Business organizations need effective communication to efficiently operate in cultural diversities and attain their objectives. This is possible through effective use of intercultural communication, which is the communication process where individuals from different cultural backgrounds attempt to communicate and understand the meaning of the message conveyed by others from another culture (Dong and Ying 2010). Intercultural communication has two key components which include the verbal and nonverbal communication. Consequently, to ensure efficient cross cultural communication, businesses should address problems and issues with regard to nonverbal and verbal communication. Failure of organizations to address these issues and problems will result in miscommunication, misunderstanding and undermining of their goals. This report examines how American businesses can ensure effective communication with those in China.
Choosing the correct words in verbal communication may have a crucial effect on the quality of intercultural communication. The major function of verbal communication has conventionally been to express one's thoughts, ideas and message convincingly as possible. For instance, the appropriate and the formality use of the title are imperative in Chinese culture (Dwyer 2005). Therefore, it is prudent for America businesses understand that even the effective utilization of words like no and yes differs across ethnicities. While negotiating, Chinese business people frequently use yes to imply ‘’ Yes I get what is being said”, while Americans normally assume they are implying “Yes I concur with you” (Sriussadaporn pp.330). Therefore, American businesses should be aware of the meaning and context in which every word is used while conducting business activities with Chinese to establish new business relationship with the Chinese customers and business people as well.
The American businesses can also ensure effective communication with Chinese business by building international team. Generally, the study of the English language is rising in China with some approximations alleging that China has many English speakers compared to other nations (Ferraro 2009). In spite of the majority of Chinese individuals who can understand English, it is rare to get individuals who can fluently speak with Americans. Similarly, there has been a rise in Native English speakers based in China learning Mandarin. With their English and Mandarin learning, not all attain fluency in English and Chinese. Therefore, Americans should establish an international team of native Chinese Speakers who are fluent in English and Native Americans who understands Chinese to enhance effective communication between them.. Through their complementary language skills, they can operate jointly to ensure business information is accurately translated and delivered in a manner which can be easily understood by Chinese and American business employees and customers in their native languages.
The next way American businesses can ensure effective communication with the Chinese businesses is through the identification of key decision makers. When conducting business with state owned enterprises, large Chinese companies and government agencies, it is imperative for American businesses to understand who the major decision makers and key players are in the state owned Chinese enterprises, government agencies and large Chinese companies. Selmer (2005) noted that most of the Chinese organizations are highly hierarchical and bureaucratic with major business decisions made by high rank managers and government officials. Therefore, whenever the American businesses hold a meeting with Chinese businesses, it is imperative for them to do so with major decision makers to attain their business goals. Otherwise, they may meet with lower rank or mid level officials who might have significant sounding titles but no influence over the real business decisions. Furthermore, holding a meeting with the wrong individuals might lead to major delays in attaining the business goals. Because of their knowledge and experience of Chinese business culture, local Chinese workers with knowledge and experience in the American industry are vital for American businesses in identifying the major decision makers in the Chinese business and government organizations.
The American businesses should establish multiple contacts with Chinese businesses to ensure effective communication among them. To maintain efficient business communication, the American business should establish numerous contacts within the major business, state owned enterprises and government agencies that they intend to conduct business with. As aforementioned, big Chinese organizations may be quite hierarchal and bureaucratic and the information concerning their business operations is normally difficult to access. Essentially, to achieve a strong understanding of the ways Chinese businesses and organizations operate, it is imperative for the American businesses to have numerous contacts within various segments of China. Furthermore, having numerous contacts will enable the American businesses to better understand the internal cultures, key decision makers and market goals of Chinese businesses for efficient cooperation and communication.
The American businesses should also maintain regular communication with Chinese businesses. They should have a permanent team in China that can maintain frequent contact with relevant government agencies and customers. While communication only through the email may suffice when conducting business with other nations, in China, it is imperative to follow up with personal visits or phone calls to develop the business. Besides, through the teenage Chinese might be very technologically savvy, aged might not be comfortable with the use of email and will prefer to communicate by fax or telephone. As revealed by Larson and Brian (2009), email business communication is always sufficient in almost all nations but in China, the nations are never certain of communicating only through email. They rather prefer having representatives in China who are able to communicate with their current and potential customers in person. This ensures regular contact and mutual relationship between the businesses and the customers in different cultural settings.
Non verbal communication in terms of body language is vital for business organizations. This means of communication can convey signals to target customers to give a sense of trust, interest and desire for connection. Effective utilization of nonverbal communication can minimize the psychological distance and improve efficient intercultural communication between employee and customer within a business organization. A study done by Foong and Stanley (2008) to investigate the factors of in nonverbal communication which contribute to a particular service encounters revealed that smiling, frequent eye movement and light laughter are the factors which promote the customers’ view of courtesy and friendliness. Therefore, American businesses should pay more attention to the nonverbal cues such as physical appearance of the service provider to ensure effective communication between them and the Chinese businesses. Besides, they should take into consideration the ability of developing credibility, empathy, friendliness and courtesy to customers and business people of China to ensure effective communication.
Differences in verbal communication styles can also result into communication barriers. Therefore, when operating in a business environment, American business employees should be flexible with the Chinese businesses in disadvantaged and expatriates working styles. Besides, they should learn to identify the cultural differences among them to establish strong business connections in forms of their membership. Studies done by Kupka, André and Virginia (2008), revealed that American managers had difficulties when expressing their ideas to the Chinese managers because of differences in nonverbal cues. They further noted that only the junior workers who understood the Chinese language were honored and advantaged in the business environment of China. Therefore, American business employees need to identify the communication barriers between them and the Chinese to strengthen their partnership.
The American business should also communicate correct nonverbal information with their counterparts to facilitate intercultural communication. It is prudent for them to take into consideration all the aspects of cultural factors when attempting to comprehend the information and how the information is interpreted in their cultural differences since cultural differences affect the manner people receive and send nonverbal information. The American should know how to express the meanings, identify the ways of coming up with solutions in adverse environment to establish improved relationship with their counterparts in China (Kwantes, Charlotte, Ben and Shelagh 2008). For instance, it is imperative for American Businesses to provide straight eye contact while negotiating with Chinese business otherwise, it is considered rude. Therefore, this is valuable information for American in trying to know what the Chinese business is all about.
In summary, for American businesses to ensure effective cross cultural communication between them those of China, it is more imperative for them to address problems and issues related to nonverbal and verbal communication. There exist two ways in which they can effectively understand the message from their counterparts and convey feedback. Therefore, the two parties should take into consideration suitable ways to address their cross cultural differences through educating the customers and the workers on the two languages. Besides, the two nations should support one another to effectively communicate and enhance conducive business environment.
Works Cited
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Dwyer, Judith. Communication in Business: Strategies and Skills. 4th ed. Frenchs Forest, N.S.W: Pearson/Prentice Hall, 2005.
Ferraro, Gary P. The Cultural Dimension of International Business. 6th ed. Upper Saddle River, N.J: Prentice Hall, 2009.
Foong, Yeap P., and Stanley Richardson. "The perceptions of Malaysians in a Japanese company." Cross Cultural Management: An International Journal 15.3 (2008): 237-239.
Kupka, Bernd, André M. Everett, and Virginia Cathro. "Home alone and often unprepared – intercultural communication training for expatriated partners in German MNCs." International Journal of Human Resource Management 4.10 (2008): 234-240.
Kwantes, Catherine T., Charlotte M. Karam, Ben C. Kuo, and Shelagh Towson. "Culture's influence on the perception of OCB as in-role or extra-role." International Journal of Intercultural Relations 10.5 (2008): 235-237.
Larson, John, and Brian H. Kleiner. "How to read nonverbal communication in organizations." Management Research News 10.4 (2009): 209-211.
Selmer, Jan. "Cross-cultural training and expatriate adjustment in China: Western joint venture managers." Personnel Review 10.5 (2005): 506-509.
Sriussadaporn, Roong. "Managing international business communication problems at work: a pilot study in foreign companies in Thailand." Cross Cultural Management: An International Journal 13.4 (2006): 330-332.
