Effective communication is an important part of business success. When the workforce is multicultural or highly diverse, it becomes more important and more complex. As a good business logic variety today has a globalized world, managers cannot ignore it, and managers cannot limit our organization to one cultural district.
Productive work can be created by many of the original employees enriching the company at different levels, but this is not an acceptable process. Language barriers and cultural misconceptions can communicate efficiently and create workplace difficulties, including security issues. Managers can see how managers can overcome these difficulties and create a harmonious, enjoyable, and creative work environment for work (Allen, 1995). To do this, managers must first understand the importance of the organization with a diverse workforce, how the organization’s differences can be effectively communicated, and how managers can communicate effectively in another workplace environment. Effective communication in the organization has a major impact, helping employees to work effectively, protecting, enhancing or enhancing employee morale, enhancing mutual respect, strengthening employee confidence and management, reducing turnover and absenteeism, can make a difference, create efficiency, enable organizations to overcome the crisis and improve the end result.
Effective communication in the organization has a major impact, helping employees to work effectively, protecting, enhancing or enhancing employee morale, enhancing mutual respect, strengthening employee confidence and management, reducing turnover and absenteeism, can make a difference, create efficiency, enable organizations to overcome the crisis and improve the end result. Communication is a matter of any organization. Failure to communicate reduces the effectiveness of the organization. Bad communication is one of the most important reasons organizations fail to understand their abilities. While organizations have most or more communication methods, the question is: “Why are you having such a difficult time,” good communication methods help people at all stages of the organization understand and respond to the needs of organizations and others. It helps people to make effective decisions that are consistent with the organization’s goals and objectives. This can inspire productivity by connecting individual and collective efforts to large photographs and identifying the behavior and efforts required in the organization. When the employees have bad knowledge or neglect of communication, people are sarcastic and confident in their networks and leaders. As a result, conscious or subconscious can weaken the organization’s success. On top of the top, they will not be able to achieve their best interests. “People did not know what the other hand did,” and “it was badly communicated.” Creating organizations failed to do so because their employees were cynical, as well as their minds or suspects about the potential of their results. How often did you hear about frustration with origin? Organizations say that they are one of the largest sources of employees, but employees often suffer morally – one of the consequences of poor communication. A weak link from the top can lead to employees not understanding the expected instructions, which is an initiative or enterprise that will result in a vacuum of communication (Carr-Ruffino, 2005). When there is any communication gap, filling and imagining could likely be filled to the bottom line. Bad communication does not allow business leaders to influence the impact of their customers, policies, and programs, their system efficiency, and simple changes that could improve performance.
Language barriers are important to tackle it, as messages can be easily illustrated. If the language problem is transported or transported by the employee, the guide may let it understand that this does not understand. Many cultural differences affect communication and can be studied in a variety of ways. One way to think about the context. Culture is less confident in a high level of oral communication and is more involved in nonverbal communication, activities, and settings, so as not to be meaningful. Examples of cultures are in a high context in Japan, India, and the Middle East (Sadri & Tran, 2002). Cultures are very important in a low context for oral communication, but other contexts are not significant. The United States, the United Kingdom, and Germany are examples of cultures in a low context. One consideration when managing intercultural communication is preventing stereotypes. Although culture is defined in a certain way, this does not mean that something like this is true for everyone, and regional differences are crucial. For example, there is a completely different background from that of an Asian worker than that of a Japanese worker. Other cultural problems related to workplace communication are roles and status, personal space, and body language. For example, the role and status of men and women can affect the way a man deals with a female manager, or how comfortable a female employee feels when a female leader decides. You must make your leadership adapt to these cultural differences, making sure you understand clearly and understand your communication. One way is to use a corresponding hearing mode; in other words, telling you that employees understand their goals (Easley, 2001).
From the above discussion, managers can think that effective communication in different places of work, as well as the rapidly growing globalization, can be a difficult task for a recent organization. Without effective internal communication in the organization, clients, government, society, suppliers, etc. It is not difficult to communicate with external parties, but the creation cannot fail. For this reason, the trading company should focus on developing and expanding its internal communications to have a successful organization with a diverse workforce.
References
Allen, B.J (1995), “Diversity and organizational communication”, Journal of Applied Communication Research, Vol. 23 No.2, pp.143-55.
Carr-Ruffino, N. (2005). Making diversity work. Upper Saddle River, NJ: Pearson Education, Inc.
Easley, C. A. (2001, Winter). Developing, valuing and managing diversity in the new millennium. Organization Development Journal, 19, 4, 38-51.
Golnaz Sadri, Hoa Tran, (2002) “Managing your diverse workforce through improved communication”, Journal of Management Development, Vol. 21 Issue: 3, pp.227 – 237.
