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International Journal of Media, Journalism and Mass Communications (IJMJMC)
Volume 4, Issue 2, 2018, PP 44-49
ISSN 2454-9479
http://dx.doi.org/10.20431/2454-9479.0402005
www.arcjournals.org
International Journal of Media, Journalism and Mass Communications (IJMJMC) Page| 44
Managing Communication Challenges in Multicultural
Organizations
Shafaat Hussain*
Assistant Professor of Journalism and Communication, MaddaWalabu University, Bale-Robe, Oromiya Region,
Ethiopia
1. INTRODUCTION
Multiculturalism is a reality the way world is globalized in the social sphere, political system,
economic landscape, geographical areas, and international relations. Multicultural organizations
(MCOs hereafter)are omnipresent in the current economic system; and we are persistently surrounded
by diverse cultures; therefore, workforce diversity is becoming the common feature of the MCOs. The
size and number of the organizations operating across the globe is also growing very fast.
Consequently, the diversity is more in the consumer base, client groups, and partners (Sudhiir and
Sudhiir, 2016:95). An organization wherein the people of diverse culture work together in order to
achieve certain common goals is known as a “multicultural organization.” MCOs are the hubs of
various cultures hailing from across the world. At the present time, these MCOs possess a larger
proportion of organizational workforce throughout the world‟s economy. Since this workforce has
huge potential to organizations improving their effectiveness in the global business environment, they
require deep understanding of mixed skills of employees from different nations. (Cox, 1993;
Galbraith, 2000; Kirchmeyer and McLellan, 1991; Kirkman and Shapiro, 2001; Tung,1993).
There are many instances of cultural variants in the different parts of the world. Knowing these
differences can simplify the functions of both multinational employers and employees. Knowing the
cultural diversity helps in team building, trust formation, conflict resolution, effective collaboration,
and more importantly assess the performance of the team members (Binder, 2007; McDonough,
2001:111).For example, East Asians presume that the people from Western countries treat strangers
like friends; and friends like strangers. Communication in Western cultures is generally direct and
explicit. The meaning of the message is very clear. But, this isn't the case in other countries, like
Japan, where formality and etiquettes play a major role in their communication. For some cultures,
eye contact is considered as discourteous while for others refraining from the same is considered as
disrespectful. Further, in Western cultures, and in Africa, giving a hug is considered very informal and
fine but it may not be so in Asian countries. Furthermore, some cultures treat women as subordinate
and for men belonging to such cultures it becomes near impossible to working shoulder to shoulder or
having women as their superiors. Additionally, in some cultures the appropriate greeting is a
handshake, in others a bow, in others an embrace. It is cited in a study that Arabs, Latin Americans
Abstract: Multicultural organizations are the hubs of various cultures hailing from across the world.
Managing communication challenges in culturally diverse global teams is indeed a herculean task. Effective
communication in multicultural organizations is similar to a human neural network; and once it fails the
entire system gets dysfunctional. In a multicultural organization, communication is a powerful tool through
which information is exchanged; trust is built; and constructive relationship is maintained. This paper
primarily reviews the literatures on the concept of multicultural organizations. The second section deals with
the available opportunities for communication in a multicultural set-up. The third part discusses the various
dimensions of communication in a multicultural organization. The fourth section argues the possible
challenges of communication in a multicultural organization. And, the final section proposes the ways, how
multicultural organizations manage their communication challenges.
Keywords: Communication, Multicultural Organization, Cross-Cultural, Stereotyping, Ethnocentrism.
*Corresponding Author: Shafaat Hussain, Assistant Professor of Journalism and Communication,
MaddaWalabu University, Bale-Robe, Oromiya Region, Ethiopia
Managing Communication Challenges in Multicultural Organizations
International Journal of Media, Journalism and Mass Communications (IJMJMC) Page| 45
and Southern Europeans look into the eyes of conversational partners whereas Asians and North
Europeans only use a peripheral gaze or no gaze at all during interactions. „Silence‟ is indicated as
respect among Chinese people while it is interpreted as shyness or lack of interest among Australians.
Similarly, „touch‟ has different meanings in different cultures. In Thailand it is considered rude to
touch to strangers; whereas in Ethiopia, walking hand in hand with friends and opposite sex indicates
a romantic relationship (Sudhiir and Sudhiir, 2016:97). Thus, difference in communication
approaches, understandings, attitudes, and styles, is inevitable phenomenon among the diverse
workforce of MCOs.
2. FEATURES OF MCOS
The literature is both consistent and clear in demonstrating the power and potential of the MCOs. The
prominent features of MCOs are that they hire the best available human talent; possess high morale,
and collective positivity among workers; have broader perspectives and deeper ideas; and hold open-
mindedness and tolerance. Moreover, MCOs are more efficient and productive; technologically more
sound; more competitive; and higher in creativity and innovation due to their diverse background. In
addition to it, they have sound relationships with key partners in foreign markets; and encompass
greater problem solving ability. Equipped with the better decision making abilities, MCOs exhibit
change and flexibility, and they have large virtual network (Kiss, 2005:220; Singh, 2014:46;
Vashishtha & Garg, 2014:3-4; Heyman 2017:21).
3. CONCEPTUALIZING COMMUNICATION IN MCOS
Organizational communication is the study of communication within organizations. The flow of
communication within an organization is multifaceted: formal and informal, vertical and horizontal,
verbal and non-verbal, and written and oral. Managing communication in a MCO is indeed a
herculean task. Communication in multicultural organizations is like a neural network in the human
body; and if there is a fall through, the organism becomes inefficient or even dysfunctional. Similarly,
in a multicultural organization, it is only through the effective communication that the information is
shared, trust is built, and constructive relation is developed and maintained. Organizational
communication is as broad in its domain as the field of communication itself. Indeed, Iedema and
Wodak (1999:7) stated that organizations do not exist self-reliantly of their members, but are “created
and recreated in the acts of communication between members.” Communication in organization is
“the central means by which individual activity is coordinated to devise, disseminate, and pursue
organizational goals” (Gardner, Paulsen, Gallois, Callan, & Monaghan, 2001:561). Organizations
typically involve highly differentiated social systems (Scott, 1997; Trice & Beyer, 1993), with formal
and informal frontiers and negotiated distinctiveness. Because MCOs are at the state of continual
change, communication processes are also changing both to create and to reflect the new structures,
processes, and relationships. MCOs which fail to apprehend the cross cultural communication barriers
face several problems in many aspects of international business communication as it encompasses free
trade policies, localization and standardization strategy decisions, advertising, brand effectiveness,
business relationships, international business management, international marketing, international
negotiation, and consumer behavior, staffing, industrial relations, interpersonal relationships,
negotiation, and teambuilding (Jenifer and Raman 2015:332).
4. COMMUNICATION CHALLENGES IN MCOS
Communication challenges are bound to come in the MCOs. The significant communication
challenges in MCOs are: language barrier, stereotyping, ethnocentrism, cultural relativism, cultural
shock, attitude toward conflict resolution, task completion, decision making, privacy, trust building,
and non-verbal language.
4.1. Language Barrier
Language barrier is the most common problem found in MCOs as staffs have more chances of
meeting and dealing with the speakers of other languages (Jenifer and Raman 2015:334).There is no
denying the fact that English is the lingua franca of the modern economic world; and it has become
the official standard language for business throughout the globe; however, because of this many non-
English speakers can be overlooked and unrewarding because of their incompetence to communicate
and comprehend English, and thus convey what they want to say. Even sometimes, there are chances
the managers take a backseat as they are unable to convey their message crossways. This leads to
Managing Communication Challenges in Multicultural Organizations
International Journal of Media, Journalism and Mass Communications (IJMJMC) Page| 46
thwarting and constant worry over a passage of time, and certainly it affects the productivity of the
organization (Sudhiir&Sudhiir, 2016:97).
4.2. Stereotyping
Stereotyping is the notion that we carry about a certain set of people and their culture, value
judgments, overestimation or over-exaggerations. These stereotypes are the main reasons for
difference of opinions about the conflicting culture and leads to miscommunication (Jenifer & Raman
2015:332; Sudhiir&Sudhiir, 2016::96). The popular examples of stereotypes are: Spanish people are
bad-tempered and racist; the English are business men; Chinese people make work their religion,
Swiss people like exactness, Brazilians are always late, and Japanese are forward-looking. All these
ideas are stereotypes against a country and its people, which can negatively affect the working
employees or future employees. Because of already-made suppositions, an employer can demonstrate
bias and make a mistake in hiring, operation, and firing (Heyman 2017:19).
4.3. Ethnocentrism / Cultural Relativism
Ethnocentrism is defined as a cultural superiority complex: rationalizing that one‟s own culture or
group behavior is advanced against all the other groups. It is an attitude wherein one‟s own cultural
experience unintentionally makes us to feel that our culture is distinctive. This feeling further
increases the level of the anxiety, which in turn affects the productivity of the working culture (Jenifer
& Raman 2015:332; Sudhiir&Sudhiir, 2016:96). The workforce of MCO faces a lot of issues due to
ethnocentrism. Ethnocentrism interferes with interaction to other cultures and proves a barrier of
communication. International workforces need cultural understanding of local conditions to multiply
competence and productivity (Singh, 2018:48).
Cultural relativism is the belief where in one compares the standards and conducts of target cultures
and gauges them against the norms of what's incorrect and what's correct. This becomes a hurdle
when one presumes that cultural norms, customs and traditions are not right if they vary from those of
the other culture (Sudhiir&Sudhiir, 2016:97).
4.4. Cultural Shock
Cultural shock is the accidental encounter of an employee with some unknown and unexpected
cultural practice. When employees enter another nation or territory, they tend to undergo cultural
shock, which is the diffidence and bewilderment caused by encountering a different culture. They may
not be acquainted with how to act, may fear losing face and self-confidence, or may become
emotionally disappointed. Some individuals segregate themselves, while a few even decide to come
back home from the next flight. Cultural shock is virtually universal, which happens even on a
migration from one advance nation to another (Singh, 2014:47-48).
4.5. Attitude toward Conflict Resolution
Attitude toward conflict play a vital role for the working place, especially in the team work. The
different cultures of the world resolve clashes in the different ways. For example, the people of United
States take conflicts positively, and like to solve it directly, and face-to-face; whereas, for Easterners
conflict is a negative undertone and they like to resolve the conflicts quietly or silently(Kiss,
2005:216).
4.6. Approaches to Tasks’ Completion
Westerners accomplish one task at a time, and they are individualistic; whereas, the Asians and
African accomplish many tasks at a time, and they are collectivistic in modes operandi. Individualistic
cultures like United States and France are more self-centered and emphasize mostly on their
individual goals. People from individualistic cultures tend to think only of themselves. They
emphasize their achievements in job or private wealth and aiming up to reach more and/or a better job
position. Especially, in the USA the fight about jobs and trying to climb up in the hierarchy ladder is
something very common. It just counts to get there, less caring of who will be left behind. In contrast,
collectivistic cultures have a great emphasis on groups and think more in terms of "we" rather than
“I”. For collectivists, harmony and loyalty is very important and is always maintained and
confrontation is avoided. In China, it is out of the question to disagree with someone's opinion in
public. One has to do that in a more private and personal atmosphere to protect a person from the
Managing Communication Challenges in Multicultural Organizations
International Journal of Media, Journalism and Mass Communications (IJMJMC) Page| 47
"loss of face." In collectivistic cultures, a direct confrontation is always avoided. Expressions or
phrases are used which describe a disagreement or negative statement instead of saying “no” clearly.
Saying “no” would mean to disrupt the synchronization in the group. The relationship between
employer and employee or business partners is based on trust, harmony, and a deep understanding of
ethical values (Kiss, 2005:216).
4.7. Different Decision-Making Styles
Decision making abilities are found higher and deeper with MCO managers. The reason behind this is
the diverse natures of decision they take day to day meetings. A successful workforce is well aware
with the styles of different cultures in taking decision. The roles individuals play in decision-making
vary widely from culture to culture. For example, when decisions are made in group, the “rule of
majority” is a common approach among the US people whereas in Japan “consensus” is preferred
mode in decision making style (Kiss, 2005:216).
4.8. Different Attitudes toward Privacy
Privacy is the important element of a culture. It is a mindset, which is related to the efficiency and
productivity. If managers of MCOs will properly know about the attitudes toward privacy of the
employee, he/she can accrue better competence among them. Different cultures in the world have
different orientation towards privacy. It is interesting to know that for instance, Americans have a low
degree of privacy, and most of the time they prefer to be in public. That means, they expose and
show-up more in public, friends, and staff members. On the contrary, the people of Germany, France,
China etc. are enclosed people. They have high degree of privacy, and they share just a low
percentage with public (Shanthi, 2014:50).
4.9. Different Ways of Building Trust and Relationship
There is a strong association between the trust and productivity. Cultural differences play a vital role
in the creation of trust and relationship. For instance, in the United States, trust is demonstrated
performance over time. Here one can gain the trust of his/her colleagues by “coming through” and
delivering on time on his/her commitments. In many other parts of the globe, including many Asian
and Latin American nations, building relationships is a prerequisite for professional interactions.
Building trust in these countries often involves lengthy discussions on non-professional topics and
shared meals in the restaurants. Work- related discussion starts only once his/her counterpart has
become comfortable with him/her as a person. Cultural difference in multicultural teams can create
misunderstanding between team members before they have had a chance to establish any credibility
with each other. Thus, building trust is a critical step in creation and development of MCO teams
(Shanthi, 2014:50).
4.10. Non-Verbal Communication
Many communications are done through physical gestures, tone, touch, expressions without using
words. Folded arms, crossed legs are defensive whereas music, dance, painting, sculpturing are
creative and aesthetic non-verbal communication. The examples of non-verbal communication are:
facial expression, body movement, posture and gestures, personal appearance, dressings, touch,
colors, silence, proxemics (science of reflecting relationship that refers to space between two people
when they communicate), paralanguage (the vocal characteristics and sounds that adds flavor to
words), pitch (raising or lowering of our voice), tempo (variation in speaking too fast or slow),
resonance (the variation of volume from a thin voice to loud), and quality of voice, add a lot of flesh
and blood to the words. Non-verbal communication plays an important role in any communication
situation. It often plays a supplementary role to the verbal content delivered orally. People with
different cultures have different styles of non-verbal communication. Knowledge of different non-
verbal communications is essentially very important so as to avoid the misunderstanding and other
barriers of communication. They differ in the rules for turn-taking, the use of silence, the posture, the
eye contact, the proximity, the touch, the tone of voice, the node, the facial expression, the gesture,
and so on (Sudhiir and Sudhiir, 2016:96).
5. OVERCOMING COMMUNICATION CHALLENGES IN MCOS
The key to effective cross cultural communication and thereby overcoming the pitfalls is knowledge.
Therefore, it is essential that people understand the potential communication problems of MCOs, and
Managing Communication Challenges in Multicultural Organizations
International Journal of Media, Journalism and Mass Communications (IJMJMC) Page| 48
make a conscious effort to overcome these problems. There are a number of steps that a MCO can
take to overcome the communication challenges, and they are careful hiring, language training, cross
cultural knowledge training, sustainable communication platform, and assignments as per experience
and interest (Singh, 2014:48-49; Shanthi, 2014:52; Vashishtha&Garg, 2014:4).Firstly, hiring staffs in
MCOs should be carefully evaluated on the entry point either in oral fashion or in written. While
hiring employees, there should be a mechanism to check the degree of ethnocentrism through oral or
written way. Those candidates can be selected who are low in the score of ethnocentrism and other
possibly troublesome characteristics. The desire to experience other culture and live in another nation
may also be an important prerequisite attitude worth assessing. Learning the attitude of employees‟
spouse toward the assignment also can be important to ensure that there is strong support for serving
in foreign country. Secondly, once appointed language training support is the second requisition of the
employee of a MCO. Many organizations try to hasten adjustment to a host nation by encouraging
employees to learn local language, or lingua franca. They offer training prior to assignments. It often
includes orientation to the geography, customs, culture and political environment in which the
employees will be living. Thirdly, employees need to recognize and admit the existence of differences
between cultures, the differences in values, beliefs, perceptions, interpretations. Employees should be
given a basic cross culture training which will make them aware of the cross culture in the work place.
The cross-cultural knowledge training can help in resolving the communication challenges like
stereotyping, ethnocentrism, cultural relativism, and cultural shock. Fourthly, a diverse workforce
requires efficient communication. MCO leaders must ensure that there are open avenues and
platforms for employees to communicate new ideas, grievances, input and feedback. A cultural
climate must allow differences to be celebrated rather of merely tolerated. All employees must
understand the competitive and moral advantage of diversity. They must respect and support cultural
diversity through the recognition of distinctive cultural and religious holidays, open days, weeks,
anniversaries, and festival celebrations. Fifthly, in MCOs assignments should be allocated as per
experience and interest of the employee. The adjustment to new country becomes easy for the
employees especially on their first international assignment, if they are sent to the countries that are
similar to their own. Hence, compatibility of assignment with the employee‟s experience and interest
help in addressing the issues of cultural diversity at workplace.
6. CONCLUSION
MCOs will continue to proliferate as globalization removes barricades to entre in the nations around
the world. People on the other side of the world are no longer a world away. Collaborating with
people from diverse cultures is vital to efficacious global business stratagems. Therefore, the key for
business is to find methods for people who think in a different way to work with a team spirit. Thus, it
is exceptionally significant for the organization to be cognizant of these variances and to have
strategies for dealing with any cross-culture communication hurdles that may arise. In a multicultural
work milieu, it is ever more important to comprehend the implicit tenets that affect communication
styles and to address variances openly and check for clearness and comprehension in order to boost
collaboration, achievement, and relationships. In order to work in the international environment, there
is a great necessity to develop communication as a sensible skill. To achieve managerial goals and to
evade potential risks, the managers should be culturally insightful who should uphold creativity and
enthusiasm through flexible leadership. Managing diversity in a MCO is a long way and indeed it
requires a new paradigm to guide organizational management. To manage diversity strategically calls
for a shift from an efficiency mindset to one with a higher emphasis on human relationship goals. It
involves maintaining a balance between meeting the objectives of the MCOs and retaining the
individual culture of employees.
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Citation: Shafaat Hussain. “Managing Communication Challenges in Multicultural Organizations".
International Journal of Media, Journalism and Mass Communications (IJMJMC), vol 4, no. 2, 2018, pp. 44-
49. doi:http://dx.doi.org/10. 20431/2455-0043.0402005
Copyright: © 2018 Authors. This is an open-access article distributed under the terms of the Creative
Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium,
provided the original author and source are credited.
