MBA

FIRST YEAR

Corporate communication

1. Briefly explain the key description of cross cultural communication in the corporate
environment?
 Cross-cultural communication is a field of study that looks at how people from differing cultural
backgrounds communicate, in similar and different ways among themselves, and how they
Endeavour to communicate across cultures. Intercultural communication is a related field of study.

In today’s global business marketplace, the ability to communicate effectively and multi-
culturally cannot be underestimated. As a communications expert with a background in
behavioral and cultural science, I have to know how to effectively manage multi-cultural
expectations. Over the years, I’ve shared my experiences with entrepreneurs and businesses all
over the world. Here are some common cross-cultural issues for those entrepreneurs
developing relationships with individuals or businesses from different cultural backgrounds:

 Not being proactive and adapting to different cultural business expectations. It’s all too
easy to get off on the wrong foot and become reactive.
 Not understanding how formality, hierarchy and timing can affect business. These things
have a tremendous impact on negotiations and decision-making.

 Being perceived as too aggressive or even impatient in your business approach. Business
often takes longer with different cultures and countries, so plan accordingly.

 Many cultures are more team-focused or “we” oriented. This can really impact your
business style and marketing material. Also, avoid being egocentric or “I” oriented.

 A big taboo is unintentionally offending someone with your body language. This can be
very difficult to recover from. A basic guideline is to use “opened-handed” gestures.
Don’t point with your index finger, use the OK sign or thumbs up and thumbs down.

Here are five keys to successful cross-cultural communications for your business partnerships:

 Be proactive. Start by focusing on creating trustful partnerships, not on the business at

hand.
 Use some cultural rapport. Adapt your marketing material and business approach as
needed.

 Organize productive interactions that ensure a “win-win” for all parties.

  Develop strategies for relationships and business cycles based on appropriate levels of
formality, business hierarchy and timing.

 Learn the “do’s and don’ts” of the country and cultures with which you’re partnering. In
short, be well prepared.

Cross culture can refer to a company's initiatives to increase understanding of different groups,
develop effective communication or marketing efforts to reach out to customers and clients
outside its traditional market. Methods of cross culture are intended to strengthen the
interaction of people from different backgrounds in the business world and is a vital issue in
international business.

Example of Cross Culture

Everyday experiences, even those that may seem trivial, can be vastly different in various
cultures. Accepting a business card from a Japanese businessperson, for example, is more
ceremonial in Japanese culture than it is in American culture. When accepting a business card,
the person receiving it in Japan is expected to take it with both hands and review it to show
respect. The person presenting the card will bow and present the card with both hands. This
may seem strange in the United States, as cards are usually exchanged freely, but
understanding this can help those in Japan to avoid showing disrespect. Likewise,
understanding this can help Japanese businesspeople to not feel disrespected if their American
counterparts are less ceremonial about taking their business cards.

2. Explain the essential requisites of good employee communication?

 Effective employee communication can represent a strategic business advantage for companies that
take the time to communicate effectively with staff members. Employees represent an important audience
not only in terms of their contributions in the workplace, but also in terms of their ability to serve as
ambassadors and cheerleaders for the companies they work for.
Establishing Communication Goals
Communicating effectively with employees isn't something that is just nice to do, it's something
that businesses need to do and they need to do it effectively. That means tying communication to
specific goals. For instance, employees need to clearly understand their benefits so they make
wise benefit choices and so they value the benefits that employers provide them. They need to
understand organizational policies and procedures so they can work efficiently and effectively.
They need to understand the company's products and services so they can communicate about
them to customers--as well as to personal friends and relatives.

Benefits of effective communication

Engaged Employees – If people are communicated to regularly and in an effective manner

they are much more engaged with the company/team and have a more positive attitude
towards their work and their customer.
 Ensures Consistency – If everyone understands what the company/team is trying to achieve
and their role within it, you will get a much more consistent approach and less tendency for
people to come up with their interpretation of what they think something means.

Promotes 2 Way Feedback – Regular and effective communications invite people to engage
in discussion (communication is a dialogue after all!) and provide 2 way feedback between
management and employees, departments and colleagues. This in turn promotes a culture
of sharing ideas and knowledge, but also making these happen.

Ensure Compliance with Regulatory Bodies – Effective communications and training

information ensures that our employees are compliant with all regulatory requirements and
aware of all the company guidelines/policies and/or where to find them.

Ensure Common Understanding of Strategy and Goals – Employees understand how their
work fits into the bigger picture and what the team/company as a whole is trying to
achieve.

Promotes a Positive Attitude Towards Change – Employees that are communicated to

effectively around change respond much more positively to it. Communication can also
identify champions within the company/team willing to help embed change.

Engaged employees are highly motivated, providing a valuable, productive and cost-effective
service. They make an extra effort or ‘go the extra mile’, making a measurable difference to our
results and the value perceived by our customers.

Failure to communicate will lead to a negative shift in any or all of the above benefits. This
could have a serious detrimental effect not only on your company’s operational efficiency, but
also customer satisfaction and ultimately your profits and market share.

In order to achieve engagement in our workforce we have to keep employees informed and
engaged through regular and effective communications, which are relevant and timely.

3. How to reduce and minimize the crisis of communication in the corporate business?
 This crisis communication plan will outline a generic, basic crisis communication plan. To apply
it to your situation you may need to adjust some things and add your own information. It is not
intended to answer all questions or fill all needs it is just a basic outline of options you might
consider if and when you are in the midst of a crisis and need help.
A crisis is any situation that threatens the integrity or reputation of your company, usually brought
on by adverse or negative media attention. These situations can be any kind of legal dispute, theft,
accident, fire, flood or manmade disaster that could be attributed to your company. It can also be
a situation where in the eyes of the media or general public your company did not react to one of
the above situations in the appropriate manner. This definition is not all encompassing but rather
is designed to give you an idea for the types of situations where you may need to follow this plan.
The Crisis Communication Team
This team is essential to identify what actions should be taken. the team should be comprised of
individuals who are key to the situation. They should include as a minimum the CEO, the chief of
Public Relations, the Vice President, the Senior manager from the division in charge of the area
that was involved in the situation that has brought about the crisis, the safety and/or security
officer, the organization Lawyer, and anyone else who might be able to shed some light on the
situation such as eye witnesses.

Crisis Communications
Every organization is vulnerable to crises. The days of playing ostrich – burying you head in the
sand and hoping the problem goes away – are gone. You can try, but your stakeholders will not be
understanding or forgiving because they’ve watched what happened with Volkswagen, Chipotle,
FIFA, and Lance Armstrong.

If you don’t prepare, you will incur more damage. When I look at existing crisis management-
related plans while conducting a vulnerability audit (the first step in crisis preparedness), what I
often find is a failure to address the many communications issues related to crisis or disaster
response. Experience demonstrates that organizational leadership often does not understand
that in the absence of adequate internal and external communications:

 Operational response will break down.

 Stakeholders will not know what is happening and quickly become confused, angry, and
negatively reactive.

 The organization will be perceived as inept, at best, and criminally negligent, at worst.

 The length of time required to bring full resolution to the issue will be extended, often
dramatically.

 The impact to the financial and reputational bottom line will be more severe.

The basic steps of effective crisis communications are not difficult, but they require advance
work in order to minimize damage. So if you’re serious about crisis preparedness and response,
read and implement these steps of crisis communications, the first seven of which can and
should be undertaken before any crisis occurs.

Steps of Crisis Communications

PRE-CRISIS

1. Anticipate Crises
If you’re being proactive and preparing for crises, gather your Crisis Communications Team for
intensive brainstorming sessions on all the potential crises that could occur at your
organization.

There are at least two immediate benefits to this exercise:

 You may realize that some of the situations are preventable by simply modifying existing
methods of operation.
 You can begin to think about possible responses, about best-case/worst-case scenarios,
etc. Better now than when under the pressure of an actual crisis.

In some cases, of course, you know a crisis will occur because you’re planning to create it —
e.g., to lay off employees, or to make a major acquisition.

2. Identify Your Crisis Communications Team

A small team of senior executives should be identified to serve as your organization’s Crisis
Communications Team. Ideally, the organization’s CEO will lead the team, with the firm’s top
public relations executive and legal counsel as his or her chief advisers. If your in-house PR
executive does not have sufficient crisis communications expertise, he or she may choose to
retain an agency or independent consultant with that specialty. Other team members are
typically the heads of your major organizational divisions, as any situation that rises to the level
of being a crisis will affect your entire organization. And sometimes, the team also needs to
include those with special knowledge related to the current crisis, e.g., subject-specific experts.

Let me say a word about legal counsel. Historically, I used to have to do a lot of arm-wresting
with attorneys over strategy and messaging.  They were focused strictly on the court of law
and, of course, a crisis manager is focused primarily on the court of public opinion.  More and
more lawyers understand that the organization in crisis can be destroyed in the court of public
opinion years before the legal process plays out.  And attorneys have also come to understand
that, while “no comment” translates as “we’re guilty or hiding something” to the public, there
are a lot of ways to say very little without compromising legal matters, while still appearing
responsive to those seeking more information.

3. Identify and Train Spokespersons

Categorically, any organization should ensure, via appropriate policies and training, that only
authorized spokespersons speak for it. This is particularly important during a crisis. Each crisis
communications team should have people who have been pre-screened, and trained, to be the
lead and/or backup spokespersons for different channels of communications.

All organizational spokespersons during a crisis situation must have:

 The right skills

  The right position

 The right training

The Right Skills

I’ve met senior-level corporate executives who could stand up in front of a 1,000-person
conference audience without a fear and perform beautifully – but who would get virtual
lockjaw when they knew a camera was pointed their way for a one-on-one interview.

I’ve also known very effective written communicators who should probably never do
spoken interviews because they’re way too likely to “step in it” using that format.

These days, spokesperson responsibilities invariably include online communication, and

social media is a very easy place to make a mistake.

Matching potential spokespersons’ skills with their assignments as a member of the

Crisis Communications Team is critical.

The Right Position

Some spokespersons may naturally excel at all forms of crisis communications –

traditional media, social media, B2B, internal, etc. Others may be more limited. Only
certain types of highly sensitive crises (e.g., ones involving significant loss of life)
virtually mandate the chief executive be the lead spokesperson unless there is very good
cause to the contrary.

The fact is that some chief executives are brilliant organizational leaders but not very
effective in-person communicators. The decision about who should speak is made after
a crisis breaks – but the pool of potential spokespersons should be identified and
trained in advance.

4. Spokesperson Training

Two typical quotes from well-intentioned executives summarize the reason why your
spokespersons should receive professional training in how to speak to the media:

“I talked to that nice reporter for over an hour and he didn’t use the most important news about
my organization.”

“I’ve done a lot of public speaking. I won’t have any trouble at that public hearing.”

Regarding the first example, there have hundreds of people skewered by CBS’ “60 Minutes” or
ABC’s “20/20” who thought they knew how to talk to the press. In the second case, most
executives who have attended a hostile public hearing have gone home wishing they had been
wearing a pair of Depends. They didn’t learn, in advance, the critical differences between
proactive PR, which focuses on promoting your organization, and crisis communications, which
focuses on preserving your organization.

All stakeholders, internal and external, are just as capable of misunderstanding or

misinterpreting information about your organization as the media. It’s your responsibility to
minimize the chance of that happening.

Spokesperson training teaches you to be prepared, to be ready to respond in a way that

optimizes the response of all stakeholders.

5. Establish Notification and Monitoring Systems

Notification Systems

Remember when the only way to reach someone quickly was by a single phone or fax number,
assuming they were there to receive either?

Today, we need to have – immediately at hand – the means to reach our internal and external
stakeholders using multiple modalities. Many of us have several phone numbers, more than
one email address, and can receive SMS (text) messages or faxes. Instant Messenger programs,
either public or proprietary, are also very popular for business and personal use. We can even
send audio and video messages via email. And then, of course, there is social media. This may
be the best/fastest way to reach some of our stakeholders, but setting up social media accounts
for this purpose and developing a number of followers/friends/contacts on the various social
media platforms (e.g., Facebook, LinkedIn, Google+) is not something you can do after a crisis
breaks, because nowhere does news of a crisis spread faster and more out of your control than
on social media.

Depending on how “techie” we choose to be, all of this type of communication – and more –
may be received on or sent by a single device!

It is absolutely essential, pre-crisis, to establish notification systems that will allow you to
rapidly reach your stakeholders using multiple modalities. The Virginia Tech campus shooting
catastrophe, where email was the sole means of alerting students initially, proves that using
any single modality can make a crisis worse. Some of us may be on email constantly, others not
so. Some of us receive our cellphone calls or messages quickly, some not. If you use more than
one modality to reach your stakeholders, the chances are much greater that the message will
go through.

For a long time, those of us in crisis management relied on the old-fashioned “phone tree” and
teams of callers to track people down. Fortunately, today there is technology – offered by
multiple vendors for rent or purchase – that can be set up to automatically start contacting all
stakeholders in your pre-established database and keep trying to reach them until they confirm
(e.g., by pressing a certain number on a phone keypad) that the message has been received.
Technology you can trigger with a single call or email.

Monitoring Systems

Intelligence gathering is an essential component of both crisis prevention and crisis response.

Knowing what’s being said about you on social media, in traditional media, by your employees,
customers, and other stakeholders often allows you to catch a negative “trend” that, if
unchecked, turns into a crisis.

Likewise, monitoring feedback from all stakeholders during a crisis situation allows you to
accurately adapt your strategy and tactics.

Both require monitoring systems be established in advance. For traditional and social media,
Google Alerts are the no-cost favorite, but there are also free social media tracking apps such as
Hootsuite. There a variety of paid monitoring services that provide not only monitoring, but
also the ability to report results in a number of formats. Monitoring other stakeholders means
training personnel who have front-line contact with stakeholders (e.g., Customer Service) to
report what they’re hearing or seeing to decision-makers on your Crisis Communications Team.

6. Identify and Know Your Stakeholders

Who are the internal and external stakeholders that matter to your organization? I consider
employees to be your most important audience, because every employee is a PR representative
and crisis manager for your organization whether you want them to be or not! But, ultimately,
all stakeholders will be talking about you to others not on your contact list, so it’s up to you to
ensure that they receive the messages you would like them to repeat elsewhere.

7. Develop Holding Statements

While full message development must await the outbreak of an actual crisis, “holding
statements,” messages designed for use immediately after a crisis breaks, can be developed in
advance to be used for a wide variety of scenarios to which the organization is perceived to be
vulnerable, based on the assessment you conducted in Step 1 of this process. An example of
holding statements by a hotel chain with properties hit by a natural disaster, before the
organization’s headquarters has any hard factual information, might be:

“We have implemented our crisis response plan, which places the highest priority on the health
and safety of our guests and staff.”

“Our thoughts are with those who were in harm’s way, and we hope that they are well.”

“We will be supplying additional information when it is available and posting it on our website.”
The organization’s Crisis Communications Team should regularly review holding statements to
determine if they require revision and/or whether statements for other scenarios should be
developed.

POST-CRISIS

8. Assess the Crisis Situation

Reacting without adequate information is a classic “shoot first and ask questions afterwards”
situation in which you could be the primary victim. However, if you’ve done all of the above
first, it’s a “simple” matter of having the Crisis Communications Team on the receiving end of
information coming in from your team members, ensuring the right type of information is being
provided so you can proceed with determining the appropriate response.

Assessing the crisis situation is, therefore, the first crisis communications step you can’t take in
advance. If you haven’t prepared in advance, your reaction will be delayed by the time it takes
your in-house staff or quickly hired consultants to run through steps 1 to 7. Furthermore, a
hastily created crisis communications strategy and team are never as efficient as those planned
and rehearsed in advance.

9. Finalize and Adapt Key Messages

With holding statements available as a starting point, the Crisis Communications Team must
continue developing the crisis-specific messages required for any given situation. The team
already knows, categorically, what type of information its stakeholders are looking for. What
should those stakeholders know about this crisis? Keep it simple. Have no more than three
main messages that go to all stakeholders and, as necessary, some audience-specific messages
for individual groups of stakeholders. You’ll need to adapt your messaging to different forms of
media as well. For example, crisis messaging on Twitter often relies on sharing links to an
outside page where a longer message is displayed, a must because of the platform’s 140
character limit.

10. Post-Crisis Analysis

After the cowpies are no longer interacting with the air-circulating device, the question must be
asked, “What did we learn from this?”

A formal analysis of what was done right, what was done wrong, what could be done better
next time and how to improve various elements of crisis preparedness is another must-do
activity for any Crisis Communications Team. I have developed a formal process for
accomplishing this, but even a solid in-house brainstorming session can do the job.
4. Name the list of tools and techniques used for collection of data for report writing?
 Data collection should be conducted at intervals sufficiently frequent for the management
purpose. For example, data for stock monitoring have to be collected constantly, while household
data can be at much longer time intervals. In general, frequently collected data will probably have
to rely on fishers or industry personnel providing the data. Less frequent data can use
enumerators since the costs of collection are much lower.
There are cases when fishery data collection programmes cannot be operated on a regular basis
because of operational limits. These cases include small scale fishing operations in many inland or
remote marine areas, where fishing operations are spread over a large area with part-time fishers
using a large array of fishing gears and techniques, sometimes in many different habitats. Under
these circumstances, a number of alternative approaches can be taken to assess the fisheries,
including:

· limited scope census or sample-based pilot surveys;

· household surveys or surveys for fish consumption
· trade patterns;
· logbook systems.

Data Collection Tools

Case Studies
A case study is usually an in-depth description of a process, experience, or structure at a
single institution.  In order to answer a combination of ‘what’ and ‘why’ questions, case
studies generally involve a mix of quantitative (i.e., surveys, usage statistics, etc.) and
qualitative (i.e., interviews, focus groups, extant document analysis, etc.) data collection
techniques.  Most often, the researcher will analyze quantitative data first and then use
qualitative strategies to look deeper into the meaning of the trends identified in the
numerical data.

Checklists
Checklists structure a person’s observation or evaluation of a performance or artifact. They can
be simple lists of criteria that can be marked as present or absent, or can provide space for
observer comments. These tools can provide consistency over time or between observers.
Checklists can be used for evaluating databases, virtual IM service, the use of library space, or
for structuring peer observations of instruction sessions.

Interviews
In-Depth Interviews include both individual interviews (e.g., one-on-one) as well as “group”
interviews (including focus groups). The data can be recorded in a wide variety of ways
including stenography, audio recording, video recording or written notes. In depth interviews
differ from direct observation primarily in the nature of the interaction. In interviews it is
 assumed that there is a questioner and one or more interviewees. The purpose of the interview
is to probe the ideas of the interviewees about the phenomenon of interest.

Observation

Sometimes, the best way to collect data through observation. This can be done directly or
indirectly with the subject knowing or unaware that you are observing them. You may choose
to collect data through continuous observation or via set time periods depending on your
project. You may interpret data you gather using the following mechanisms:

1. Descriptive observations: you simply write down what you observe

2. Inferential observations:  you may write down an observation that is inferred by the
subject’s body language and behavior.

3. Evaluative observation:
You may make an inference and therefore a judgment from the behavior. Make sure
you can replicate these findings.

Surveys or Questionnaires
Surveys or questionnaires are instruments used for collecting data in survey research.  They
usually include a set of standardized questions that explore a specific topic and collect
information about demographics, opinions, attitudes, or behaviors.  

5. Explain the main steps to be followed by a researcher for proof reading?

 Research Proofreading services is an international technology-driven services that strengthens
the capacity of academic research and education for institutions and individuals through quality
editorial services. We ensure your work is free of grammatical errors and spelling mistakes. We
put your ideas across effectively and clearly in standard English Language. We will also check
whether or not your tables and footnotes are correct. We also check your bibliography and make
sure it is consistent and correctly set out, to ensure that you submit a professional-looking
academic paper.
Proofreading is the reading of a galley proof or an electronic copy of a publication to detect and
correct production errors of text or art. Proofreaders are expected to be consistently accurate by
default because they occupy the last stage of typographic production before publication.

Step 1: Set it aside

Time permitting, set your blog post aside for a while before you proofread it. An hour is good, a
day is better. The more time you put between the writing and proofreading, the more
refreshed you’ll be and better able to spot any typos.
Step 2: Print it out

Research has shown that proofreading on-screen is not as effective as proofreading a

printout. So do yourself a favour and print your post out. But run it through the spell checker
first, to fix any obvious spelling mistakes.

Step 3: Mark up your changes

Get ready by minimizing distractions. Proofreading requires your undivided attention. So turn
off your phone, close your email and switch off the music.

Read through your post marking up typos and rough spots with your red pen as you go. Force
yourself to slow down and concentrate. Focus on each word and character as you read.

Make your mark-ups obvious so you don’t overlook them at the corrections stage. Punctuation
marks (commas, apostrophes, full-stops/periods, etc.) are particularly easy to miss. So it’s a
good idea to circle the mark-up for extra emphasis.

It’s also a good idea to put a cross in the margin next to a line that contains a correction.

Step 4: Read out loud

Once you’re been through your blog post once, read it aloud. Reading aloud helps in two ways.
Firstly, your ears will often catch mistakes that your eyes miss. Reading aloud forces a higher
level of concentration than silent reading.

And secondly, reading out loud helps you to write conversationally. If your post sounds clunky
when you speak it, you need to revise it until it sounds confidently conversational.

Step 5: Double-check details

There are some details that are particularly embarrassing or troublesome to get wrong. So you
should double-check the following:

 The spelling of people’s names e.g. is it Janine or Jenean? Stuart or Stewart?

 Ditto brand names e.g. is it Word press, WordPress or Word Press?

 Telephone numbers and email addresses

 Prices

 Click links to make sure they go where you want them to.

Step 6: Make corrections

 Make all your corrections in one go, not as you find them. Be very careful as you make
changes. You don’t want to add in errors at this stage. Be especially careful with any sections
you’ve rewritten. If you’ve rewritten a significant portion of your post it’s best to print it out
and proof it again.

A common mistake is missing corrections you’ve marked up on your printout. So as you make
each change mark it off your printout with your highlighter. When you’ve finished making
changes, go over your printout to make sure you haven’t missed anything.

Step 7: Final check

As a final check, run the spell checker over your corrected post. Read it on-screen to make sure
it looks OK. Break up any paragraphs that are longer than 5 lines.

6. Establish a sketch of template for job application for online mode of application?
 A job application template will be completed by any prospective employee interested in a job
opportunity. This application is going to give a potential employer the ability to learn more about
the prospective employee and find out if they can legally work at the company. It will also give the
employer an idea of the person's job skills and experience in the field. The job application will
include sections for different types of information, such as personal information, previous
employment, job skills, and education. The best job application will be simple enough for the
employee to fill out without needing guidance and easily revisable in case requirements for
employment change. Look over your application to ensure you are asking for all the information
you need from a future employee and leave space for additional notes.
One of your responsibilities as a new entrepreneur is to create an employment application form.
You can do this from scratch, or by using a generic job application template. The latter method can
save you time, and there are plenty of free employment application templates available on the
internet. However, you’ll want to be sure you customize said free employment application
template to suit your needs.
This free Job Application Form Template contains two different employment forms on separate
worksheets - one with and one without a list of references.

Use the information gathered on these forms to identify promising applicants, to ask additional
questions and to follow-up with references and past employers.
7. Briefly explain the steps and procedure of career planning?

 Career planning is the continuous process of: thinking about your interests, values, skills and
preferences; exploring the life, work and learning options available to you; ensuring that your
work fits with your personal circumstances.

The four steps involved in career planning process are as follows: 1. Analysing employee needs
and aspirations 2. Analysing Career Opportunities 3. Identifying congruence and incongruence 4.
Action plans and periodic review.

Employees join organisations to fulfill their career goals and aspirations, on the one hand, and
organisations provide them opportunities available with them, on the other. The difference
between the employee’s aspirations and organisational opportunities, if any, gives rise to a
situation of conflict between the two.

If the conflict, or say, incongruence is allowed to persist, employees experience dissatisfaction

and, in turn, withdraw themselves from being actively engaged in the productive pursuits. The
same underlines the need for career planning. The career planning is a process to assist the
employees to achieve a better match between their career goals and the opportunities available in
the organisation.

The career planning as a process involves the following steps:

1. Analysing employee needs and aspirations:

Sometimes, most of the employees do not know their career anchors and aspirations.
Organisations also assume the career goals and aspirations of employees which need not be in
tune with the reality. Therefore, first of all, an analysis of the employee career anchors, aspirations
and goals must be done through objective assessment.

This assessment is based on personnel inventory. Since most employees do not have a clear idea
of their career anchors and aspirations, they, therefore, need to be provided as much information
about these matters as possible informing what kind of work would suit the employee most
considering his/her skills, experience and aptitude into account.

2. Analysing Career Opportunities:

Once career aspirations and goals of employee are known, there is a need to analyse various
career opportunities available to offer under prevailing career paths in the organisation. Career
paths indicate career progression. Here also, since many employees may not be aware of their
own career progression path, this needs to be made known to them.

Sometimes organisations may offer career progression at a particular level for both young direct
recruits and own older employees through promotions. Recognizing varying kinds of career
 anchors and aspirations of the two types of employees, organisations need to outline career paths
striking a balance between those of internal employees with experience but without professional
degree and those new recruits with excellent professional degree but lacking experience.

3. Identifying congruence and incongruence:

At this stage, a mechanism for identifying congruence between employee career aspirations and
organisational career system is developed. This helps identify specific areas where mismatch or
incongruence prevails. This is done through relating different jobs to different career
opportunities. Such a mechanism of match and mismatch between career aspirations and
opportunities enables the organisation to develop realistic career goals, both long-term and short-
term.

4. Action plans and periodic review:

Having identified the mismatch, now it is necessary to formulate an alternative strategy to deal
with the same.

8. What are the difference between corporate and cultural communication?

 Corporate communication is a management function or department, like marketing, finance, or
operations, dedicated to the dissemination of information to key constituencies, the execution of
corporate strategy and the development of messages for a variety of purposes for inside and
outside the organization.
The mission of the specialization in Corporate Communication is inspired by the belief that
sustainable communication is essential for healthy organizations. This sustainability needs to be
established within a context that is characterized by two fields of tension. Firstly, there is the
tension between the organization and its environment (e.g. issues of positioning, reputation and
strategy). Secondly, there is the tension of keeping things running smoothly within an organization
where a broad range of interests are at stake (e.g. those of employees, different departments and
locations).
Within organizations, it is important to consider how employees work together, whether or not
they exchange information, their perceptions and attitudes, their satisfaction with relationships in
the organization and the meaning they attach to the work they do. This means considering aspects
such as identification, compliance and well-being. In this light, internal communication is so much
more than simply providing information. It also involves encouraging optimum cooperation and
collectively creating settings in which employees can flourish.

Cultural communication is the view that cultures are merly different, not deficient, and each
culture’s norms and practices should be assessed only from the perspective of the culture itself,
not by standards embraced by another culture. It is the idea that one cannot make judgments
about a culture just because they are not a part of one's own. Outsiders should be able to see the
cultural from a neutral perspective and not judge the culture before understanding it. Each culture
should be viewed with respect and as an equal because no one culture is better than any other.
They should be allowed to practice their own beliefs, what a cultures believes to be true, and
values, a shared view about what is right. Cultural relativism emphasizes that ethnocentrism,
which is the belief that one’s culture is superior to everyone else’s, should not be forced upon
cultures, and cultures should remain unprejudiced toward each other. Cultural relativism is the
moral and ethical way to look at different cultures.
Cross-Cultural Communication
Cross-cultural communication has become strategically important to companies due to the growth
of global business, technology, and the Internet. Understanding cross-cultural communication is
important for any company that has a diverse workforce or plans on conducting global business.
This type of communication involves an understanding of how people from different cultures
speak, communicate, and perceive the world around them.
Cross-cultural communication in an organization deals with understanding different business
customs, beliefs and communication strategies. Language differences, high-context vs. low-
context cultures, nonverbal differences, and power distance are major factors that can affect
cross-cultural communication.
Let's take a look at how cross-cultural differences can cause potential issues within an
organization. Jack is a manager at a New Mexico-based retail conglomerate. He has flown to Japan
to discuss a potential partnership with a local Japanese company. His business contact, Yamato, is
his counterpart within the Japanese company. Jack has never been to Japan before, and he's not
familiar with their cultural norms. Let's look at some of the ways that a lack of cultural
understanding can create a barrier for business success by examining how Jack handles his
meeting with Yamato.
A common set of beliefs and outlooks form culture. In turn, culture is the context by which people
operate. Thus, when people from different cultures interact, they usually bring with them different
perspectives, approaches and expectations, which can make communication challenging. When
conducting business internationally or even when integrating people of different ethnicities and
national origins into your business, you're likely to run into communication issues that don't
resolve themselves quite as well as you might hope. Understanding cultural gaps and differences
can help you surmount them.
The Internet and modern technology have opened up new marketplaces that allow us to promote
our businesses to new geographic locations and cultures. And given that it can now be as easy to
work with people remotely as it is to work face-to-face, cross-cultural communication is
increasingly the new norm.