Language and Intercultural Communication †Free Samples to Students

Question: Discuss about the Language and Intercultural Communication. Answer: Introduction: In a job interview, importance of nonverbal communication has a big role to play. For an interviewer, the first important thing is to use the nonverbal communication skill throughout the interview to be more precise and confident about the words. However, before deciding the approach it is very important to understand the audience and their attitudes. The audience during an interview are mostly the candidates but while interviewing an interviewer the sides of the audience changes management and for establishing a confident attitude it is very important to present a groomed and matured behaviour towards them (Burgoon, Guerrero and Floyd 2016). Body language, use of words, timing, and expressions and the process and goals of communication are elements that need lot of consideration in this interview process. Normally, the appointer takes an interview but when an interviewee aims to interview the interviewer, they must present themselves in a manner that does not seem to be overconfiden t. The interview of the interviewer will never be up to the mark if the nonverbal communication skill is not utilized in a proper way. Utilizing the non-verbal communication skill starts as soon as a candidate enters the office. Presenting a confident attitude is necessary and the entire attire must represent the culture. The appearance should be professional and while questioning the interviewer it is necessary to keep in mind that the candidate must present the question in a way to get informed about the organisation and not in a way that represent the rude behaviour (Knapp, Hall and Horgan 2013). The methods that can be used to represent the attitude of a deserving candidate is kinesics and vocalic. Visual and sound communications are very important part of the interview (Leathers and Eaves 2015). A candidate must have a proper body language, which represents professionalism, deserving and confident attitude. The candidate can represent the confidence through the eye contact with the interview and using their nonverbal communication they can ask the interviewer about the job description and more about the organisation. However, body language or vocalic is the most efficient way to be preferable for the job and gather information about the organisation. Behaving in a polite manner while utilizing the nonverbal communication skill management to convince the interviewer is a best policy to be selected for the job. The candidate must be attentive and in an even tone, they need to talk to the interviewer and ask the questions that are needed to be answered. The most important thin g for a candidate is to use the kinesics or visual communication skill to convince the interviewer that selecting them will be a good choice. Then the candidate must use the vocalic communication skill and present a confident attitude while asking questions about the organisation and the job. A candidate must never forget that the organisation has the full authority to fire them and that is why using the nonverbal skill of kinesics and vocalic during an interview is a factor that turns the result (Siegman 2014). However, asking questions does not make the candidate worthy. It is the type of questions that are asked and the way it is presented. The questions must be asked in a way that the interviewer feels free to answer and not in a manner that makes the interviewer think about choosing other candidate. it is very important to know about the job and the profile they are being selected but it is also very important that the candidate asks the question related to the job and is neces sary for them to know. For every interview, a candidate must present himself or herself in a manner that does not reflect the slouchy or messy attitude. An interviewer always wants the candidate to be responsible and organised. Unless a candidate shows the interviewer that they are responsible and organised and has a personality with good communication skills, they will not be selected and nor will they be able to avail the answers of the questions ending themselves turn into a mess (Hybels 2014). Today we are living in a global village, with more and more travelling happening for business, family and education. This makes it possible to ensure constant interaction with people from other cultures of the world. It gives rise to intercultural communication that takes in communication with even sub-cultures too. This rise in communication attracted firms too who wanted to expand beyond the borders and do overseas business. With the extension in number of business openings past national borders, many firms expand their operations abroad frequently without perceiving that the potential budgetary prospering may change into shocking situation in light of the repercussions of cross-cultural communication with business partners outside of claim culture (Jandt 2012). In case of the present scenario, the audience is majorly the manager from China. The manager could speak only broken English, using majority of the time Chinese words and non-verbal gestures. It was difficult to understand what he wanted to communicate, which resulted in comprehending what he was trying to suggest or describe. Frequently when we experience miscommunication and trouble in our intercultural communication, we have a tendency to investigate the exercises of other partner and may see his/her direct as ailing in light of the way that we don't appreciate why the other individual does or says something. The same happened with the manager too. By separating and looking at contrasting cultures, managers can be prepared for understanding the explanations for business partner's exercises and endeavour to find ways to deal with change communication to make it more beneficial (Carbaugh 2013). Inside a partnership with the manager, two key communications systems should be considered. The first is a plan to share information about the partnership internally, inside claim affiliation and with partners. With an average internal communications strategy set up, you would then have the capacity to associate remotely to begin to manufacture and offer your message with desires of adequately completing your partnership's targets and goals. Partners should cooperate in planning their communications systems toward the start of the partnership, thinking about each as other's methodologies, procedures, needs, and goals (Neuliep 2017). Compelling partnerships depend on shared understanding and clear destinations and targets. A strong internal communications plan that considers how best to share and suitable information among, inside, and between partners is a major bit of good partnership organization. The Hofstede model is of good use for expatriate managers, who while working in the East, deduce that cultural differences exist in the working environment. By means of this model, the expatriate managers can be made to adjust as per the different cultures. For expatriate managers to adjust as per the different regional cultures, following a "Glocal" approach would be the perfect plan (Jackson 2014). This approach wherein an overall perspective is joined with an adjacent approach infers that multinationals can acclimate to the area cultures and meanwhile don't lose focal point of their whole vision. This is the most important deduction that the Hofstede model and its other substitute models of culture present for the expatriate managers. In view of this, cultural differentiations can either build or break the chances for multinationals in the globalized world economy today. Therefore, it is crucial to identify and comprehend that culture has an undisputable impact in determining the work environment (Asante 2013). References Asante, M.K., 2013.The global intercultural communication reader. Routledge. Burgoon, J.K., Guerrero, L.K. and Floyd, K., 2016.Nonverbal communication.. Carbaugh, D., 2013.Cultural communication and intercultural contact. Routledge. Hybels, S., 2014.Communicating effectively. McGraw-Hill Higher Education. Jackson, J., 2014.Introducing language and intercultural communication. Routledge. Jandt, F.E., 2012.An introduction to intercultural communication management: Identities in a global community. Sage Publications. Knapp, M.L., Hall, J.A. and Horgan, T.G., 2013.Nonverbal communication in human interaction. Cengage Learning. Leathers, D.G. and Eaves, M., 2015.Successful nonverbal communication: Principles and applications. Routledge. Neuliep, J.W., 2017.Intercultural communication: A contextual approach. Sage Publications. Siegman, A.W., 2014.Nonverbal behavior and communication. Psychology Press.