Business Communication -successful communication between cultural Essay

Business Communication -successful communication between heathenish sub-groups - strain ExampleFurthermore, both internal and external communication of the organization is to be effective in order for the business to succeed globally (Rosenhauer, 2009). Effective cross-cultural communication is, therefore, one of the keys to success of a multinational business. As such, effective communication in a multinational environment requires both a transmitter and a receiver of a communicated message to have a common understanding of the same message. However, as Rosenhauer (2009, p. 33) outlines, the complexity of intercultural or cross-cultural communication is that if transmitter and receiver have a different cultural background, the chance of accurately transmitting of information is quite low. This means values, beliefs and norms that are a characteristic of a certain culture may prevent that cultures representative form understanding the message correctly, even if both, a sender and a receiver, role one language. This point of view is also supported by Gudykunst (2003) and Schmidt (2001), who argue that the more different the cultures are, the more difficult it is for different cultural sub-groups to understand for each one other. ... Furthermore, one of the most difficult aspects of cross-cultural communication is that, in order to convey a message to a representative of a different cultural sub-group, the communicator might have to provide some additional information related to the message, so that the receiver understands the message properly (Puffer, 2004). Even if a sender and a receiver share the knowledge of the language they use, their understanding of the same message may be very different. This happens because the two people have different ways of thinking that are stipulated by the customs, systems, traditions and cultures of each. Commonality of these aspects, however, is necessary for effective verbal communication (Yamamoto, 1988). Jeanne Bret t and Tetsushi Okumura conducted a study that was aimed at determining how much cultural differences submit the results of intercultural negotiations. The researchers studies participants of negotiations between representatives of American and Japanese companies. The results showed that cultural differences do have an influence on negotiators goals, as well as the outcomes of negotiations. In particular, individualism of the US citizens, in contrast to collectivism to the Japanese, showed to have an impact on the Americans views on the self, as well as individual goals that might be different from those of the group. The Japanese, being collectivised by their culture, were following their groups interests only (Gelfand and Brett, 2004). Such differences based on the culture of the negotiators may lead to different information-sharing perspectives. However, problems in cross-culture