Cross-Cultural Communication in Business Cultural Research Proposal

In that regard, fundamentally different interactions between the genders is one element of cultural practices that differs most substantially from national culture to culture and even among individuals of different ethnic or religious backgrounds within the dominant national culture. Typically, individuals of Muslim and Jewish religious traditions (and others) avoid any incidental or polite physical contact between members of the opposite gender, even though such gestures (like handshaking) might be completely appropriate under ordinary circumstances (Moran, Harris, & Moran, 2007).

Dealing with Cultural Differences Positively:

Cultural differences have tremendous potential for creating divisiveness in the workplace where no appropriate effort is made by management to increase cultural awareness and mutual sensitivity and respect among coworkers with different cultural backgrounds and expectations. Conversely, any negative effects attributable to cultural differences can be minimized or neutralized entirely by effective approaches designed to do so (Locker, 2003; Moran, Harris, & Moran, 2007). Ideally, business management should institute policies and awareness training in the realm of cultural sensitivity throughout the organization and in advance of any specific issues arising in that regard.

Precisely because awareness is such a crucial component of cultural sensitivity, in many cases, potential conflicts and issues that are functions of cultural differences are capable of prevention instead of a post-hoc approach to resolve such issues only after they manifest themselves as problems between and among coworkers (Blair, 2003). In principle, cultural sensitivity training need not necessarily convey specific knowledge of any particular culture.

Rather, effective training of this nature need only emphasize the awareness of the many types of interactions and issues that could generate problems among coworkers from different backgrounds. Therefore, it is not necessary to emphasize the specific idiosyncrasies within any culture at all; it is sufficient to increase awareness in a general sense of the degree to which issues such as physical space, prolonged eye contact, expressions of emotion, and physical contact can raise within a culturally diverse environment (Aronson, Wilson, & Akert, 2003; Myers & Spencer, 2004).

Conclusion:

The fact that the modern workplace is becoming increasingly culturally diverse need not complicate personal relationships and interactions among and between coworkers. What is far more important than any specific cultural differences represented in the business organization is the responsiveness of management to the corresponding need for cultural sensitivity and awareness training. Ultimately, with an appropriate emphasis on mutual sensitivity and understanding of this nature, management can virtually ensure against the materialization of any significant issues arising in connection with cultural differences in the modern workplace.

References

Aronson E., Wilson T., Akert R. (2003). Social Psychology. New York: Longman.

Blair G. (2003). Groups that Work. Washington, DC: IEEE Press.

Galin, A., Avraham, S. "A Cross-Cultural Perspective on Aggressiveness in the Workplace: A Comparison Between Jews and Arabs in Israel" Cross-Cultural

Research, 43(1), 30; 2009. Retrieved May 21, 2009, from ABI/INFORM.com

Global

database (Document ID: 1627285761).

Hughes, R., Chesters, G. (2003). Living and Working in Gulf States & Saudi Arabia.

Survival Books: London

Lindsey, R., Robins, K., Lindsey, D., and Terrell, R. "Cultural Proficiency: changing the conversation" Leadership, 38(4); Mar/09: 12-15. Retrieved May 21, 2009, from ProQuest.com Education Journals database (Document ID: 1665682501).

Locker K. (2003). Business and Administrative Communication. Boston: Irwin

McGraw-Hill.

Moran, S., Harris,…