Proper understanding of the audience is critical for any communication style to become effective. Understanding of the audience can allow individuals to select specific terms or body language for making maximum impact on the receiver (Knapp, Hall and Horgan 2013). Now, in case of any professional interview, interviewer is the only audience for the applications. In this process, interviewer looks to assess the level of skills and knowledge a particular person posses in order to identify suitable person for the position. On the other hand, it is critical for the applicants also to assess the overall responsibilities of a particular position along with benefit and challenges. Body language, postures and eye gaze are the best way to assess the authenticity of the information shared by the interviewer about the job profile or organizations authenticity.
Communication goals refer to the overall objective of sharing information among two or more individuals (Chira 2014). In a professional interview, communication goal of the interviewer is to judge level of knowledge and skills a specific applicant have associated with job responsibilities. On the other hand, applicants primarily have both short term and long term goals before entering into a interview session. Short term goal of the applicants include proper assessing of the provided job responsibilities. It also includes gathering knowledge about the work culture of the organization, pay scale, teamwork and management style, as it can have major impact on the overall satisfaction level of an employee. Moreover, the long term goal of any applicants will be assess the kind of career progression opportunity they will have by remaining associated with the organization. Achieving continues growth or success is among the objective of any applicants. Without proper career growth opportunity, applicants are likely to become dissatisfied. For that reason, prime objective of non-verbal communication will be to gather all these information for becoming a successful candidate.
Over the years, several non-verbal communication theories have been developed for fulfilling all the goals of the communication effectively. Therefore, applicants can focuses on using different types of non-verbal communication process like Kinesics, Proxemics, physical appearance, use of voice and use of objectives for accomplishing the communication goals (Burgoon, Guerrero and Floyd 2016). Applicants will have to use Kinesics with the help of facial expression, posture, gesture and eye contact for assessing the authenticity of the information provided by the interviewer at the time of interview. On the other hand, physical appearance can actually help the applicants to evaluate the actual level of career growth opportunity each employee has associated with the organization. On the other hand, proper assessment of use of voice and use of objectives by the interviewer can provide clear information about the type of support from the leaders each employee will have associated with the organization. Here, applicants firstly need to show a positive attitude and friendly behaviour with the interviewer in order to have some space to ask more details about the job profile and work culture. Positive body language towards given challenges will eventually induce interviewer to share more detailed information for fulfilling all the requirements in an appropriate way. Then the applicants need to focus on use of voice, appearance and proxemics for smooth flow of interview (Lemonnier 2012). During the entire interview process, proper use of eye contact along with evaluation of the body language of the interviewer can actually help an organization to fulfil all the aims and objectives in an appropriate manner. Thus, it is essential for any applicants to utilize all available types of non-verbal communication technique for achieving all the aims and objectives successfully.
Timing is critical for maximizing the efficiency of any communication process. Proper timing of selecting any particular words and gesture can make significant impact on the targeted audience. Therefore, it is essential for the applicants to use right type of non-verbal communication process for fulfilling all the aims and objectives in an appropriate manner. For instance, initial positive appearance with a smile from the applicants can make the overall interview process much smoother. Secondly, eye contact signifies the confidence level of the applicants at the time of answering any questions during the interview process. Now, proper assessment of confidence level is the prime objective of any interviewer, as it can provide a clear idea regarding the overall capability of an applicant. On the other hand, it also provides the opportunity for the applicants to assess the authenticity of all the information shared during the interview process. As a result, it will eventually help the interviewee to fulfil the overall objective on getting into an interview process.
In the globalize business atmosphere, it has become necessary for the organizations to develop strong cross-cultural communication structure within the global market. Without developing strong cross-cultural communication, it will be extremely difficult for any organization to remain competitive in the domestic market (Kinloch and Metge 2014). The scenario reflects challenges for an employee to communicate with a manager from another country like China. Now, challenges in the overall communication procedure with the manager have affected the performance level in a major way. Hence, the employee need to concentrate on evaluate the kind of challenges audience or manager is facing in understanding the essence of the communication.
Presently, all the businesses are looking to expand all across the globe for enhancing the potential target market in a significant manner. Therefore, the short term communication goal will be to reduce immediate difficulties that both manager and employee is facing in sharing important professional information (Taylor, Nicolle and Maguire 2013). On the other hand, long term objective of this cross-cultural communication will be to enhance the overall capability in sharing information with people coming from different cultural, educational and geographical background. Here, the focus will also be on assessing the exact factor that creating challenges at the time of constructing strong communication structure with the people from different background. Here, the long term goal of the employee also include proper enhancing of the cross-cultural communication skills for fulfilling all the future global responsibilities in an effective manner. In addition, proper enhancing of cross-cultural communication skills can provide employees more opportunity to fulfil all the career aims and objectives in long run.
Now, the focus employee will have to identify a best possible way to share and gather critical information from the China manager for performing all the aims and objectives in an effective manner. Now, Richard D. Lewis has developed an effective cross-cultural communication that the employee can use for fulfilling all the requirements in an appropriate way. The communication model Lewis classified cultural norms into multi active, linear active and reactive. Thus, this model primarily shows different ways people from different cultural, geographical and educational background communicate with each other. This model highlights that Northern Europe and North America people are primarily linear active (Hurn and Tomalin 2013). On the other hand, the model has highlighted that the majority of the China people are reactive. Therefore, it is clear that the focus employee and the manager are completely different in handling specific professional situation, which is eventually creating major gaps in the entire communicational procedure. For that reason, employee will have to concentrate on reducing the gap of the overall communication process so that it can enhance the overall efficiency of the communication procedure.
After identification of the critical factors that are creating challenges in performing the entire communication requirement, employee can focus on a direct face-to-face meeting process via online for clarifying the challenges to the manager. It will also help the manager to rectify specific practices that are actually creating confusion within the workplace. In fact, organization can provide both manager and employee required level of opportunity to interact with each other outside the office premises (Matsumoto and Hwang 2013). It will help both manager and employee to understand each other perspective in a significant manner. It can also create strong bonding with each other, which eventually can create strong positive impact on the present cross-cultural communication process.
Proper utilization of timing is another critical process that determines the overall efficiency level of the communication structure. Here, the employee firstly spends time on assessing the prime barriers associated with the communication procedure. Thereafter, employee needs to convince managers to provide more opportunities to interact with the manager directly in a frequent manner. Thus, organizations need to invest more time and money for constructing strong bonding with the managers from different cultural background. In fact, organizations can select specific time period for providing proper training and development facilities to all the managers and employees for enhancing the overall efficiency level of the communication procedure. Here, feedback needs to be collected by the organizations from both manager and employee for assessing the kind of impact provided training and development facilities have created on the development of cross-cultural communication perspective. Finally, managers will also have to provided with clear information regarding the best possible way to share information in an effective manner.
References:
Burgoon, J.K., Guerrero, L.K. and Floyd, K., 2016. Nonverbal communication. Routledge.
Chira, D., 2014. NON-VERBAL COMMUNICATION. CONSTRUCTIONS OF IDENTITY (VII), p.67.
Hurn, B.J. and Tomalin, B., 2013. Key Thinkers in Cross-Cultural Communication (1). In Cross-Cultural Communication (pp. 20-46). Palgrave Macmillan UK.
Kinloch, P. and Metge, J., 2014. Talking past each other: problems of cross cultural communication. Victoria University Press.
Knapp, M.L., Hall, J.A. and Horgan, T.G., 2013. Nonverbal communication in human interaction. Cengage Learning.
Lemonnier, P., 2012. Mundane objects: Materiality and non-verbal communication (Vol. 10). Left Coast Press.
Matsumoto, D. and Hwang, H.C., 2013. Assessing cross-cultural competence: A review of available tests. Journal of cross-cultural psychology, 44(6), pp.849-873.
Taylor, S.P., Nicolle, C. and Maguire, M., 2013. Cross-cultural communication barriers in health care. Nursing Standard, 27(31), pp.35-43.
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