GLOBAL IMPLICATIONS 7
PARTA1.Briefly describe the concept of statusStatuscan be defined as the position that an individual is in relation toanother person or groups of people (Fombrun & Shanley, 2000).This is especially when it comes to the professional or socialstandings. The position held comes with responsibilities, duties,rights and a lifestyle. Social scientists have in the recent pastattempted to define status as well as evaluate its impact in thesociety. More specifically, and for the purpose of this assignment,the focus is on business organization and the impact that status hasin the global market place. Psychologists argue that status is amongthe most important motivational forces of behavior. This explanationtranscends into the corporate world. The status that not only anorganization (but also its top officials) commands defines itsposition in the global market. Recent studies have evinced thathigh-status leads to proportional levels of power (Goldberg, Cohen &Fiegenbaum, 2003) the converse is also true. However, the impact ofstatus as a social variable, changes from place to place depending onsocio-cultural values as well as organizational cultures (Fombrun &Shanley, 2000).2.Describe the global implications that status has for an internationalmanager in Western culture, with two (2) original examples.TheWestern culture is more dynamic and more accommodative of changes inthe global market. For a manager in the Western culture, the issue ofstatus is dictated by variables such as professionalism andaccomplishments both at work and academically (Liu, 2008). This meansthat, a company would not appoint a CEO whose reputation does notspeak for him. For instance, in order to qualify for a ChiefFinancial position in a multinational company, one has to haveexcellent academic qualifications as well as have exemplaryperformance at work whether from the same institution or fromoutside. Awards spice up to the resume. This explains why companiesthat originate from Western countries are adamant to employ topofficials from other cultures not only if they have excelled in theWestern education system.3.Describe the global implications that status has for an internationalmanager in Eastern culture, with two (2) original examples.Unlikethe Western culture most of the Eastern cultures have more rigidrules that a manager has to abide to. The Chinese for instance havehigh regard for the “face (concept of Mianzi)” which implies thatthe managers’ appearance and articulation during negotiationsdetermines whether a deal is struck or not (Liu, 2008). With moreregard for their high-context culture than qualifications andachievements, the manager’s image is of utmost importance (Luo,2009). In the Middle East, employees are highly submissive andthoroughly prepare for occasions where the CEOs are to be present:they work to enhance the images of those in power. This concludesthat the Eastern corporate world, more than the Western, is moredemanding of the status of their managers (‘Status Differences,’2014). PartB1.Briefly describe four (4) of the barriers to effectivecommunication, and provide (1) original example of each.A.Emotional interference. Ia situation where either the sender or recipient of information isvery emotional, the message maybe distorted or not well understood(Marin.edu, 2014). For instance, if the recipient is angry, joyful orresentful, the emotions may preoccupy the individual to the extentthat they do not understand the intended message. If I hate someone,I will have trouble listening to the message that they intend toconvey.
B.Insufficient knowledge about the topic. Wherethe sender of the message does not clearly understand all theinformation pertaining to the subject, he will end up confusing therecipient the more (Marin.edu, 2014). This is evident in sale ofgoods those sales people who clearly understand what they areselling make it very easy for their clients to understand. However,those with little knowledge end up confused and thus confusing therecipients.
C.Physical distractions. Noiseis the most common physical barrier (Could, 2009). Communicating in anoisy public place such as a restaurant could be hectic. The samehappens when communication is conducted over a noisy telephone line.The receiver does not clearly here what the sender has to say.
D.Information overload. Whena lot of information is transmitted very fast it forms a barriersince it gets hard for the receiver to comfortably interpret it(Could, 2009). For instance, where a salesman has to explain aroundtwenty interesting features about a product, the client will be lostsomewhere in the conversation. The best solution would be for thesalesman to choose a few of the prime features and explain them tothe client first. 2.Provide one (1) original workplace example for each of the followingcommunication situations:
A.Oral communication in downward flowing direction.
Thisoccurs in hierarchical structures where people in higher positionscommunicate to those in lower positions (Kehoe, Shockley-Zalabak,Kehoe, Mintzberg & Miller, 2009). A good example is where asupervisor summons employees to explain to them their roles andduties.
B.Written communication in upward flowing direction.
Thishappens when people in junior positions write letters to those insenior positions (Kehoe, Shockley-Zalabak, Kehoe, Mintzberg &Miller, 2009). For instance an employee can write a resignationletter to the Human Resource Manager informing him of his decision toquit the job. The letter ought to be written in formal standards.
C.Nonverbal communication in lateral flowing direction.
Thisis a horizontal type of communication it communication betweenpeople of the same level in the organizational hierarchy(Managementstudyguide.com, 2014). An example is when a ChiefFinancial Officer (CFO) visits the office of the Chief Risk Officer(CRO) to discuss an issue such as an insurance plan.
Could,J. (2009). Barriers To Effective Communication. JournalOf Business Communication,6(2),53-58. doi:10.1177/002194366900600207
Fombrun,C., & Shanley, M. (2000). What`s In a Name? Reputation Buildingand Corporate Strategy. AcademyOf Management Journal,33(2),233-258. doi:10.2307/256324
Goldberg,A., Cohen, G., & Fiegenbaum, A. (2003). Reputation Building:Small Business Strategies for Successful Venture Development. JournalOf Small Business Management,41(2),168-186. doi:10.1111/1540-627x.00074
Kehoe,D., Shockley-Zalabak, P., Kehoe, D., Mintzberg, H., & Miller, K.(2009). Communicatingin organizations.Toronto, ON: Custom Publishing.
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Luo,P. (2009). Analysis of Cultural Differences between West and East inInternational Business Negotiation. IJBM,3(11).doi:10.5539/ijbm.v3n11p103
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