IDG1343

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Asian Business School *

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Communications

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Nov 24, 2024

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Uploaded by ChancellorQuail1879

DEVELOPING INTERCULTURAL COMPETENCE 1

Table of Contents Model of Intercultural Dimensions by Hofstede (1980) .................................................................. 4 Model of high-context versus low-context culture developed by Hall in 1963 ............................... 4 Cultural intelligence according to the bi-factor theory ................................................................... 5 Diversity and culture's significance and impact .............................................................................. 5 Recognising Australian and Thai Cultural Differences and Similarities ........................................... 5 Three practical examples of how to adapt messages ...................................................................... 6 Three strategies to make the new staff feel welcome and supported ............................................ 7 Reference List ................................................................................................................................... 8 2

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Model of Intercultural Dimensions by Hofstede (1980) Hofstede lists "identity, gender, uncertainty, power, and time" as the five main dimensions. The theory supports in-depth investigations on how to keep cultural and leadership values in such a workplace in check. In the current Australian business climate and when employing new Thai personnel, this Hofstede approach is particularly helpful. The "style of leadership" at work and its cultural values are analysed properly. Additionally, data from 30 other countries were collected for the model in order to examine how distinct national cultures function. When it comes to multicultural work, it helps to spread cultural values from different countries and is advantageous to the commercial organisation. The model has a significant impact on how professional growth is made in the workshop. Based on the model, the participants may quickly acquire the cultural value dimensions, and it also aids in understanding culture. When working with a multinational team, it is helpful to comprehend the various cultural views. Finding out the participant's experience with forming relationships with culture is helpful because different cultures have different ways of doing things. Additionally, it aids in minimizing risks and overcoming obstacles when working in a multicultural team. It is beneficial to be at ease in a new society and minimize cultural differences. Here's an illustration of how the model is used: “identify the issues within organization by manager and state the issues to the team members. At that time the team ember can use the theory in minimizing organizational conflict” (Braslauskas, 2021). Model of high-context versus low-context culture developed by Hall in 1963 The Hall model or a theory of cultural intelligence has a significant impact on how to manage cultural differences and overcome obstacles. According to the model's recommendations, "the culture can be compared" using a specific scale as "high to low context". The complete context of the situation at work is being indicated. The main obstacle to intercultural communication in this situation is the difference in cultural norms. It is acceptable in high-context communication, in accordance with Hall's advice, to use this form of indirect verbal representation. By allowing for direct information exchange rather than aiming to minimise conflict, low context communication may be more useful in this circumstance. Hall has indicated that understanding a person's or a group's unique cultural context is helpful in understanding a culture's scale. It 4

takes a cross-cultural strategy to communicating in meetings or multicultural work to elicit the right response. One may contend that the participants can get knowledge about the process of intercultural communication in the modern Australian corporate setting. In identifying cultural differences, the particular model Hall is highly successful. Here's an illustration of how to use the theory in the workplace, “understanding the difference of culture is required at first based on such factors as nature of people, relationship of the person with others, people’s orientation and using nonverbal communication with the team embers” (McKinley et al. 2019). Cultural intelligence according to the bi-factor theory According to the particular notion, it is possible to work effectively across cultural boundaries. The particular theory also takes a shot at identifying the three essential fundamentals using meta-analytic techniques in the four-factor model of cultural intelligence. The bifactor model factor offers distinctive information that is also very comprehensive (Xiuwen and Razali, 2020). The model has a significant impact on how cultural decisions are made and how they relate to work performance. Diversity and culture's significance and impact The ability to support the talent development of employees is the main benefit of having diversity and culture in a company organisation. Having a wide variety of ideas and a large collection is also beneficial. Additionally, it aids in increasing the organization's productivity and its ability to solve challenges. It is essential for an organisation to have a diverse range of cultures; thus, an Australian company is hiring Thai workers who can assist challenge unfavourable assumptions and individual prejudices in various working groups. Interaction and trust-building with people from different cultures are also beneficial. The existence of a diverse workplace culture might also make it feasible to improve the language proficiency of the current Australian employees as well as their ability to think (Bassani and Buchem, 2019). Recognising Australian and Thai Cultural Differences and Similarities “Power distance, individuality against collectivism, masculinity versus femininity, uncertainty avoidance, and long-term versus short-term orientation” are among the five variables identified by Hofstede's model of culture that can be used to compare civilisations. 5

According to Hofstede's model, Thai culture has a higher power distance, which indicates that people there are more accustomed to and willing to accept an unequal allocation of power. Additionally, the collectivist nature of Thai society emphasises the value of loyalty and harmony within the group. The emphasis on personal autonomy and independence in Australian society, on the other hand, tends to be more individualistic. With a focus on communication, Hall's concept of culture distinguishes between high-context and low-context civilisations (Haerazi and Irawan, 2020). Thai culture is regarded as a high- context culture, which means that context and nonverbal clues play a significant role in communication. Australian culture, on the other hand, is regarded as a low-context society where communication is more frequently direct and explicit. Leaders can interact with team members from various cultural backgrounds more effectively by being aware of these distinctions. When working with a team member from Thailand, for instance, a leader may need to change their communication style to be more indirect and rely on nonverbal clues, whereas when dealing with a team member from Australia, a leader may need to be more specific and straightforward in their communication. Three practical examples of how to adapt messages Employ visual aids: Information that is presented visually, such as charts, graphs, or diagrams, can help people who may have different learning preferences or cultural backgrounds understand it better. Language obstacles may be addressed with the use of this. Use simple language: Refrain from utilising technical or jargon terms that some team members might not understand. Use straightforward, plain language that is simple to understand instead. This can be crucial when speaking with people who do not speak English as a first language. Give instances: Give specific instances or parallels to highlight the main elements of your message. This can make the message more remembered and interesting while also assisting team members in understanding how it relates to their work and context. 6

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Three strategies to make the new staff feel welcome and supported Appoint a friend or mentor: A fantastic strategy to assist new employees feel at home is to pair them up with a more seasoned team member who can offer advice, respond to their enquiries, and help them adjust to the workplace culture. Impart orientation and instruction: new hires can feel more assured and prepared for their responsibilities by receiving a thorough orientation and training programme that includes business policies, processes, and expectations. This is an excellent chance to acquaint new employees to the culture and principles of the organisation. Promoting an inclusive culture: Making new employees feel like they are a part of the company through promoting open communication, mutual respect, and teamwork. 7

Reference List Journals Bassani, P. and Buchem, I., 2019. Virtual exchanges in higher education: developing intercultural skills of students across borders through online collaboration. Revista Interuniversitaria de Investigación en Tecnología Educativa, 6, pp.22-36. Braslauskas, J., 2021. Developing intercultural competences and creativity: The foundation for successful intercultural communication. Creativity studies, 14(1), pp.197-217. Haerazi, H. and Irawan, L.A., 2020. Developing Intercultural Language Learning (ILL) model to teach writing skills at Indonesian private universities. EduLite: Journal of English Education, Literature and Culture, 5(1), pp.43-54. McKinley, J., Dunworth, K., Grimshaw, T. and Iwaniec, J., 2019. Developing intercultural competence in a ‘comfortable’third space: Postgraduate studies in the UK. Language and Intercultural Communication, 19(1), pp.9-22. Xiuwen, Z. and Razali, A.B., 2020. Challenges with intercultural communication faced by international Chinese students and the importance of developing intercultural communicative competence. Journal of Critical Reviews, 7(13). 8

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