and ideas openly without victimization and increases access of employees to their leaders (Alevsson, 2002). As mentioned earlier, increased interactions at the workplace improve communication.

Organizational culture can be beneficial if it is reflected in workplace aspects such as job design, performance appraisal, decision-making, problem-solving, communication, and employee remuneration (Alevsson, 2002). An effective culture creates flexible organizational structures that define hierarchies and the flow of work as well as communication in the organization. In addition, it clearly defines the rituals and routines of the organization. It is important for leaders to articulate their organization’s objectives and goals to employees in order to streamline business operations. Employees communicate successfully when they are fully aware of what they are expected to do, how they are required to achieve, and the outcomes they are expected to attain (Alevsson, 2002).

Formal and informal communication

Knowledge of formal and informal communication is important because it facilitates the evaluation of employees, overt attitudes and their true beliefs. Informal communication is defined as any form of communication that is contrary to the forms of communication recommended by an organization (Miller, 2014). Common forms of communication include memos, emails, letters, phone calls, fax, notices, twitter messages, company blog, impromptu meetings, and presentations. Informal communication can also be defined as any form of casual interaction between employees. A workplace cannot thrive without informal communication.

Therefore, leaders should implement policies to ensure that it is not the dominant form of communication in the workplace. Informal communication is beneficial because it illustrates worker’s unbiased views regarding their organization’s policies, strategies, operations, and processes (Miller, 2014). In addition, it helps managers identify weaknesses in their strategies and operations. It is not limited by certain policies or standards that organizations implement to manage formal communication. Formal communication is any dissemination of information that adheres to the rules of an organization’s communication policy or plan, and flows vertically and horizontally (Miller, 2014).

Vertical communication involves the flow of information from the bottom (employees) to the top (management) and vice versa. The management issues directives to employees and employees provide feedback to management. Horizontal communication involves the flow of information among employees who are at equal organizational levels. For example, employees might hold a meeting to discuss team progress or heads of the human resource and finance departments may meet to discuss cost-cutting measures. Whether formal or informal, communication within the organization should be based on trust, integrity, and openness (Alevsson, 2002).

Employees should be aware about the meanings of various non-verbal communication cues that are used at the workplace in order to avoid misunderstandings that can have disastrous consequences on performance and productivity. For instance, I learnt about the importance of this concept when I worked as a volunteer in a not-for-profit organization. Employees used touch as a form of communication that expressed the bond they shared as a family. I was initially vexed by the gesture but became comfortable with it after the supervisor explained to me its meaning.

Conclusion

The discussed concepts are important for analyzing the performance of the organization and identifying the causes of various changes faced by the company. Communication is an important aspect of the attainment of organizational success. Effective communication is influenced by many factors that are determined by the quality of leadership in an organization. Concepts that are critical for the successful communication in the organization include conflict resolution strategies, active listening, leadership strategies, organizational culture, as well as the differences between formal and informal communication.

These concepts are important for explaining different interactions within companies and anticipating possible challenges that could affect the attainment of goals and objectives. The process of addressing the aforementioned concepts should involve the participation of employees because it is only by addressing their welfare that successful communication within the organization can be attained. Each of these concepts contributes towards successful communication in a different way.

For instance, conflict resolution removes barriers that hinder employee interactions while leadership strategies help in the inculcation of certain values and leadership skills in employees. The main aim of these concepts is to harmonize and streamline the activities of employees in such a way that effectiveness and efficiency is increased. The implementation of these concepts will ensure that the organization achieves successful communication that will contribute significantly towards the achievements of its goals and objectives.

References

Alevsson, M. (2002). Understanding Organizational Culture. London, England: Thousand Oaks.

Comer, L., & Drollinger, T. (1999). Active Empathetic Listening and Selling Success: A Conceptual Framework. The Journal of Personal Selling & Sales Management, 19(1), 15-29.

Davidson, J., & Wood, C. (2004). A Conflict Resolution Model. Theory into Practice, 43(1), 6-13.

McClellan, J., & Sanders, M. (2013). Reorganizing Organizational Communication Pedagogy: Attending to the Salient Qualities of a Communicative Approach to Organization. Review of Communication, 13(4), 249-268.

Miller, K. (2014). Organizational Communication: Approaches and Processes. New York, NY: Cengage Learning.

Introduction

Communication plays a pivotal role in the development of personal and professional relationships. It creates a connection that allows access between persons or places. Research has established that a big percentage of all the communication done between people is often nonverbal (Halbe, 2012). Nonverbal communication refers to the wordless signals that people use to convey a certain message. This involves numerous stimuli that provide information about the things that one should do. Some of the common nonverbal communication cues include facial expressions, signals, eye contact, postures, tone of voice, dressing style, and handshakes among others.

Silence also applies as a form of nonverbal communication. The ability of people to understand and use their body language plays a crucial role in developing successful relationships with others (Halbe, 2012). Organizations use various forms of communication to convey messages during meetings, conferences, and interaction with their customers. Some of the common forms of communication used are telephones and face-to-face interaction (Halbe, 2012).

The main difference between the two forms of communication is the way people use and interpret various cues. In some cases, people can use nonverbal cues that are hard to interpret, thus leading to misinterpretation of the information (Halbe, 2012). It is challenging for people to interpret all the cues used in telephone conversations because there is no physical interaction. On the other hand, nonverbal cues used in face-to-face communication are easy to identify and interpret.

Discussion

Communication is a crucial element in businesses, especially during meetings and conferences. Participants in such events often interact and share a lot of information. For example, during conferences, participants tend to form focus groups in order to deliberate on various issues of discussion (Halbe, 2012). Communication in business meetings involves agreeing to contributions made by participants, assessing the credibility of the information shared, comprehending the attitude of various participants, and emphasizing on a point made. All these activities involve extensive use of nonverbal cues (Halbe, 2012).

Nonverbal communication is a very complex concept that requires careful consideration with regard to the interplay of factors that influence its various forms. Communication in meetings is often characterized by use of conference calls and face-to-face interaction, which apply various nonverbal cues to convey messages (Halbe, 2012).

Types of nonverbal communication

There are various types of nonverbal communication, which people use to pass a message to others. First, there is facial expression. This entails the outward feelings someone articulates through their face. Facial expressions are an influential form of nonverbal communication because the look on someone’s face always sends a message even before saying anything (Halbe, 2012). The interpretation of certain facial expressions can vary from one individual to another. For people that use computer mediated communication such as use of telephones, it is challenging to tell whether the person on the other end is honest or not from their facial expressions.

On the other hand, it is easy to tell the credibility of information shared by someone through face-to-face interaction by analysing their facial expression. Facial expressions of feelings such as delight, sorrow, resentment, and nervousness have a universal interpretation. The second type of nonverbal communication is gestures (Halbe, 2012). This entails deliberate movement of hands and other body parts with an aim to emphasize or express a feeling. In both telephone and face-to-face communication, gestures apply to indicate an intention. Some of the most notable forms of gestures that people use in communication include directing, beckoning, and indicating numerical figures using fingers (Halbe, 2012).

Gestures have different meanings across various cultures. This means that one gesture can be used to send different kind of messages depending on the user. Gestures are a common feature of telephone and face-to-face conversations. In telephone conversations, gestures cannot be noticed by the person on the other end. However, in face-to-face conversations, it is easy to notice and interpret gestures made by a communicator (Halbe, 2012).

Third, there is paralinguistic communication, which entails nonverbal elements of a spoken intention such as the tone of one’s voice, pitch, and loudness. Communication experts argue that these elements have a huge impact on the way people interpret a message passed by the conveyer (Halbe, 2012). For example, a strong tone in the voice of a communicator can indicate enthusiasm and confidence. This makes it easy for a recipient to approve a message delivered using such a tone. On the other hand, a weak tone in the voice of a communicator can indicate a lack of certainty and interest. This reduces the chances of the recipient approving the message (Halbe, 2012).

Tonal variations during telephone conversations often affect the meaning of a message depending on the interpretation of the recipient. In face-to-face communication, someone can combine the communicator’s tone and other cues such as facial expression to determine the correctness of information shared. I believe that tonal variations are the best form of nonverbal cues that someone can use to understand the message passed by a communicator. Fourth, there is body posture.

Communication experts argue that the manner in which someone walks, stands, and sits can be used to send a certain message (Halbe, 2012). In addition, people tend to establish someone’s character from their body posture. For example, you can tell a confident person from the way they walk with their head held high and maintaining eye contact. Psychologists describe postures such as crossed legs and arms as an indication of someone with insecurities about certain things (Halbe, 2012). In telephone conversations, body postures have little influence on the way someone interprets a message. On the other hand, the impact of information shared during face-to-face conversations is highly influenced by the posture of the communicator.

Another type of nonverbal communication is the personal space. Research has established that everyone requires an amount of space to themselves, which other people should respect at all times (Halbe, 2012). For instance, people like to keep a certain amount of distance when having casual interaction with people close to them. On the other hand, the amount of personal space required when friends and family members are talking is often lesser (Halbe, 2012).

Communication experts argue that someone can tell the importance of a conversation or someone’s character depending on the amount of personal space kept. Invasion of the personal space can affect the efficiency of communication because some people find it very hard to say something when someone else is listening (Halbe, 2012). Personal space is often used to convey feelings such as affection, dominance, and intimacy. I believe that personal space should be respected during communication. I once experienced an infringement on my personal space while having a conversation with a doctor over the phone. I was explaining my health condition to a physician, when a friend suddenly entered the room and stayed to listen to the rest of the conversation.

Another type of nonverbal cue that people use to communicate is eye contact. Eyes are a crucial element of communication whose role cannot be ignored. Eye contact applies in sending messages such as attraction, honesty, and interest among others. Communication experts argue that people who maintain eye contact are effective communicators. The reason for this is that people tend to believe them easily (Halbe, 2012). On the other hand, people who fail to maintain eye contact when talking are often considered to be liars. I believe that this is one of the most fascinating nonverbal cues because it plays a crucial role in creating a deep connection between communicators.

People who communicate using telephones tend to have a deeper connection when they meet face-to-face. Touching is another form of nonverbal communication that people use to convey information (Halbe, 2012). Although this form of communication is commonly applied by children, experts argue that adults also use it to pass various forms of messages that they do not wish to convey verbally. Touching applies in conveying feelings such as fondness, acquaintance, compassion, and confidence among others. Other notable forms of nonverbal communication include appearance and artefacts (Halbe, 2012). It is possible to tell a lot about someone or something using their appearance.

Conclusion

Nonverbal communication cues are very important in terms of helping people develop stable relationships. Face-to-face communication and conference calls are commonly used during meetings. It is important when participants and the presenters have good comprehension of the various types of nonverbal communication cues, as well as their impact on the credibility of the information they convey. It is important to ensure that one looks presentable, uses the right tone while speaking, maintains an appropriate posture, and always develops eye contact with everyone. The main reason for observing the above elements is the fact that nonverbal cues apply in conveying a lot of information about someone.

Depending on the interpretations that people develop from various nonverbal cues, the meaning of the information conveyed can be easily misinterpreted or misunderstood. It is important for people who speak in business meetings to use their body language in the most effective manner possible.

Reference

Halbe, D. (2012). Who’s there? Differences in the features of telephone and face-to-face conferences. Journal of Business Communication, 49(1), 48-73.

Introduction

Blundel and Ippolito (2008) provide that the communication effectiveness of an organization or working groups is a “primary element determining success or failure of any organization” (p. 28). Effective communication provides a framework stating their various departmental functionalities and relationships between various working groups. It also ensures that organizations achieve positive results whereas poor communication may result into organization failure (Blundel & Ippolito, 2008).

Barriers to effective communication in organizations

Emotional barriers

Negative emotional behaviors among individuals in a working group result into poor communication. Negative emotional behavior hinders effective communication creating confusion and misunderstanding among the co-workers in working groups. Emotional barriers may arise from personal issues, low self-esteem or stress hindering effective reception and dissemination of information (Gilley, Gilley, & McMillan, 2009).

Language barriers

The languages used to communicate within an organization or working groups affect the overall communication effectiveness. In the corporate world, different working groups use different specific languages thus the use of unfamiliar languages and terminologies reduce effective communication (Miller, 2014).

Physical barriers

The geographical distance between the sender and the receiver affect effective communication. Communication across longer geographical distances needs specific communication media channels and more technologically advanced mediums. Organizations with inadequate communication media channels and advanced technologies are susceptible to poor effective communication when communicating across longer and far geographical locations (Gilley et al., 2009). Organizations with physical barriers between working groups and supervisors have reduced communication effectiveness due to reduced interactions.

Cultural barriers

Cultural barriers reducing communication effectiveness arises from different cultures, religion, countries or states origin among individuals in working groups. Cultures influence working groups believes and interpretations of information thus reducing communication effectiveness.

Importance of persuasive communication

Persuasive communication involves convincing an audience to agree or believe in something. Persuasive communication is achieved through effective explanations and showing concern using relevant information (Blundel & Ippolito, 2008). The importance entails:-

Convince management

Convince management through persuasive communication enables employees to convince organization leaders to make organization changes. Employees convince them to address issues affecting them (Sparks, Perkins, & Buckley, 2013). This involves provision of clear analysis of the issues and appropriate utilization of emotional appeal.

Training seminars

Persuasive communication is important when conducting training seminars. In cases where employees are not motivated to attend training seminars it is used to convince them understand the need to attend. Persuasion in training seminars facilitates discussions and winning attention with the use of valuable and relevant information thus promotes effective conveyance of information and messages (Gilley et al., 2009).

Increasing sales

Persuasive communication facilitates marketing of the organizational products and services. Sales managers utilize persuasive communication to convince and influence consumer behaviors through recognition of customer needs and providing information how organization meets these needs (Sparks et al., 2013).

How to create persuasive message

Creating persuasive message involve determination of the audience needs, attracting their attention that gives them a reason to listen and develop interest on the messages conveyed (Miller, 2014). An effective persuasive message should be credible and have a certain level of authority. This implies that the message needs to have some proof regarding the message conveyed. It includes past successful experiences, statistics and written documentation for audience reference. Face-to-face interaction is suitable for effective conveyance of the persuasive message because speakers can maintain an eye contact with their audience. This enhances use of gestures, adjusting the tone and utilizing emotional appeals (Sparks et al., 2013).

Types of communication media

This comprises of physical and mechanical communication media. Physical communication media provides a one-way means of communication and information reaches the audience directly from the person conveying (Otondo, Van Scotter, Allen, & Palvia, 2008). Physical communication media is used to address employees regarding organization change and it is reliable because employees prefer communicating with their leaders in person. Mechanical communication media utilize written and electronic media to convey information and it includes email, weekly letters, employee magazine, intranet and social media (Otondo et al., 2008). Email is used to disseminate information to a large number of individuals in organization at once. Information conveyed through email is short or long descriptions that are easily understood by the receivers. Weekly letters are effective for supervising managers having difficulties in meeting large number of employees. Organizational managers can publish the weekly letters hence passing information and their personal reflections.

Employee magazine as a media is used when targeting specific working groups conveying key important strategic information and messages (Otondo et al., 2008). Intranet is used to disseminate information within an organization and working groups are encouraged to use intranet. Organizations disseminate and convey relevant information through social media by means of social interaction attributed to web-based technologies and the internet. Organizations can easily make information available to working groups and consumers through social media (Otondo et al., 2008). The information richness of above types of communication media depends on the organization’s target audience (Miller, 2014). Therefore, organizations should identify and assess the audience’s communication needs when choosing a communication media to disseminate information.

References

Blundel, R., & Ippolito, K. (2008). Effective organisational communication: perspectives, principles and practices. New Jersey, United States: Pearson Education.

Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4), 75-94.

Miller, K. (2014). Organizational communication: Approaches and processes. Boston, Massachusetts: Cengage Learning.

Otondo, R. F., Van Scotter, J. R., Allen, D. G., & Palvia, P. (2008). The complexity of richness: Media, message, and communication outcomes. Information & Management, 45(1), 21-30.

Sparks, B. A., Perkins, H. E., & Buckley, R. (2013). Online travel reviews as persuasive communication: The effects of content type, source, and certification logos on consumer behavior. Tourism Management, 39, 1-9.

Introduction

In the present-day business world striving for globalization, organisations do their best to benefit from cost-saving technical expertise in other countries. This trend creates a business environment that necessitates ongoing interaction across cultures. Project managers today have to deal with teams that are scattered across the globe and consist of people with very different cultural backgrounds (Krishna, Sahay, & Walsham 2006). Thus, the professional communicative skills and broad, innovative thinking of project managers can contribute greatly to the overall success of global projects, thereby enhancing the competitiveness of businesses (Moran, Abramson, & Moran 2014).

However, despite the opportunity to use culturally diverse teams to the company’s best advantage, cross-cultural interactions can also undermine the success of a project and pose additional risks due to the differing values of the participants and the resulting misunderstandings (Low & Shi 2001). In order to prevent failure, project managers should be more flexible in their approach to leadership. Their task is to foster tolerance, understanding, teamwork, creativity, and cultural exchange. Culturally sensitive management requires both knowledge of the accepted theories of intercultural communication and the ability to use personal skills in order to successfully implement theories into practice (Thomas & Mengel 2008).

Whether face to face, by email, or by telephone, communication is one of the most demonstrative domains in terms of cultural differences. The misinterpretation of messages underlying verbal expressions may trigger technical, financial, or organisational problems (Luthans & Doh 2009). The paper at hand seeks to discover what knowledge and skills connected with cross-cultural communication are required for project managers to succeed in culturally-aware leadership at present and in future. Analysis will dwell upon the major differences across cultures as well as their implications for project management. Moreover, some specific ideas about training multicultural teams will also be provided.

The Major Differences across Culture: Implications for Project Managers

The successful completion of any project is a complex task. The business of the future promises to be more human- than planning-oriented, which implies that human thoughts, feelings, and behavioural patterns will be taken into consideration when a team is selected at the initial stage of a project (Binder 2016). Such an environment necessitates high levels of cultural awareness, and future project managers will have to acquire more substantial knowledge of intercultural communication and demonstrate the ability to apply this knowledge in practice (Thomas & Mengel 2008).

Major differences across cultures were studied profoundly by Geert Hofstede, a researcher who identified the cultural dimensions that could be used to create a model of organizing and prioritizing cultural values. In practical project management, this model can serve to predict how representatives of different cultures will behave in certain contexts. The model’s dimensions can be divided into the following groups (Johnson, Lenartowicz, & Apud 2006):

• those concerning interpersonal relationships;
• those involving aspects of motivation; and
• those expressing cultural perceptions of time and time management.

The differences entailed by each dimension can lead to cultural problems that project managers must address as they work with multinational teams. The key discrepancies of which they must be aware include the following five aspects (Carbaugh 2013):

1. Power distance. This aspect can be defined as the attitude that less influential members of a company have toward the fact that power is not distributed equally. The key issue in the functioning of any organisation is hierarchy, which presupposes inequality. Hofstede suggests the use of the Power Distance Index (PDI) to measure how much higher company leaders stand in relation to their employees. He discovered that there exist countries with low power distance (e.g. the United States), high power distance (e.g. Japan), and middle power distance (e.g. Germany). For project managers, it is necessary to identify each team member’s attitude toward power in order to create a successful working environment. For example, a manager’s commanding tone might be perceived as a personal offence by those who are used to being treated on equal terms. On the contrary, representatives of high-PDI cultures often find it difficult to work without rigid frames and strict instructions.
2. Uncertainty avoidance. This factor derives from the level of comfort a person feels when he or she is in an unpredicted or unstructured setting. People from different countries express different attitudes to things that are new, challenging, unusual, or spontaneous. The Uncertainty Avoidance Index (UAI) basically measures the extent to which a society wants to control such situations. A high UAI score (e.g. Greece) indicates that it is crucial for representatives of that culture to have rules to obey, feel stability, and prevent stress. A low UAI score (e.g. Denmark) indicates the ability and desire of people to act on the spot without planning ahead, use their creative thinking, and challenge themselves with the unknown. In project management, this factor predetermines how elaborately planning must be done and who should be responsible for creative aspects of projects.
3. Individualism vs. collectivism. This scale reveals the extent to which people tend to be independent from the team or integrated into it. Individualistic cultures (e.g. the United Kingdom) have very loose connections: people are expected to be responsible only for themselves and their own families. All other ties are optional and non-intrusive. In contrast, collectivistic societies (e.g. China) emphasize the importance of belonging: groups protect individuals and make them feel confident, strong, and supported. The interests pursued by the group stand higher than the personal goals of its members. The Individualism Index (IDV) is used to measure how much a culture values social liaisons. This indicator is important because it shows project managers how to distribute responsibility among team members and which incentives to choose in order to motivate them. Representatives of cultures with high IDV scores are much more productive when they have competition and leadership opportunities, whereas members of collectivistic societies feel more secure being a part of a non-hierarchic team.
4. Masculinity vs. femininity. This indicator demonstrates how emotional roles are distributed in a society. It is generally accepted that women attach more significance to social interactions, relationships, mutual help, trust, and comfort, whereas men tend to be more self-centred and career-oriented. In this way, masculine cultures (e.g. Austria) have distinct traditional gender roles and are mainly concentrated on achieving financial success. On the contrary, feminine cultures (e.g. the Netherlands) tend to value humility, convenience of life, and social connections in which gender roles are indistinct and can mix. The Masculinity Index (MAS) is used to measure this cultural dimension. When it comes to project management, representatives of low MAS countries rely on collaboration, interactions with leaders and co-workers, and group discussions and decisions; these individuals do their best to eliminate stress at work, which is why they are much more productive in the execution of small-scale projects. Workers from high MAS countries value challenges, risks, individual choices, leadership, stimulating stress, and a fast-paced working environment—all of which explain why they prefer working in huge international organizations.
5. Long-term vs. short-term orientation. The Long-Term Orientation Index (LTO) measures how long a culture is willing to wait to receive results satisfying people’s financial, social, and intellectual requirements. Countries that score highest on this index (e.g. South Korea) tend to pursue long-term goals that involve many steps. They do not expect immediate payoffs and are ready to go a long way in order to win a strong position in the market. On the other hand, countries with low LTO are concentrated on the more immediate bottom line, which means that they judge the performance of companies by their results over a short period of time. For project managers, this indicator can show what to expect from each team member in terms of immediacy of achievements.

Hofstede included many regions in his research. His hypotheses about different countries have been supported by modern studies and applied as a model for further analysis.

Trompenaars & Hampden-Turner singled out other dimensions to add to this list (Binder 2016):

1. Internal vs. external control. This spectrum refers to the way a culture perceives its relationship with the natural environment: it can either act with it or against it (trying to obtain control). A desire to control the environment signifies a desire to control one’s own life and in this aspect can be linked to the uncertainty avoidance dimension. Internalistic cultures (e.g. the United States) do not believe in predestination – they see their environment as a complex mechanism that can be controlled as long as the person is qualified enough to do it. Their attitude to the working process is similar to the individualistic dimension: every chain of actions starts from a decision made by one individual. The central idea is that everything can be dominated and organised. Internalistic countries have low power distance, and their people can influence governmental policies. Externalistic cultures are more calm and compliant. They see nature as an uncontrollable force that people should learn to cooperate with. They believe in fate and mystery, which makes them easily adaptable to external conditions, no matter how difficult they may be. Such countries are mostly collectivistic (e.g. China), and their people have less say in politics. In project management, this dimension manifests itself in team members’ attitudes and desire to control and the degree to which they express and pursue leadership ambitions.
2. Sequential vs. synchronic cultures. This is another approach to time orientation that falls into two aspects: the importance of the past, present, and future for a culture and the way its representatives structure time. The first aspect signifies how heavily people rely on past experiences and traditions when considering future perspectives. As for time structuring, there are two methods: sequential, in which one thing is done at a time, and scheduling and fragmenting are highly important; and synchronic, in which several tasks are performed simultaneously, time commitments are not crucial, and plans are flexible. For project managers, it is essential to select team members whose time management ideas will not interfere with each other in group tasks.

As evident from the given dimensions, cultural blueprints in a society manifest themselves in cultural patterns at work. Project management techniques must be adapted in order to guarantee acceptable working conditions for representatives of all cultural backgrounds. Indeed, this is one of the major challenges of the modern business world. To achieve higher job satisfaction of cross-cultural teams in future, motivation and training must be widely applied (Oertig & Buergi 2006).

Motivation and Training in Multi-Cultural Teams

Any project (even those completed by representatives of only one culture) faces the problem of personal conflicts. Cultural gaps existing among members of multi-cultural teams add another stress factor and aggravate misunderstanding. Language barriers, time management approaches, uncertainty avoidance tendencies, and other discrepancies restrict team members, prescribing them a limited set of actions they are allowed to perform (Oertig & Buergi 2006).

Team motivation is a challenging task, and managers of multi-cultural projects must overcome many obstacles. Cultural diversity necessitates continuous learning, which impacts the ways in which team members use technology, communicate, train, and participate in the overall working environment (Browaeys & Price 2008).

Motivation and training can be successful only when all team members are willing to bridge the existing cultural gaps and complete the project efficiently. Project managers must bear in mind that criticism for poor performances, as well as incentives for jobs well done, cannot necessarily be the same for all members (some cultures are insensitive to verbal influence). Different approaches to values or different views on project goals can be reconciled through negotiations. On the contrary, team members who are reluctant to learn about other cultures or are hostile towards them are much more difficult to manage (Browaeys & Price 2008).

The business of the future should strive to eliminate intolerance through education and to motivate employees to collaborate effectively as they pursue a common goal.

Conclusion

No matter how qualified and experienced project managers may seem, many of them still lack the cultural awareness that would allow for more successful management of international projects. In future, the success of global projects will directly depend on leadership, intercultural interaction, mutual trust, understanding, and respect. Indeed, companies that have opted to broaden their innovative thinking have considerably enhanced their competitiveness in the market, both today and in future.

Reference List

Binder, J, 2016, Global project management: Communication, collaboration and management across borders, CRC Press, Boca Raton.

Browaeys, MJ & Price, R 2008, Understanding cross-cultural management, Pearson Education, New York.

Carbaugh, D 2013, Cultural communication and intercultural contact, Routledge, London.

Johnson, JP, Lenartowicz, T & Apud, S 2006, ‘Cross-cultural competence in international business: Toward a definition and a model’, Journal of International Business Studies, vol. 37, no. 4, pp. 525-543.

Krishna, S, Sahay, S & Walsham, G 2006, ‘Managing cross-cultural issues in global software outsourcing’, Communications of the ACM, vol. 47, no. 4, pp. 62-66.

Low, SP & Shi Y 2001, ‘Cultural influences on organizational processes in international projects: Two case studies’, Work Study, vol. 50, no. 7, pp. 276-285.

Luthans, F & Doh, JP 2009, International management: Culture, strategy, and behavior. McGraw-Hill Irwin, New York.

Moran, RT, Abramson, NR & Moran, SV 2014, Managing cultural differences, Routledge, London.

Oertig, M & Buergi, T 2006, ‘The challenges of managing cross-cultural virtual project teams’, Team Performance Management: An International Journal, vol. 12, no. 1, pp. 23-30.

Thomas, J & Mengel, T 2008, ‘Preparing project managers to deal with complexity – advanced project management education’, International Journal of Project Management, vol. 26, no. 3, pp. 304-315.