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MANAGING CROSS-CULTURAL COMMUNACATION 2
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
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
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
MANAGING CROSS-CULTURAL COMMUNACATION 3
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
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.
MANAGING CROSS-CULTURAL COMMUNACATION 4
References
Mikhieieva, O., & Waidmann, M. (2017). Communication management tools for managing
Ochieng, E. G., Price, A. D., Ruan, X., Egbu, C. O., & Moore, D. (2013). The effect of cross-