Background
The globalization of the business environment has provided an enabling setting for employees and managers to work in unfamiliar territories and cultures (Yates 773). As such, it is important for organizations to develop and adopt strategies that will enable their employees and managers to identify and address diverse intercultural communication challenges with the view to assisting them to work cooperatively with people from different cultural backgrounds (Kassar, Rouhana, and Lythreatis 5). This paper reviews the intercultural communication problems associated with the two case countries and how best these challenges could be solved.
Sulandia: Potential Intercultural Communication Problems and Solutions
The intercultural communication challenges noted in Sulandia include
- complex communication protocol between members of the monarchy and other people,
- treatment of women by the society,
- religious orientations,
- language barriers between locals and foreigners,
- unethical business practices.
The problem of complex communication protocol can be addressed by training expatriate employees on what constitutes appropriate communicative behavior based on the asocial and cultural parameters of the host country (Yates 777). The challenges of mistreatment of women and religious orientations can be addressed by conducting workshops and trainings aimed at assisting expatriate employees to develop adequate cultural competence on how to deal with culturally diverse others as it is difficult to change the cultural and religious orientations of the host country (Cote 160).
It is possible for expatriate employees to maintain an open and accommodative perspective on these challenges when their cultural competence is high (Stevenson 53-54). The challenge of language barriers can be addressed by training locals and expatriate employees on how to communicate with each other using simple language and symbols, while the issue of unethical business practices can be addressed by developing and implementing an organizational policy that outlines how the company conducts its business practices.
Norotania: Potential Intercultural Communication Problems and Solutions
The intercultural communication problems noted in Norotania include
- lack of experience in international business contexts and how to deal with foreigners,
- socialist predispositions in work environments,
- cultural orientations that transfer loyalty to the immediate family/clan members and respect of age rather than merit,
- primitive material culture,
- language barriers between locals and foreigners.
The issue of lack of experience can be addressed by training local employees on effective intercultural communication strategies and conducting cultural exchange programs to enhance exposure (Bolten 339). Employees’ socialist predispositions in work environments and cultural orientations of transferring loyalty to family members and respecting age rather than merit can be addressed by developing a strong corporate culture that engenders the values and mission statements of the company (Wahl 114-115).
It is possible for employees to internalize a corporate culture that not only values performance and meritocracy, but also encourages local employees to change their values and codes of behavior to be consistent with the company’s strategic objectives. The corporate culture can be reinforced through a clear reward system that details the requirements needed for employees to be promoted or to earn higher allowances (Wahl 114-115).
The issue of primitive material culture can be addressed by conducting cultural sensitization programs prior to sending employees to the host country. Lastly, the issue of language barriers can be addressed by developing language exchanges that allows expatriate employees and locals to learn from each other on how to communicate through the use of simple words and symbols (Bird and Osland 116).
Country Selection and Justification
Overall, I would choose Sulandia over Norotania due to its international exposure, highly educated workforce, efficiently developed infrastructure and other aspects of material culture, high standards of living, and favorable climatic conditions. These factors, in my view, are likely to reduce turnover of foreign workers and at the same time enhance their satisfaction and motivation.
Works Cited
Bird, Allan and Joyce S. Osland. “Making Sense of Intercultural Collaboration.” International Studies of Management & Organization 35.4 (2005): 115-132. Academic Search Premier. Web.
Bolten, Jurgen. “Life-World Games: The Theoretical Foundation of Training Courses in Intercultural Communication.” European Journal of Education 28.3 (2003): 339-348. Academic Search Premier. Web.
Cote, Donna. “Intercultural Communication in Healthcare: Challenges and Solutions in Work Rehabilitation Practices and Training: A Comprehensive Review.” Disability & Rehabilitation 35.2 (2013): 153-163. Academic Search Premier. Web.
Kassar, Abdul Nasser, Amal Rouhana and Sophie Lythreatis. “Cross-Cultural Training: Its Effects on the Satisfaction and Turnover of Expatriate Employees.” SAM Advanced Management Journal 80.4 (2015): 4-18. Business Source Premier. Web.
Stevenson, Jaclyn C. “Culture Shock: Defining Diversity in the Modern Workplace.” BusinessWest 21.10 (2005): 53-57. MasterFILE Premier. Web.
Wahl, Andrew. “Culture Shock.” Canadian Business 78.20 (2005): 114-116. MasterFILE Premier. Web.
Yates, Lynda. “Intercultural Communication and the Transnational: Managing Impressions at Work.” Multilingua 34.6 (2015): 773-795. Academic Search Premier. Web.