Communication Problems in Multicultural Companies

Table of Contents

Part One: Definitions And Basic Concepts

1) Introduction

2) Towards A Clear Definition Of The Terms “Intercultural“ And “Multicultural“

3) Intercultural Encounters – Not A New Phenomenon

4) What Is Culture?

4.1) Features Of Culture

4.2) The Stabilizing of Culture Patterns

5) From Language To Intercultural Communication

5.1) What Is Language?

5.2) What Is Communication?

5.3) What Is Intercultural Communication?

5.4) Gudykunst/Kim: A Model About The Communication With Strangers

5.4.1) Encoding Of Messages

5.4.2) Cultural Influences

5.4.3) Sociocultural Influences

5.4.4) Psychocultural Influences

5.4.5) Environmental Influences

6) Hofstede’s Dimensions Of Cultural Variability

6.1) Individualism-Collectivism

6.2) Power Distance

6.3) Uncertainty Avoidance

6.4) Masculinity-Femininity

6.5) Hall’s Low-And High-Context Communication

7) The Relationship Between Culture And Language

8) Summary And Outlook On Part Two

Part Two: Practical Concepts In Use

9) Applying Hofstede’s Dimensions

9.1) Individualism-Collectivism

9.2) Power Distance

9.3) Uncertainty Avoidance

9.4) Masculinity-Femininity

10) Other Cultural Dimensions

10.1) Participation After Thomas

10.2) Particularism-Universalism

11) Nonverbal Communication

11.1) Facial Play

11.2) Gestures

11.3) Paralinguistics

12) Values, Norms And Rules

12.1) Values

12.1.1) Cross-Cultural Differences In Values

12.2) Cultural Norms And Rules

12.2.1) Cultural Differences In Norms And Rules

13) Generalizations And Stereotypes

13.1) Linguistic Characteristics Of Stereotypes

13.2) Stereotypes In The German-Finnish Business Communication

13.2.1) The Topos Of “The Small Finland”

13.2.2) Explicit Dealing And Correction Of Negative Stereotypes

13.2.3) Implicit Dealing And Correction Of Negative Stereotypes

13.2.4) Explicit Dealing Of Positive Stereotypes

14) Summary And Outlook On Part Three

Part Three: Intercultural Difficulties At Work

15) Mexico And The USA

15.1) Two Letters

15.1.1) A Letter From Mr. Smith

15.1.2) A Letter From Mr. Gonzalez

16) A Comparative Study

16.1) Cultural Traits: Mexico vs. America

16.1.1) Family

16.1.2) Religion

16.1.3) Nationalism

16.1.4) Etiquette

16.1.5) Status

16.2) Management Styles

16.2.1) Work/Leisure

16.2.2) Direction/Supervision

16.2.3) Staffing

16.2.4) Competition

17) Two More Letters

18) Denmark And Germany

18.1) Trade Barriers On The Way To Germany

18.1.1) The Communicational Barrier

18.1.2) The Mental Barrier

18.1.3) The Organizational Barrier

18.1.4) Stereotypes

19) Summary And Outlook On Part Four

Part Four: Prevention Of Intercultural Problems At Work

20) The Need For A Functioning Communication In MNOs

20.1) Reasons For Cultural Diversity Training

20.1.1) Demographic Trends

20.1.2) The Cost Of Not Having Intercultural Training

20.1.3) Variety And Complexity Of Intercultural Contacts

20.2) Reasons For The Lack Of Intercultural Training In MNOs

20.2.1) Lack Of Awareness Of The Effect Of Cultural Differences

20.2.2) Lack Of Understanding Of The Experience Of the Cultural Minority Person

20.2.3) Lack Of Knowledge About Intercultural Training

21) The Development Of Intercultural Competence

21.1) The Perception Of Intercultural Competence

21.2) The Learning Of Intercultural Competence

22) The Selection Of Suitable Employees

23) The Selection Of Employees At The Example Of Siemens

23.1) The Assessment “Ausland”

23.2) A Questionnaire

24) The Preparation Of Selected Candidates

24.1) Information-Oriented Preparation

24.2) Culture-Oriented Preparation

24.3) Interaction-Oriented Preparation

24.4) Comprehension-Oriented Preparation

25) The Preparation Of Employees At The Example Of Henkel

25.1) First Talks

25.2) Professional Preparation

25.3) Intercultural Preparation

25.4) Organizational Preparation

25.5 Preparations Concerning The Contract

26) Preparation In Switzerland – ITES

27) Conclusion

Objectives and Topics

This thesis examines the challenges of communication within multinational organizations caused by cultural diversity. The primary objective is to analyze how different cultural backgrounds, linguistic differences, and management styles contribute to misunderstandings, while providing practical suggestions and strategies for companies to improve intercultural competence and working environments.

• Theoretical foundations of culture, language, and communication.
• Application of cultural dimensions (Hofstede) in business environments.
• Analysis of intercultural conflicts using specific country case studies (Mexico, USA, Germany, Denmark).
• Evaluation of company-specific strategies for selecting and preparing employees for international assignments.

Excerpt from the Book

Summary of Chapters

Part One: Definitions And Basic Concepts: This section establishes the theoretical framework by defining culture and communication, highlighting the influence of social background on language and behavior, and introducing models to explain intercultural interactions.

Part Two: Practical Concepts In Use: This chapter bridges theory and practice by applying Hofstede’s cultural dimensions and exploring concepts like nonverbal communication and stereotypes to explain business-related behavior.

Part Three: Intercultural Difficulties At Work: This part presents case studies of Mexico-USA and Denmark-Germany cooperation to illustrate how differing cultural traits and expectations lead to misunderstandings and conflicts in professional settings.

Part Four: Prevention Of Intercultural Problems At Work: The final section focuses on organizational strategies, such as employee selection and specialized training, to prevent intercultural problems and foster effective communication in multinational enterprises.

Keywords

Intercultural Communication, Multicultural Companies, Cultural Dimensions, Hofstede, Sociolinguistics, Management Styles, Cross-Cultural Training, Stereotypes, Nonverbal Communication, Global Workforce, Employee Selection, Organizational Culture, Mexico, USA, Siemens.

Frequently Asked Questions

What is the core focus of this thesis?

The thesis explores the communication problems that frequently arise within multicultural organizations due to the diverse cultural backgrounds of their employees.

What are the central themes discussed in this work?

The key themes include definitions of culture and communication, the impact of cultural dimensions on management, the role of language, the use of stereotypes, and strategies for intercultural training and preparation.

What is the primary objective of the research?

The goal is to provide a sociolinguistic and cultural understanding of why conflicts occur in multinational workplaces and to offer guidance for managers and employees to improve cooperation.

Which scientific methods are employed in this study?

The author utilizes a comprehensive literature review of linguistic and management theories, coupled with practical case studies and fictional scenarios to illustrate real-world application.

What is covered in the main body of the text?

The body covers theoretical concepts (like Hofstede’s dimensions), practical applications (such as nonverbal communication and stereotypes), and in-depth analysis of specific national business cultures.

Which keywords best characterize this work?

Key terms include Intercultural Communication, Multicultural Companies, Cultural Dimensions, Cross-Cultural Training, and Organizational Management.

How does the author analyze the Mexico-USA business relationship?

The author uses fictionalized letters between an American manager and a Mexican counterpart to demonstrate how differences in values like punctuality, authority, and family priority create mutual misunderstanding and frustration.

What specific training programs are highlighted for multinational companies?

The thesis analyzes real-world initiatives such as the Siemens “Ausland” assessment and the “International Training and Evaluation Seminar” (ITES) at Schweizerischer Bankverein as models for preparing employees for international assignments.