THAI NGUYEN UNIVERSITY

INTERNATIONAL SCHOOL

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REPORT
Topic: Cross-Cultural Communication
Group 4:
Subject: Seminar 3
Lecturer: Nguyen Manh Cuong

Full name Student’s ID

1 Dương Vũ Kiều Anh DTQ1953401010114
2 Nguyễn Thị Ánh DTQ1953401010044
3 Mã Thị Loan DTQ1953401010058
4 Hoàng Hà Khánh DTQ1953401010097
5 Bùi Thị Thu Trang DTQ1953401010073

Thai Nguyen, December 12, 2022

 CONTENTS

INTRODUCTION.......................................................................................................2
1. What is Cross-cultural Communication?.............................................................3
2. Relation Between Values, Culture, and Communication.................................5
3. Hofstede’s Framework........................................................................................6
4. How cultural differences affect Communication..............................................9
5. Impact of cross-culture communication on Business organizations..............11
5.1. Cultural Differences Can Impact Teams..................................................11
5.2. Cultural Differences Can Impact Professional Interactions...................12
6. Barriers and Challenges of Cross-cultural communication...........................13
7. Keys to having successful Communication between different cultures.........15
8. How better cross-cultural communication leads to better productivity.............16
CONCLUSION..........................................................................................................18
REFERENCES..........................................................................................................19

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 INTRODUCTION

We live in a world that is inhabited by millions of people who exist under different
conditions and in different environments. We also live in a world that is characterized by
the extreme diversity of landscapes and weather conditions. These facts could not but
impact people's mentality and the way they perceive the surrounding reality. That is why
there are numerous cultures with unique features and peculiarities that determine the way a
person lives, thinks, and communicates. Besides, all these cultures are different, and this
unique diversity preconditions the appearance of significant divergences in the way
individuals communicate.
That is obvious that an idiom or metaphor appropriate for one person is rude to another.
Hence, the great paces of globalization result in the blurring of borders and the appearance
of the necessity to establish relations with representatives of other mentalities. However,
this task sometimes might be more than challenging as there are numerous aspects that
should be considered. Under these conditions, the unique significance of cross-cultural
communication becomes obvious.
Cross-cultural contact is vital on all levels. Relations across borders are no longer unusual.
Businesses all over the world strive to get into the global arena. Countries cooperate with
foreign parties. Any person can get communicate with foreigners regularly. Expertise in
the field is a competitive advantage. This multicultural communication essay focuses on
analyzing and providing useful knowledge. It figures out the importance of cross-cultural
communication.

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1. What is Cross-cultural Communication?
The term ’cross-cultural’ implies interaction with persons of different cultural, ethnic,
racial, gender, sexual orientation, religious, age and class backgrounds. Cross-cultural
communication¨ is a process of exchanging, negotiating, and mediating one's cultural
differences through language, non-verbal gestures, and space relationships. It is also the
process by which people express their openness to an intercultural experience. (Clarke and
Sanchez, 2001)
Cross cultural communication is defined by Gotland University as “a process of
exchanging, negotiating, and mediating one's cultural differences through language, non-
verbal gestures, and space relationships.” Business communication is the exchange of
messages related to companies through symbols, action and verbal words.
In the literature on cross-cultural communication, the terms ‘cross-cultural
communication’, ‘intercultural communication’ and ‘cross-national communication’ are
frequently used interchangeably. Although ‘cross-cultural communication’ and
‘intercultural communication’ can be treated synonymously, an important distinction
needs to be made between ‘cross-cultural communication’ and ‘cross-national
communication’.
Cross-national communication’ takes place across political or national borders while
‘cross-cultural communication’ takes place across cultures. Both terms have their
usefulness. If one is talking about communications between a multinational organization
and its subsidiaries located in other countries, either ‘cross-national communication’ or
‘cross-cultural communication’ can be used. However, if one is speaking of
communications between colleagues working in a multicultural organization located in a
certain country, the term ‘cross-cultural communication’ is obviously more appropriate. In
this study, the term ‘cross-cultural communication’ is used.
Two words need to be defined: ‘culture’ and ‘communication’. As both have various
meanings, depending on the intention of the writer or speaker, for present purposes their
definitions are as follows.
Culture can be defined as a community’s shared values, attitudes, behavior and acts of
communicating that are passed from one generation to the next. Communication means a

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goal-directed and context-bound exchange of meaning between two or more parties. In
other words, communication takes place between people for a specific reason by a
particular medium and in a particular environment. An American meets a Japanese to
negotiate a business deal. This context in which the communication takes place can be
either within the same culture or across different cultures. In the example given, the
business negotiation obviously takes place across different cultures. The communication
involved is therefore a culture-bound activity. To communicate means expressing the
uniqueness of one’s cultural heritage, and this includes not only the verbal and non-verbal
peculiarities but also the preferred medium and context of communication.
The scope for cross-cultural communication is extremely wide. It is a multidisciplinary
field of study with roots in anthropology, sociology, psychology, and linguistics, among
other disciplines.

Background to Cross-cultural Communication

The first cross-cultural studies were carried out by Abū Rayhān Bīrūnī, who wrote detailed
comparative studies on the anthropology of religions, peoples and cultures in the Middle
East, Mediterranean and especially the Indian subcontinent. He presented his findings with
objectivity and neutrality using cross-cultural comparisons.
Extensive cross-cultural studies were later carried out by 19th century anthroplogists such
as Tylor and Morgan. One of Tylor's first studies gave rise to the central statistical issue of
cross-cultural studies: Galton's problem.
The modern era of cross-cultural studies began with George Murdock (1949). Murdock set
up a number of foundational data sets, including the Human Relations Area Files, and the
Ethnographic Atlas. Together with Douglas R. White, he developed the widely used
Standard Cross-Cultural Sample, currently maintained by the open access electronic
journal World Cultures.
In the past decade, there has become an increasing pressure for universities across the
world to incorporate intercultural and international understanding and knowledge into the
education of their students. International literacy and cross-cultural understanding have
become critical to a country’s cultural, technological, economic, and political health. It has
become essential for universities to educate, or more importantly, “transform”, to function

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effectively and comfortably in a world characterized by close; multi-faceted relationships
and permeable borders. Students must possess a certain level of global competence to
understand the world they live in and how they fit into this world. This level of global
competence starts at ground level– the university and its faculty – with how they generate
and transmit cross-cultural knowledge and information to students.
Cross-cultural communication endeavours to bring together such relatively unrelated areas
as cultural anthropology and established areas of communication. Its core is to establish
and understand how people from different cultures communicate with each other. Its
charge is to also produce some guidelines with which people from different cultures can
better communicate with each other.
Cross-cultural communication, as in many scholarly fields, is a combination of many other
fields. These fields include anthropology, cultural studies, psychology and
communication. The field has also moved both toward the treatment of interethnic
relations, and toward the study of communication strategies used by co-cultural
populations, i.e., communication strategies used to deal with majority or mainstream
populations.
The study of languages other than one’s own can not only serve to help us understand
what we as human beings have in common, but also assist us in understanding the
diversity which underlies not only our languages, but also our ways of constructing and
organizing knowledge, and the many different realities in which we all live and interact.
Such understanding has profound implications with respect to developing a critical
awareness of social relationships. Understanding social relationships and the way other
cultures work is the groundwork of successful globalization business efforts.
During the past decades the growth of globalisation, immigration and international tourism
has involved large numbers of people in cross-cultural interaction (also referred to as inter-
cultural interaction or international relations) whether they have liked it or not.
This has led to an increased desire and need for knowledge regarding cross-cultural
communication on many levels. There is the theoretical field of cross-cultural
communication and the applied field of cross-cultural training.

2. Relation Between Values, Culture, and Communication

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The relationship between values, culture, and communication is inseparable.
Communication includes culture and values. While cultures are created through
communication; that means communication is the means of human interaction through
cultural characteristics. It is also essential to reflect on different interpretations of
people. In a sense, cultures are the "rest" of social communication. Without
communication and means of communication, it is impossible to preserve and transmit
cultural characteristics from place to place. Therefore, it can be said that culture is
created, shaped, transmitted, and learned through communication.
In addition, culture is an expression of values, it includes everything from what you
eat and wear, to what church you go to or not, to your social behavior towards others.
It's the values that most people espouse, beliefs, and norms not only for a group or
cultural community but for all people. As can be seen, there is an almost universal
tendency to judge the values of other cultures and communities based on one's cultural
or value disposition through communication and research.
Thus, ways of thinking, feeling, communicating, and behaving in a particular culture
become good or bad, understandable or difficult to understand, if they conform to “the
way of thinking, feeling, communicating and our behavior”. To overcome many
barriers and prejudices, it is especially important to know the interrelationships
between values, culture, and communication and their role in the ecclesial community.

3. Hofstede’s Framework
One of the widest references approaches for analyzing variations among cultures is
Hofstede’s culture model. In order to understand and gain more information about
culture and management, Hofstede is known for the five dimensions of measures
expressed in indicators that serve as the framework for communicating multination.
Hofstede's model through indicators clearly describes the influence of social culture
on attitudes, behaviors, and manners in communication on members of that society.
Hofstede’s five dimensions are:
Power distance (high/low): Defined as “the extent, indicator of the distribution of
power to which the less powerful members of organizations and institutions within a
country expect and accept that power is distributed unequally”.

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 A High Power Distance ranking such as in China (80 points), Russia (93 points),
and Vietnam (70 points) indicate that inequalities of power and wealth exist within the
society, and less powerful members of that society must accept this situation. They are
inaccessible and enjoy the privileges their power gives them. When mistakes happen,
subordinates are often responsible for those mistakes.
A Low Power Distance ranking such as in Germany (35 points) Great Britain (35
points), and Canada (39 points) indicates the society de-emphasizes the differences
between citizens' power and wealth. Equality and opportunity for all are emphasized
in these societies. The relations between subordinates and superiors are more
horizontal than vertical: superiors are accessible and try to make out they are less
powerful than they are. If anything goes mistake, the system is more to blame rather
than the individuals involved.
Uncertainty avoidance (high/low): Focuses on the level of tolerance for uncertainty
and ambiguity within society.
A High Uncertainty Avoidance ranking such as in Japan (92 points), Turkey (85
points), and France (86 points) indicates the country has a low tolerance for
uncertainty and ambiguity. This creates a rule-oriented society that institutes laws,
rules, regulations, and controls in order to reduce the amount of uncertainty, and they
tend to resist innovation or anything that deviates from the known.
A Low Uncertainty Avoidance ranking such as in China (40 points), Vietnam
(30 points), and the United States (46 points) indicates the country has less concern
about ambiguity, and uncertainty and has more tolerance for a diversity of opinion.
This means that in these societies it is increasingly risk-taking, more willing to accept
change, and less rule-oriented.
Individual versus group orientation: This dimension concerns itself with the
relationship between the individual and the group.
China (20 points), Vietnam (20 points), and South Korea (18 points) are a collective
society. It means that some cultures place more importance on personal relationships
rather than the task to be performed or the deal to be completed. These relationships
may well be within an extended family or kinship. So blood ties guarantee loyalty and
trust. Relations outside the family are to be built on face-to-face social encounters.

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The rights and achievements of individuals are highly concentrated in individualist
cultures. Individuals are expected to achieve their own goals, and to that end, they are
willing to fulfill their contractual obligations if necessary. There is competition
between individuals is encouraged, thus allowing them to meet their goals and needs,
as long as these are in line with those of the organization within which they are
working. For example, the United States (91 points), Canada (80 points), and France
(71 points).
Masculine versus feminine orientation: Focuses on the degree to which ‘masculine’
values like competitiveness and the acquisition of wealth are valued over ‘feminine’
values about relationship building and quality of life.
A High Masculinity ranking indicates that society values assertive and
aggressive 'masculine' traits, and considers work as a challenge, offering the
possibility of high rewards and recognition. The pressure on performance, on
competing with others to complete goals. For example, Japan (95 points), Italy (70
points), and China (66 points).
A Low Masculinity ranking typifies societies in which 'feminine' characteristics
are concerned predominate, particularly in relationships with others in the workplace.
Quality of life is a primary concern, not only about how work is done but also about
what work achieves. For example, Thailand (34 points), South Korea (39 points), and
Vietnam (40 points).
Short-term versus long-term orientation: Focuses on the extent to which society
accepts or rejects long-term dedication to traditional and future values.
A High long-term orientation ratings such as China (118 points), Japan (80
points), South Korea (75 points), and Vietnam (57 points) show that the country
prescribes the values of long-term commitment, and respects the tradition of forward-
looking virtus, especially frugality, perseverance, and where lasting future rewards are
expected as a result of today's hard work.
A Low Long-Term Orientation ratings such as those in the US (29 points), the
Philippines (19 points), and Germany (31 points) indicate a country where people
expect short-term rewards from their work, saving face, respect for tradition, and
fulfill social obligations, do not reinforce the concept of long-term orientation.

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Although Hofstede's model of culture is somewhat outdated and has been criticized on
a number of grounds, these aspects are still useful in understanding that in a given
situation members of social cultures Different people have the ability to behave in
different ways.

4. How cultural differences affect Communication

In a globalized economy, cultural sensitivity is essential. Understanding and knowing
about cultural differences is a crucial skill for succeeding in business. Understanding
language nuances, etiquette and cultural time management differences can help you
navigate many complex interactions. Do not let a deal fall apart due to cultural
misunderstandings: Do some research and be open to new cultural experiences and
expectations when doing business across borders.
Customs, Mannerisms, and Gestures
When doing business with an affiliate from another country, consider the cultural
differences that may be presented. This includes basic customs, mannerisms and
gestures. For example, If a salesperson approaches a meeting with knowledge of a
customer’s cultural background, then his words, body language and actions can all be
adapted to better suit those of the customers. This in turn may lead to being better
liked by the customer, ultimately increasing the salesperson's opportunity to close the
deal.
Language Barriers and the Importance of Tone
In some countries, like the United States and Germany, it is common for people to
speak loudly and be more assertive or aggressive when sharing ideas or giving
direction. In countries like Japan, people typically speak softly and are more passive
about sharing ideas or making suggestions. When interacting with people from
different cultures, speaking in a neutral tone and making a conscious effort to be
considerate of others' input, even if it is given in a manner to which you are not
accustomed, can help foster effective business communication.
Research the Target Audience
When launching a marketing campaign or advertising to members of a different
culture, always research the target market prior to beginning the campaign. Levels of

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conservatism, gender views and ideologies can vary greatly between cultures.
Presenting a campaign that is not in line with specific cultural norms can insult the
target audience and greatly hinder the campaign. Being aware of cultural norms can
also help your company narrow down the target audience.
For instance, in Japan and Austria, men usually are in control of decision making, but
women make the majority of purchasing decisions in Sweden.
Technology and Time Differences
Due to globalization, people from various cultures and countries increasingly conduct
business with each other. Technology enables people to easily connect with people
around the world in a moment's notice, but there are a few rules to remember before
doing so.
If making an international phone or video conferencing call, be conscious of the time
zone differences and make sure to set a reasonable time for all involved parties to
interact. It is important to remember that cultural differences can also affect
availability. For instance, just because you schedule a conference call for the middle
of the business day does not mean that the time will be favorable for the people you
are conducting business with. Many Spanish cultures have longer lunch breaks than
Americans are accustomed to, which means there may be a two- to three-hour time
period during the day in which the person you would like to meet with is unavailable.
Asking for availability prior to making the call is the best way to avoid any confusion.
Once you are able to connect, speak clearly and slowly.
Politics and National Pride
Political influences, both past and present, can potentially affect the way a person or
company does business. Some cultures have a very strong sense of nationalism and
government pride, and therefore, are more comfortable and willing to purchase from
companies with some sort of government backing. Conducting business with those of
different cultures can also impact negotiations if there are ongoing political disputes
between the involved parties' countries of origin.
To avoid conflict, it is best to avoid discussing any political matter that does not
directly pertain to the business at hand. This is also true for inter-office interactions.

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5. Impact of cross-culture communication on Business organizations
The workplace is a dynamic environment that is frequently changing. Whether it’s
people, processes, markets or products, there are often shifts that employees have to
deal with. While some employees work with the same team for a long period of time,
it’s more likely that new team members will come and go as business needs change.
However, not all employees have the same cultural background or personality traits,
so it can be difficult to get along with everyone and function effectively as a
productive team. As a result, it’s important to understand the differences between
team members and know how to work through them in order to achieve business
goals.
5.1. Cultural Differences Can Impact Teams
Cultural Diversity and Teamwork
Society is becoming increasingly globalized, which means that employees often work
with people from different countries, religions, cultures and backgrounds. This
diversity provides the workplace with unique perspectives and opportunities, as
employees can bring new ideas and processes to the table that may not have been
thought of before at the company. However, sometimes cultural differences can also
pose some teamwork challenges.
According to Future Learn, it’s important to understand the differences in order to
foster harmony in a team. Cultural differences affect teamwork as a result of three key
areas:
Communication styles: In some cultures, it’s considered rude to speak directly,
whereas in others it is encouraged. This can cause miscommunication, resentment and
confusion. Some team members may not speak up if they disagree with another team
member because it’s not something that is done in their culture. In other cases,
providing direct feedback or instruction may be taken as stepping on toes or taking too
much authority.
Hierarchy and power: Equality in the workplace is the norm in some cultures,
whereas in others the structure is more hierarchical. For employees that come from
cultures that focus on status and authority, speaking up about problems may be
difficult because they feel uncomfortable or disrespectful. On the other hand, those

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that value equality may perceive others as lacking competence if they don’t share their
thoughts and opinions with leadership.
Risk and decision making: In some cultures, making a decision requires more data
and information than others. Some employees may have a low tolerance for risk and
not want to commit to making a decision without having context or details. Others
may be confident in making decisions without much data. This can affect the pace of
the team and how work is conducted.

5.2. Cultural Differences Can Impact Professional Interactions

Sometimes, employees can come from the same cultural background but still have
many differences to deal with in the workplace. Often, the personality trait of the
employee affects how they work with others. Psychologists have broken down
personality traits into five key categories, which each operate on a continuum,
according to Simply Psychology. Personality can be affected by the environment
you’re raised and live in, as well as the genetic makeup of a person. In fact, about half
of your personality is inherited from your parents.
To describe the "Big Five" personality traits and how they contribute to Professional
Interactions:
Conscientiousness: An employee that is highly conscientious is well organized,
detailed oriented, and thoughtful toward their teammates. On the other hand, an
employee that scores low on the conscientious scale will have difficulty working
within a team because they are not good at completing their tasks or meeting goals.
They will also have difficulty controlling their impulses.
Agreeableness: Highly agreeable employees are sympathetic toward others and show
empathy. They are easy to trust and work well with others. On the opposite end, an
employee that is not agreeable does not care how teammates feel. They can be
demanding and highly stubborn, which makes teamwork difficult.
Neuroticism: This relates to a person’s overall emotional stability. Those who score
low on neuroticism are calm, collected, and resilient. They help carry the team
through difficult times. On the opposite end, employees who score high on
neuroticism are anxious, have hostile tendencies, and are often stressed out.

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Openness: Curiosity is an important part of openness, as well as thinking outside the
box. This enables employees to provide their teammates with innovative ideas.
Employees who score low on openness prefer routine and dislike change. They thrive
on structure and regularity.
Extroversion: Employees who score low in extroversion are good listeners, which is a
key trait of someone who excels at teamwork. However, they also are reserved and get
exhausted from too much socialization. On the opposite end, extroverts thrive with
social interaction, though they can be attention-seeking.
Overcoming Differences Impact Professional Interactions
The Big Five personality traits and job performance as a team are closely correlated.
Similarly, cultural diversity also affects productivity and efficiency within a team. In
order to overcome these differences and work through the challenges, it’s vital for
every team to have a strong leader. According to Talking Talent, developing an
effective team starts with effective leadership. Team leaders and managers need to
guide their employees with inspirational big-picture vision, while also delegating
responsibilities to the right people. This means that leaders need to understand the
strengths, weaknesses, and interests of each of their team members.

6. Barriers and Challenges of Cross-cultural communication

Misunderstanding:
The biggest obstacle to communicating in a multicultural setting is
miscommunication. People from various cultural origins, whose values and beliefs
differ, frequently experience this. The differences between the various cultures
produce a high level of fear and uncertainty, which leads to miscommunication.
Throughout their whole term, the misconception that has arisen as a result of worry
and uncertainty has persisted.
Norms and Roles:
The guidelines that establish what is considered suitable and acceptable behavior are
known as norms. People who set the rules for themselves also expect others to do the
same. Every culture has its own set of standards for what constitutes acceptable and
proper behavior. People who work in multicultural environments frequently act

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inappropriately because they are unable to comprehend the standards of the other
culture. Roles are a setoff for rules that apply to particular groups. Different roles are
given to men and women, children and parents/guardians, husbands and wives in a
specific culture. These responsibilities differ from culture to culture, and there might
be many instances of role breaches in a multicultural team. As a result, there is an
increase in anxiety, and communication is disrupted.
Beliefs and values:
Beliefs and values are different from person to person. In a globalized working
community each and every person's beliefs and values depend on his culture .The
cross-cultural belief and value prevailing should be known to the person in order to
communicate efficiently.
Stereotyping:
Value assessments of individuals. Insufficient knowledge about the individuals results
in cross-cultural communication decisions that are not wise. Cultural stereotypes
magnify or overgeneralize how we view others, which makes us more anxious. Every
person projects a stereotype onto other persons or groups of people. In most cases,
stereotypes are the result of ignorance or fear of the group being stereotyped. These
preconceptions are the main causes of misunderstandings and divergent views about
the other culture. Generalizing about a person while ignoring the presence of
individual difference; e.g: "she's like that because she's Asian- all Asians are
nonverbal”.
Ethnocentrism:
Considering our own culture and group dynamics as the benchmark for all other
groups. Unintentionally, our own cultural experiences lead us to believe that our
culture is unique. The amount of worry rises as a result of this ethnocentrism. Anxiety
levels at work are closely correlated with ethnocentrism. Due to ethnocentrism,
multicultural team members experience several difficulties. Generalizing about a
person while ignoring the presence of individual difference; e.g: "she's like that
because she's Asian- all Asians are nonverbal”.
Tone Difference:

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The tone of voice in communication is defined as 'the way a person speaks to
someone'. It is how you use your voice to get your point across. If you don't do it
right, there is a risk of your point getting lost or misinterpreted. Formal tone change
becomes embarrassing and off-putting in some cultures

7. Keys to having successful Communication between different cultures

Enhance intercultural sensitivity:
Overcome ethnocentrism and recognise cultural variation. Cross-cultural competence
is the capacity to engage in a range of activities, the central element of which is a
shared language. Knowledge, skills, and attitudes support this capacity. Three pillars
support the successful development of cross-cultural competency. Cross-cultural
sensitivity, cross-cultural awareness, and cross-cultural aptitude are the elements that
enable orderly cross-cultural communication. Intercultural sensitivity is the term used
to describe the loving component of cross-cultural communication. This component
has to be improved in order to provide people the tools they need to understand the
distinctions between different cultures. An individual would be able to understand
self-concept, neutrality, and self-possession via the development of cross-cultural
sensitivity. Cross-cultural awareness is the term for the cognitive component of cross-
cultural communication. Intercultural awareness results in enhancing not only
cultural- awareness but also self-awareness in the process.
Effective communication across culture:
1. Maintain etiquette 
2. Avoid slang
3. Speak slowly
4. Keep it simple
5. Practice active listening
6. Take turns to talk
7. Write things down
8. Avoid closed questions
9. Be careful with humor
10. Be supportive

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Improve intercultural communication skills:
Here are some steps will help improve intercultural communication skills
Study other cultures and language: A lack of understanding between two parties will
often lead to a strained relationship, which is why it's important to educate yourself.
The internet represents a vast repository of knowledge about different cultural
practices, while there are also more old-school options: reading a book, watching a
film or, for a more hands-on approach, traveling.
Respect style preferences: It's hard to understand someone else's perspective if you
don't allow yourself to be open to their point of view. Whatever your convictions or
customs, accept that others might do things differently and show respect for this. And
don't make assumptions means when you judge someone based on stereotypes or
assumptions you're essentially stripping them of their individuality, you're putting a
label on them without considering who they really are. Take time to get to know and
understand the people around you and treat everyone equally.
Observe and listen actively: This method not only allows you to deal with conflict in
the workplace but also avoid it in the first place. When working with colleagues from
a different culture, observe how they interact with each other. Listen to how they
approach problems and collaborate on projects. Watch for their reactions to different
communication styles. Don't just look for differences, finding common ground can be
a great way for you to begin your own interactions with your co-workers.
Get Some Help: There are many actions you can take on your own to work on your
intercultural communications. However, it can be beneficial to get assistance from
someone with experience in the field. If you’re tackling the topic as a team, you can
try diversity training that offers intercultural training options for companies as well as
individuals.

8. How better cross-cultural communication leads to better productivity

Strong organizations are made of people from different backgrounds and cultures. It is the
cultural influences of these employees that give organizations diversity. “Organizational
culture is the beliefs and values that have been in place in an organization for a long time”.
These influences affect how people behave and interact in the workplace. The diversity of

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organizations helps make them unique and come up with valuable ideas to promote
positivity and prosperity in the workplace. The culture of the organization will influence
how the organization handles business externally.
The goals and rules of the organization have to align to make sure the mission of the
organization is being taken care of. Sometimes organizations have to do business with
other businesses in order to be successful. It can be hard to work with organizations of a
different culture, as they may conduct business in a different manner. Organizations have
to learn how to manage to work with other cultures sometimes to prosper. Within
organizations, managerial communication and networking also impact the culture of the
organization. Employees who are not satisfied with their superiors and co-workers are
usually not satisfied with their jobs and this can affect the culture of the organization.
Therefore, it is important for organizations to have a strong culture to effectively do
business, both internally and externally. The communication within the organization must
be effective for this to take place.

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 CONCLUSION

In this report on cross-cultural communication, we learned about the culture and how it
can complicate interpersonal communication. Culture is learned, shared, dynamic,
systemic, and symbolic. we uncovered the distinction between multicultural, cross-
cultural, and intercultural approaches and discovered several new terms such as
diplomatic, ethnocentric, and in-/out-groups.
From there we went on to examine the work of three different cross-cultural theorists
including Hofstede's framework. After reviewing the relationship Between Values,
Culture, and Communication, we went on to compare and contrast by doing our research
on How cultural differences affect Communication?
Finally, we offer solutions to help you be more successful in cross-cultural
communication, bring real value to your organization, and boost work performance.
The ability to communicate well between cultures is an increasingly sought-after skill that
takes time, practice, reflection, and a great deal of work and patience. This report has
introduced you to several concepts and tools that can put you on the path to further
developing your interpersonal skills to give you an edge and better insight into cross-
cultural situations.

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[2] Cultureandlanguage, https://bom.so/YkcL6d
[3] (Tamas), Intercultural Organizational Development, https://bom.so/7UlkpC
[4] G.RG. Clarke, R. Cull, M.S.M. Peria, S.M. Sanchez. Foreign Bank Entry:
Experience, Implications for Developing Countries, and Agenda for Further Research.
– Washington, 2003.

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