RUNNING HEAD: COMMUNICATION 1

Communication

Hassan Beydoun

BUS 600: Management Communication with Technology Tools

Dr. Uchenna Nwabueze

November 4, 2013
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Abstract

Communication in organizations is the key to success. Hypothetically, sending and receiving

messages should be performed with clarity and understanding. At times, barriers to international

and intercultural communication emerge from exclusive language, acronyms, abbreviations, and

so on. Global companies have to adhere to a system that erases such barriers. In reality, training

programs are used in which prospective and current employees listen, learn, and apply their

knowledge to real-life scenarios. Solid communication skills produce functional groups who

engage in a variety of activities. Furthermore, speakers would amplify their ability to deliver

excellent presentations and avoid deviating off topic. Listening, feedback, negotiations, ethics,

morals, and so forth in a corporate setting begins with efficient communication among different

groups of society.
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Communication

Multinational corporations are usually culturally diverse due to their global operation.

One of the most advantageous elements in international and intercultural communication is that

it develops the ability for employees to share unique ideas. Realistically, the presence of various

cultures can create barriers to communication because the conception of words might be a bit

difficult. At Olam International, the cultural differences of employees slow down the completion

of duties every now and then, which in turn, weakens group work. Here, I will culminate and

focus on a variety of attributes and they are as follows: (a) what I have learned about this specific

topic, (b) what I have learned about Olam after applying the selected communication, and (c)

suggest an explicit program that could potentially amend communication in my place of

employment.

Communication in every organization is indispensable to fulfill goals and objectives.

According to our textbook, “Communication may be defined as transmitting, receiving, and

processing information. Information consists of any item that evokes or has meaning…In that

context, interpersonal communication takes place between individuals or one individual with a

small set of other people. Communication systems are the methods and technologies that

transmit information throughout an organization. Communication systems include group

dynamics intra (within) and inter (between) groups as well as the most complex methods of

moving information throughout an organization” (Baack, 2012, Information, Communication,

and Meaning, para. 5&9). In an international and intercultural communication environment,

transmitting data from one party to another must be implemented accurately to ensure that

understanding is received. At Olam International, the managerial staff members frequently

reiterate their information to their subordinates because some of my co-workers assemble words,

symbols, figures, and other forms of communication differently.

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In my workplace, I have learned that interpersonal communication is the core focus in

achieving quality results. Gathering a number of employees to interact with one another

concerning their responsibilities can be practical. International communication within my

company is heavily dependent on communication systems in order to reduce the complexity of

reaching the intended target. Furthermore, interpersonal communication consists of six

components and they are as follows: (a) sender, (b) encoding, (c) transmission device, (d)

decoding, (e) receiver, and (f) feedback. Over the duration of this course, this respective

communication model has enabled me to broaden my intellect and engage more effectively with

distinctive cultures within the same company, as well as across the globe. At whatever time face-

to-face communication transpires between two or more colleagues, there can occasionally be

barriers, such as noise, situational factors, individual disparities, and problems transmitting facts.

The communication aspects that I have learned closely pertain to real-life scenarios

within my organization. One of these aspects includes acronyms and abbreviations. “In order to

improve correct message transmission and interpretation it is therefore vital that all of the

participants play an active part in the message construction and meaning negotiation process. To

this end, a very active contribution to the interaction on the part of both speaker and addressee is

required, advocating that successful meaning negotiation is as much the responsibility of the

listener as it is the responsibility of the speaker” (Stadler, 2013, p. 3). Whether the

communication procedure involves a speaker, listener, or a reader, barriers are imminent in their

own way. For example, at Olam International, communicating through the use of technology

often introduces abbreviations and acronyms. One thing that I have learned about this particular

concept is that intercultural employees barely perceive this mode of interaction. Overcoming

such an obstacle requires a stronger relationship between the sender and receiver. Intercultural
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and international communication is a complex method. At my workplace in the United States,

my associates are far more unique than the employees that are located in other countries. In

essence, language, slang, greetings, ethnocentrism, and other characteristics are understood

distinctively.

When it comes to inter-organizational communication, expatriate employees are generally

used to make sure messages are correctly received and discerned. Olam International Limited

always emphasizes on international and intercultural communication to meet, or transcend

satisfaction. As some of my co-workers continue to struggle with intercultural communication,

the company’s training program is a necessity to help them improve their weakness in this area.

Establishing an instructor is the ideal solution to solving problems within communication. The

use of terminology and nonverbal cues vary, depending on the country; therefore, developing a

course of action that involves teaching would be the first step in empowering the transmission of

information.

Communication through the use of technology can create conflicts just like any other

method of communication, if it is carried out incorrectly. As previously discussed, training

programs can be very conducive in improving an employee’s interaction skills. “Employee

training has become an effective way to enhance organizational productivity. It is even more

important today given the fast-changing nature of current work practices” (Wan, Compeau, &

Haggerty, 2012, p. 2). Employees who are involved in international and intercultural

communication with co-workers, as well as customers, must be properly instructed on how to

interact. Additionally, their developed expertise could help them generate solutions to problems

in an attempt to bring about successful results. What I learned during my own training at Olam a

couple of years ago was that dealing with international commerce requires different verbal and
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nonverbal cues. With regard to my colleagues, examining and determining the communication

atmosphere is persistent. In doing such a strategic analysis, proactive and reactive messages

would constitute preparation for my co-workers and me. Given that my company is vastly

diverse, being prepared can help avoid misconceptions and simple mistakes. Substantially, my

organization, for the most part, executes patterns of communication (mostly the all-channel) in

which every member participates on their goals, objectives, and more. Global business

commerce can be laborious; consequently, a high level of understanding is mandatory.

Other features that I have been well-informed about are formal and informal

communication. “Formal communication consists of information that travels through

organizationally designated channels. Formal communication takes the form of verbal

transmissions and written media…Informal communication emerges in everyday life in

organizations. Other names for informal communication include gossip, rumors, and the

grapevine” (Baack, 2012, Section 3.2 & 3.4, para. 1). In reference to formal communication,

international enterprises use this style differently. Face-to-face conversations comprise kinesic

cues and paralanguage. In my organization, I have learned that conversing with different

employees must be approached in its own way to ensure there is perception.

In contrast to formal communication, informal communication is viewed in a dissimilar

manner. For example, gossiping can be irritating to one person, whereas another individual might

appreciate such behavior because they would feel that they are gaining attention. At Olam, I

distinctly remember being taught to never spread negative rumors against a co-worker because it

would eventually create a conflict. Nonetheless, this sort of impact is not necessarily identical

across the globe. Moreover, if a conflict ever generated within my workplace, the regional

manager would immediately intervene in order to prevent any further escalation.

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Cross-cultural communication can bring about unpredictable consequences. “Specifically, the

questions posed are where the use of formal or informal communication channels or some

combination would contribute to the effectiveness of the administrator and when verbal, written,

or some combination of these methods would facilitate an administrator’s effectiveness when

using the formal or informal networks” (Melcher & Beller, 1960, p. 2). The ability for

international and intercultural communication to be formulated effectively requires a methodical

approach. During one of my training sessions, I built my knowledge on information richness

concerning brief messages.

Every culture conveys their message(s) distinctively. Whether it is letters, memos, emails,

presentations, and/or reports, Olam’s employees must have one thing in common, which is

identification and preparation. At whatever time business reports are expected from my

colleagues and me, we all usually assemble a group meeting to share our thoughts and ideas. One

of the components that has an instantaneous effect is qualitative research. This process enables

every member of the group to anticipate how everyone's presentation will be showcased to the

company. In general, this kind of preview has allowed me to gradually expand my conception on

the various cultures that surround me. Full-length reports have to continuously be prepared with

specificity and communication that is well-executed. Failure to abide by this correct approach

would confuse the audience and this is something that I learned could easily cultivate within

intercultures.

An underlying aspect of international and intercultural communication is the decision-

making process. According to Hoch and Kunreuther (2001); Bedeian (1986), “A decision is a

choice between two or more potential courses of action” (as cited in Baack, 2012). Multinational

corporations, such as Olam, frequently find it complicated to reach a decision due to intercultural
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beliefs. Communicating on an international stage with employees and patrons needs constructive

ideas and proposals. Nevertheless, such requirements can have the possibility of producing

criticism to modern decisions. When changes in a business are likely to happen, a variety of

employees within the hierarchy refuse it. This system is referred to as organizational inertia.

Initially, the reason as to why employees are resistant to change is due to the level of uncertainty

and risk. Furthermore, they feel as though the change would not be advantageous to everyone in

the company because of insufficient information. Several tools that I have learned could be

efficient to the decision-making process are critical-thinking and persuasion. Intercultural

employees and customers must be provided with a high level of empathy whenever an

organization decides to operate in a different way. At my company, my co-workers and I were

taught that change must always be introduced with strong conviction; however, such conviction

is not simple.

As a culturally diverse company, the vast majority of workers have unique attitudes when

they receive news regarding change. “With the rapid changes in today’s business and

organizations, decision-making has become an integral part of organizational operations and

managerial activities at every organizational level in order to achieve systematic decision-making

practice leading to successful organizational results and outcomes” (Akdere, 2011, p. 1). Given

that organizational change is necessary for success, one of the preliminary steps consists of

understanding the various attitudes. The rationale behind this is that different cultural attitudes

have unconventional opinions pertaining to change, which is something I was instructed in my

training class. Moreover, at whatever time executive officials are conveying new decisions to

their subordinates, this procedure must contain persuasion. Olam’s Board of Directors are aware

that their international operation in many countries and platforms will exude disagreements. In
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contrast to that, a sense of coherence is feasible if the desired change influences other members.

Prior to a certain change becoming formally effective, communicating the elements across the

corporate hierarchy would be viable. I have gathered that when communicating in a culturally

diverse working environment, it is important to apply listening skills. The way listening is used

in intercultural communication depends on the context.

In essence, content, active, empathic, and critical listening are widely utilized during

communication. In my company, strongly listening and giving profound thought to change, or

other types of decisions, is vital for long-term relationships and growth. The purpose of listening

is to improve the way employees interact face-to-face, or through a telephone. For an

improvement like this to occur, I have been taught to try and eliminate internal and external

barriers. In a global business, I have also been well-informed that many cultures view feedback

as either a pro or con. Listening or reading feedback is significant in the sense that it services an

employee to understand his or her performance level. Working individuals who pay careful

attention to their responsibilities are bound to perceive their colleagues and customers in the best

way possible.

Negotiations and communication within international companies must be properly

coalesced when two or more co-workers have conflicting perspectives. “Good communication

skills are the cornerstone of good negotiation skills, and small-business owners will quickly

realize that negotiation is involved in many business dealings. From negotiating employees’

salaries to helping board members draft policies and procedures, negotiation plays an important

role in the small business, and all workers must rely on their communication skills to make sure

these negotiations go smoothly” (Morley, 2013, para. 1). Whether it is in a small, medium, or

large-sized business, negotiations help prevent any sort of negativity. To successfully execute
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negotiations in an international organization where there is a high amount of unique cultures, the

negotiator must strive to reach a win-win solution. This process is known as an integrative

negotiation. In addition to negotiations being between an individual and a company, this term

also applies towards two or more companies, as well as a company and the external environment.

At my company, clarity is imperative in order to reach an understanding. Negotiating

with employees is not an easy task. When I was being trained, I was constantly reminded that

there will be colleagues and outside forces that are reluctant to agree quickly. Managerial

communicators have to listen to their opposers concerning their situation so that they can

alleviate difficult circumstances. If there is ever an advantage for one party and a disadvantage

for the other, I have also learned that the negotiator can rest assure conflicts will arise. The only

exception to a negotiation is distributive negotiation. Building and maintaining an amicable

corporate environment are critical for Olam International.

Ethical and moral norms are the most important part of worldwide practices. “Ethics have

become an organizational priority. In the 21st century, ethics is neither a luxury nor an option.

There is a growing impatience within society with selfish and irresponsible actions that

impoverish some, while enriching the crafty” (Brimmer, 2007). Regardless of where corporate

leaders are positioned to conduct business commerce, one of the accountabilities they must

sustain is ethical and moral integrity. At Olam, communicating and treating every employee with

equality is eminent. Additionally, leaders are the core focus; therefore, their demonstrations have

to be truthful and prudent, given that thousands of subordinates follow a leader’s path in virtually

every company. I remember during my training class, ethical and moral topics lasted for several

hours. In any type of culture, unethical and amoral behavior is never tolerated. Some leaders in

assorted countries may feel the need to behave wrongfully due to exclusive language in which an
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employee, or even a customer, might not understand what is transpiring. Nonetheless, the

fundamental perspective is to be impartial, credible, agreeable, and so forth. Employees and

patrons always appreciate a trustworthy company because such conduct increases a firm’s

reputation and business dealings.

In every part of life, group work and teamwork create favorable effects. “Today’s

business world features a considerable number of tasks that cannot be performed by a single

employee. Complex assignments demand the attention of a series of individuals. Managers

designate teams and groups to complete such projects” (Baack, 2012, Business and Management

Communication in Groups, para. 1). Every time groups are formed within Olam, it often begins

with disagreements, and sometimes barriers to communication. Intercultural communication has

its advantage from robust ideas. Although there are innumerable styles of behavior, the

conception is to climb the stage of group development. This attainment could be possible by

having a formal group leadership.

In contrast to a functional group, a social loafer exhibits a dysfunctional group. Olam’s

group cohesion comprises of employees who are prepared to convey their information.

Throughout my years of experience in the company, failure to participate would weaken

friendships, effective communication, and the ability to achieve an objective. Such poor

performance is unacceptable, especially since my company has some social loafers. Olam’s

leaders understand that their intercultural employees are going to behave differently in terms of

putting their effort into group work and coming to a final decision in accomplishing their

purpose. In significance, keeping a solid group, or team, will only improve communication and

strengthen relationships over the long-term.

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The many essential features of communication, decision-making, listening, feedback,

negotiations, conflicts, ethics, and groups all constitute a professional public speaker. “Public

speaking presents one of the greatest opportunities you will have to make a positive impression

on others. An effective and memorable public speech can launch a career or lead it to greater

heights” (Baack, 2012, The Nature of Public Speaking, para. 1). Olam’s public speakers are

sovereign because they begin by comprehending their colleagues. Subsequently, they use all of

the necessary tools to give a quality speech. As a speaker, one thing that I was advised to do was

deliver a systematic speech to avoid perplexing the audience.

Olam’s cross-cultural communication is frequently implemented. A speaker working for a

worldwide organization must discern that there is always the contingency of having at least one

member who is unaware of a project. If a problem like this ever happens, I, as a speaker, should

consider using the problem-solving method. By doing so, I can break down multiple

characteristics and state them more clearly. Once I approach the conclusion of my business

report, it is absolutely necessary to make sure that my closing argument reminds the audience of

my report’s purpose. Also, underscoring on eliminating any impediments to communication can

be very helpful to my intercultural co-workers.

In conclusion, international companies take on huge responsibilities in dealing with

culturally diverse employees and customers. Perceiving their behavior and how to build

relationships is essential. In the real world, communicating is sometimes strenuous because

verbal and nonverbal cues have unconventional meanings. Olam’s diverse employees

consistently work hard with one another face-to-face and through technological devices in order

to meet the needs of the company and its customers. Clearly exchanging information from one
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person to another raises interpersonal communication to a higher degree in these rising societal

groups.
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References

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Dec2011, Vol. 22 Issue 12, p1317-1330. 14p. 1 Diagram, 4 Charts. DOI:

10.1080/14783363.2011.625180

Baack, D. (2012). Management communication. San Diego, CA: Bridgepoint Education, Inc.

Brimmer, S.E. (2007). The Role of Ethics in 21st Century Organizations. Retrieved on October

28, 2013 from http://www.regent.edu/acad/global/publications/lao/issue_11/brimmer.htm

Melcher, A.J. & Beller, R. Toward A Theory of Organization Communication: Consideration in

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Learning Outcomes in Organizational Settings. Journal of Management

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