Intercultural Communication in the Workplace Paper
Intercultural Communication in the Workplace Paper
University of Phoenix
Cultural Diversity / SOC 315
Mary Hamilton
July 27, 2006
Week Three
Intercultural Communication in the Workplace
Elaine Winters, a noted subject matter expert on Cultural differences and awareness says, "Few people seem to feel the need to truly face the underlying issues that cloud even the simplest of delicate, and frequently confusing, cross-cultural interactions." There is no doubt as to the many cultural groups around the world with different patterns of behavior, values, and rules. In the workplace, not establishing intercultural communication can be a very expensive mistake. This paper will review a scenario in which intercultural communication is an issue. In the process, we will diagnose the situation and provide strategies to help facilitate intercultural competence and avoid intercultural misunderstandings. The Scenario
XYZ simplistic incorporated located in San Francisco California, has just transferred, and promoted a new Director of Operations from their International office in India. Although his full name is Rajamid Sodhi, he goes by the name Roger in hopes to better fit in within the American culture. Reporting to Roger is a young American woman named Jill Scott. Jill is originally from California and has only been with XYZ for three months and is eager to prove her self worth and value. Upon meeting Roger for the first time, she had a sense of a passiveness and studiousness. She immediately assumed Roger was a type "B" personality, smart, friendly, reserved, polite, and deeply religious. She also assumed Roger was married and not interested in romance. Roger and Jill talk for a little while about politics in America and interesting things to do in San Francisco and the Bay area. Being ambitious and seeing this as a potential networking opportunity, Jill takes the initiative and offers to show Roger around the city. She feels this will be a
University of Phoenix
Cultural Diversity / SOC 315
Mary Hamilton
July 27, 2006
Week Three
Intercultural Communication in the Workplace
Elaine Winters, a noted subject matter expert on Cultural differences and awareness says, "Few people seem to feel the need to truly face the underlying issues that cloud even the simplest of delicate, and frequently confusing, cross-cultural interactions." There is no doubt as to the many cultural groups around the world with different patterns of behavior, values, and rules. In the workplace, not establishing intercultural communication can be a very expensive mistake. This paper will review a scenario in which intercultural communication is an issue. In the process, we will diagnose the situation and provide strategies to help facilitate intercultural competence and avoid intercultural misunderstandings. The Scenario
XYZ simplistic incorporated located in San Francisco California, has just transferred, and promoted a new Director of Operations from their International office in India. Although his full name is Rajamid Sodhi, he goes by the name Roger in hopes to better fit in within the American culture. Reporting to Roger is a young American woman named Jill Scott. Jill is originally from California and has only been with XYZ for three months and is eager to prove her self worth and value. Upon meeting Roger for the first time, she had a sense of a passiveness and studiousness. She immediately assumed Roger was a type "B" personality, smart, friendly, reserved, polite, and deeply religious. She also assumed Roger was married and not interested in romance. Roger and Jill talk for a little while about politics in America and interesting things to do in San Francisco and the Bay area. Being ambitious and seeing this as a potential networking opportunity, Jill takes the initiative and offers to show Roger around the city. She feels this will be a