MULTI MIDTERM

Cross Cultural Communication

refers to the communication between people who have differences in any one of the following: styles of working, age, nationality, ethnicity, race, gender, sexual orientation, etc.

The concept of high- and low-context culture

relates to how an employee's thoughts, opinions, feelings, and upbringing affect how they act within a given culture.

North America and Western Europe are

generally considered to have low-context cultures.

High-context cultures are

There are areas in the Middle East, Asia and Africa that can be considered high context

COMMUNICATION

is the transfer of information and understanding from one person to another.

Oral communication

is the process of verbally transmitting information and ideas from one individual or group to another.

Your Facial expression, gestures, posture and tone of voice are powerful communication tools.  

Non Verbal Communication

Repetition:

 It repeats and often strengthens the message you’re making verbally.

Contradiction

 It can contradict the message you’re trying to convey, thus indicating to your listener that you may not be telling the truth

Substitution

It can substitute for a verbal message. For example, your facial expression often conveys a far more vivid message than words ever can.

Complementing

 It may add to or complement your verbal message. As a boss, if you pat an employee on the back in addition to giving praise, it can increase the impact of your message.

Accenting

 It may accent or underline a verbal message. Pounding the table, for example, can underline the importance of your message.

Facial expressions.

 The human face is extremely expressive, able to convey countless emotions without saying a word.

Body movement and posture.

Consider how your perceptions of people are affected by the way they sit, walk, stand, or hold their head.

Gestures.

are woven into the fabric of our daily lives

Eye contact.

Since the visual sense is dominant for most people, is an especially important type of nonverbal communication.

Touch

We communicate a great deal through touch.

Space

 Have you ever felt uncomfortable during a conversation because the other person was standing too close and invading your space?Voice.

Voice.

It’s not just what you say, it’s how you say it. When you speak, other people “read” your voice in addition to listening to your words.

‘Written Communication’

It means sending of messages, orders or instructions in writing through letters, circulars, manuals, reports, telegrams, office memos, bulletins, etc

Electronic Communication

can be defined as, the communication which uses electronic media to transmit the information or message using computers, e-mail, telephone, video calling, FAX machine, etc.

Email

is a method originally intended to imitate physical mail.

Forums

onversations that go on indefinitely, involve large numbers of people or need to be archived are not well suited to email.

Video Chat

Like instant messaging, most video chatting is conducted over Internet protocols that stream images from one device to another.

Text & Instant Messaging

Text messaging uses cellular airwaves and protocols to deliver textual messages from one cellular phone to another or from one phone to a group of other phones.

Social Networking

sites facilitate communication among people with common interests or affiliations.

COMMUNICATION BARRIERS

can include anything that prevents or disables communicators to deliver the right message to the right person at the right time, or a receiver to get the right message at the right time. 

Physical barriers

may prevent an individual from being able to interpret non-verbal cues.

Psychological barriers

The psychological state of the speaker and listener can affect communication,

Organizational structure barriers

Companies with unclear structures can make communication difficult

Perceptual barriers

Differing opinions and views can reduce objectivity.

Attentional barriers

The listener may not pay enough attention  to what is being said,

Too much information

Providing someone with an overwhelming amount of details can confuse them and distract from your message.

Emotional barriers

Emotional reactions from either or both the speaker and listener can prevent effective communication.

Cultural barriers

The norms of communication vary between cultures, such as, personal space.

Assumptions, jumping to conclusions and premature evaluations

Forming a judgement before listening to everything the speaker has to say distorts your understanding.

Semantic and language barriers

Language differences between the speaker and the listeners

Interpersonal barriers

Low self-esteem and prejudices can prevent you from forming relationships and connections with others due to your false perceptions.

Physiological barriers

Impaired eyesight, hearing problems, illness and pain can interfere with effective communication in the workplace

Lack of similarities

To clarify your points it's common to use examples and stories.

Ambiguity

Being vague in your explanations and using too many generalisations or proverbs can lead to unclear communication and misinterpretation.

Status

Communication may suffer from selective communication.

Shortage of time

There may simply be a lack of time to convey information effectively.

Resistance to change

People may want to maintain the status quo so when, for example, a speaker tries to provide ideas involving a change, people may ignore or oppose it.

Credibility barriers

People are more likely to listen to a message if the sender has a credible and trustworthy reputation.

Team

is a collection of people who work together to achieve collectively established common goals.  A team has one main objective

Team Spirit

is an attitude that enables people to work together, it is about camaraderie, cooperation and collaboration

Team Work

is the collective effort of all team members to achieve the team’s common goals.

SELF MANAGED TEAM

Also known as Self-reliant or Self Directed teams.

CROSS FUNCTIONAL TEAM

Teams where people from different functions work together towards a common goal.

VIRTUAL TEAM

Information technology has a powerful effect on the individual behavior in organizations, and its effect is equally strong on social networks at the Team level.

Problem Solving Team

They are usually temporary and focus on solving specific issues. Once guidelines are set in place and plans are formed the task force, committees or such problem-solving teams are disbanded.  

 FORMING

Members share and exchange basic personal information, start to get to know and accept one another, ask questions about their assignments and objectives, and begin turning their attention towards the group's task.

STORMING

Members compete for status, jockey for position of relative control, and argue about appropriate direction for the group.

NORMING

The group begin moving together in a cooperative fashion, and tentative balance among competing forces is struck.

PERFORMING

 The group matures and learns to handle complex challenges.

ADJOURNING

Even the most successful groups, committees, and project teams disband (or change their composition) sooner or later.  Their break-up is called adjournment.

Religious & Political beliefs

a  person’s religious or political belief should not affect the team as their relevance in the workplace is insignificant.

Communication styles

 In some cultures, it is considered rude to speak directly, whereas in others it is encouraged.

 Hierarchy and power

equality in the workplace is the norm in some cultures, whereas in others the structure is more hierarchical

Risk and decision making

 In some cultures, making a decision requires more data and information than others.

 Influences

There can be chances that a section or group of the team has similar cultural identity or homogeneity.

 Motivation Factors 

 Normally, companies have a single-threaded motivation and rewards system that is largely determined by the norms and values of the company.

Team Feedback

This is information about a reaction to a product, or a person’s performance of a task, which is used as basis for improvement.