As human beings, we are all products of the environment. Our education, community, religion, political relationships, financial situation and family relationships are an integral part of our hearts and our personality. Beyond that, our gender, sexual orientation, ethnicity and ethnicity are powerful factors in how the world sees us and how we accept others. In our different environments, we learned how to communicate and connect with people. Based on our knowledge and different ways of communicating, we further choose which method is best for us. The way individuals choose to communicate through different ethics and cultures varies greatly, often resulting in poor communication. This is because individuals from different cultures can interpret identical symbols and words in completely different ways. This disruption of communication can lead to serious problems, especially in the global market, and in the office, all kinds of staff are not educated about each other's methods and habits, and what they hold.
The movie "My Big Fat Greek Wedding" [Brooks, 2002] has an interesting scene where the bride walks on the island during the wedding. When she walked to the altar, half of the meeting, the bride's side, spit at her. Her Greek family showed good luck in American culture and was considered to be extremely harsh and objectionable. It is one of the most common methods of degradation in modern society. This is just an example of how a simple, heartfelt gesture of her family can lead to a potential disaster in another place.
From my personal experience, when I lived in Bolivia in South America for three years, my cultural transition was helped by a few books and a lot of information from other Americans already in the country. A book by Mark Kramer is a "cultural shock"! Bolivia. Some differences that my husband and I had to adapt in Bolivian society, including simply saying hello and goodbye [everyone kissed on the cheek, but the man added a quick jab on the right or both shoulders], At the party [should be 30-40 minutes late, bring a gift, preferably leather goods or wine], arrange and eat [lunch is a big meal, then take a nap; dinner is a snack, usually occurs at 8 or 9 in the evening] , shopping [business is from noon to 3 o'clock or 4 o'clock to close the nap] and vanity [cosmetic surgery is very common, girls aged 16 and under often undergo breast implants and rhinoplasty]. These differences, while seemingly insignificant, are equally important in their culture, as Americans will find their mouths sneezing or coughing, eating a 30- or 45-minute lunch and returning to work immediately to continue your day to 5 pm Point or 6 o'clock instead of cutting into the grocery store. It is an insult, rude or worse to commit a violation. Ignorance of culturally acceptable things, not only in the Americas, but also in the world, personal relationships may be compromised.
When these different cultures collide in the workplace, regardless of their source, the habits that the individual develops and teaches are socially acceptable and may lead to friction. This friction can start with a personal relationship, but may escalate to levels that interfere with productivity and customer relationships. For example, one of the most important business strategies I have encountered in Bolivia is that individuals and businesses are determined to avoid saying "no". According to the readings of Chapter 10 of the Management Communication 3rd Edition [O' Rourke, 2007], this is obviously also common in Japanese culture. Even if you can't meet the requirements, refusing to say "no" can lead to misunderstanding of the business. For example, a manager can ask a report of an employee who does business to agree to anything, regardless of the due date, the amount of work involved, the current workload, and so on. The manager may stay in the meeting without any problems. Said because of cultural misunderstanding. Jobs may be at risk due to cultural misunderstandings. The same employee who handles the complaint may fully agree with each request of an unsatisfied customer, and only if these requirements are not met can the relationship become worse.
Another example of cultural differences that may lead to business problems is the nature of the individual. Some French and Indian cultures do not wear deodorants. For employees sharing close-up space, this can lead to uncomfortable confrontation and unpleasant working conditions, whether or not they understand "why" do not use deodorants. If employees like to be more "natural" in the United States as a receptionist or customer service or sales position, they may be considered a bad representative of the business. Worried that their cultural differences may negatively impact customers and customers, which can be a great threat to their work.
While cultural differences and diversity can cause problems in the workplace, these differences can be used to mitigate possible damage. The first and most obvious is education. In a diverse workplace, I recommend establishing annual cultural differences training. Such training should cover not only all the cultures represented in the work, but also other cultures that are prevalent in the local community. One suggestion is to allow volunteers within the organization to prepare materials to introduce their own culture. This not only ensures that the important differences to the individual are clearly resolved, but also allows colleagues to appreciate each other on a personal level. This kind of education benefits not only the majority of people in the organization, but cultural minorities can benefit from what is considered socially acceptable in the environment. As shown by Sangeeta Gupta, a good suggestion used by Ricoh Electronics is to emphasize different national cultures during festivals [Gupta, 2008]. In a particularly diverse and diverse office, finding ways to integrate and highlight different cultures throughout the year may not be unreasonable in the company's functions. Can an annual picnic include food from different cultures and music from several other cultures?
This led to my second suggestion to correct potential cultural differences in the workplace. That will be the formulation of policies. If necessary, it is in the best interests of management to establish a policy that all employees wear deodorants, but do not overuse cologne or perfume. Care should be taken not to single out a person or culture, it is best to have multiple policies at the same time. Although in the long run, this may end up being as ridiculous as some of the current laws, such as the law of Iowa that "an armed piano player must perform for free" [dumblaws.com], it may actually reduce some Cultural differences between employees create a unique culture within the organization. Let the organization develop its own culture, everyone has the same way of doing things, and communicating with the same methods and habits [at least most of the time] will reduce instances of misrepresentation and rudeness and misunderstanding of one person. The level of personality between employees and customers.
In the end, there is no way to avoid living in a culturally diverse society and working in a culturally diverse environment. Even if employees are not diversified, customers and customers may present cultural diversity. Everyone should understand the most important cultural differences in their business and community and accept them. There are ways to solve almost all the differences, and learning to communicate beyond these differences will benefit everyone. In the end, it all comes down to the individual's respect for each other. We must learn to appreciate these differences and recognize that learning these different ways of communicating and operating can not only enrich us, but also enhance our business in a larger, culturally diverse market.
Reference
Brooks, P. [producer], [2002], My Big Fat Greek Wedding [movie]. United States: Golden Circle movie.
from
Cramer, M. [2001]. cultural shock! Bolivia. Portland, Oregon: Graphic Arts Center Publishing Company.
Gupta, S. [October 2008]. Discover the potential of a multicultural team. HRMagazine, 53[10], 79-82. Retrieved from the ProQuest database to 11/17/2009.
O' Rourke, J. [2007] Management Communication, 3rd Ed. [p. 279]. New Jersey: Pearson Education. Dumblaws.com/laws/united-states/iowa
Orignal From: Intercultural communication at work
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