Running head: MANAGING CROSS-CULTURAL COMMUNACATION 1

Managing Cross-Cultural Communication

Name

Institution
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Increasing global nature in the construction project has mainly highlighted significant of the

multicultural as well as the new challenges it brings in project execution. Nevertheless, there is no

empirical work which can quantify explicitly, the success of communication in the multicultural projects.

Therefore, the paper mainly emphasizes on projects managers abilities to communicate effectively in a

multicultural project environment such as Kenya and the United Kingdom.

The increasing number of the many multinational organization, customer’s diversity across the

culture and the expanding of the global market mainly require a perspective of view (Ochieng, et, al.,

2013). However, many companies or organization primarily uses “multicultural teams” in business

solution or while developing new products. The multicultural team are thus described as task-oriented

groups of distinctive people from different cultures. Moreover, a well-managed multicultural team may

thank different point of views in their team members. Besides, a well-managed multicultural team can

superior the national team in various possible ways and solutions. However, in the case of diversity, it

can be described as “double-edged sword” which simply mean either positive dynamics as well as

problems which are caused by cultural clashes.

Multiculturalism in the project management is, therefore, an issue which project manager must

thus focus their attention for them to be successful (Mikhieieva, & Waidmann, 2017). Therefore,

through proper understanding of people in a team, especially from another country like Kenya or the UK

is the main challenge which the project managers face in their daily life. However, instead of managers

walking away from these types of problems, they must thus view these challenges embrace them.

Managers who mainly communicate with their team members, sponsor or the stakeholders spend

most of their times, scheduling as well as attending the meeting. Besides, they also spend many times in

attending the meeting, analyzing risks, resolving conflicts as well as negotiating (Ochieng, et, al., 2013).

In a nutshell, project managers are not educated or either attuned in term of cultural diversity.

Meanwhile, culture can be described as a set of attributes of a group in which the group organize their

living together, its solution as well as its environment in questioning the society. Therefore, culture may
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differ from each other in term of language, thinking, mom verbal communication, behaviors, and values

and in term of perception. Consequently, today’s culture is diverse, and in no doubt, it creates numerous

problems to an average project manager. However, the problem of verbal as well as nonverbal

communication in a team is not only resulted by the reluctance of project managers in learning about

member’s cultures in their team but the “cultural arrogance.” Cultural arrogance is caused by people

from different sectors of the country.

In conclusion, culture is thus central to what we usually see, how we people make sense of what

they see and finally how we express ourselves. Therefore, globalizations thus a self-fueling process which

is destined in moving faster as well as becoming deeply entrenched. However, globalization thus

compels us in interacting with different people from a distinct culture. Therefore, whatever the case, the

project manager must, therefore, be prepared to face a challenging environment. They must consequently

honor their talents in term of leadership. They must thus cultivate immense sensitivity to listening,

showing respect and understanding. Hence, working as a part of the cross-cultural project is, therefore,

challenging. Besides, working as a project manager in those setting is even more challenging.
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References

Mikhieieva, O., & Waidmann, M. (2017). Communication management tools for managing

projects in an intercultural environment. PM World Journal, 6(8), 1-15.

Ochieng, E. G., Price, A. D., Ruan, X., Egbu, C. O., & Moore, D. (2013). The effect of cross-

cultural uncertainty and complexity within multicultural construction teams.

Engineering, Construction and Architectural Management, 20(3), 307-324.