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17
can lead to another problem. For instance, if a company has several offices throughout Europe and Asia, offices in same regions will tend to communicate with each other, increasing the already existing gap between different regions. Since there is narrow time window when different regions are working during regular office hours, chances of having elongated real-time conversation get very slim while those chances within same region increase. So the Asian offices will talk among themselves more while the Europeans counterparts will do and so on.
Stereotypes - People build stereotypes because they are faster and easier to process certain information (Macrae, Milne, & Bodenhausen, 1994). Although Macrae and his colleagues described them as “energy-saving devices,” stereotypes are not always accurate. As the description suggests, stereotypes are just a way to save time and energy. In addition, popular culture has always enforced such stereotypes. For example, a stand-up comedian, Russell Peters, calls out certain nationalities during his show. After calling out for Koreans, he says, “oh that‟s five closed dry cleaners in the town” (Peters, 2006). Thus, such stereotypes implanted in everyone‟s minds by outside media might affect the employees when communicating with each other. If an employee has relatively negative image about a certain group of people, the employee might be very hesitant or even reach conclusion of his/her own before communicating with the group.
Language – One of the biggest challenges in intercultural communication is, of course, language. Since not everyone in a multi-national company speaks the
Object Description
| Title | Intercultural internal communication: Engaging with multinational employees |
| Author | Lim, Chan S. |
| Author email | clim0927@gmail.com; chansoo_83@hotmail.com |
| Degree | Master of Arts |
| Document type | Thesis |
| Degree program | Public Relations |
| School | Annenberg School for Communication |
| Date defended/completed | 2011-04-01 |
| Date submitted | 2011 |
| Restricted until | Unrestricted |
| Date published | 2011-05-05 |
| Advisor (committee chair) | Floto, Jennifer D. |
| Advisor (committee member) |
Thorson, Kjerstin Pierson, Jillian |
| Abstract | Internal communication has evolved over the years from simple one-way communication to multi-directional communication; sources have gone online and it is now easy for employees to talk to one another with help of social media. People are relying on each other to provide and receive information which has eliminated sole information broadcasting. Now, communicators have more platforms and tools to explore in communicating with employees and having them communicate among themselves. Additionally, internal communication becomes more complicated once an employer goes multinational, bringing in different cultural traits. Language and cultural barriers start to form providing obstacles in communicating with each other. So, the role of what the author deems “cultural translators” becomes important. To support this notion, the paper also reviews three multinational companies, NHN USA, PEAK Sports USA and Novartis Oncology. |
| Keyword | intercultural communication; Internal communication; public relations |
| Geographic subject (country) | USA |
| Coverage date | 1995/2010 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m3876 |
| Contributing entity | University of Southern California |
| Rights | Lim, Chan S. |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Lim-4478 |
| Archival file | uscthesesreloadpub_Volume26/etd-Lim-4478.pdf |
Description
| Title | Page 22 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 17 can lead to another problem. For instance, if a company has several offices throughout Europe and Asia, offices in same regions will tend to communicate with each other, increasing the already existing gap between different regions. Since there is narrow time window when different regions are working during regular office hours, chances of having elongated real-time conversation get very slim while those chances within same region increase. So the Asian offices will talk among themselves more while the Europeans counterparts will do and so on. Stereotypes - People build stereotypes because they are faster and easier to process certain information (Macrae, Milne, & Bodenhausen, 1994). Although Macrae and his colleagues described them as “energy-saving devices,” stereotypes are not always accurate. As the description suggests, stereotypes are just a way to save time and energy. In addition, popular culture has always enforced such stereotypes. For example, a stand-up comedian, Russell Peters, calls out certain nationalities during his show. After calling out for Koreans, he says, “oh that‟s five closed dry cleaners in the town” (Peters, 2006). Thus, such stereotypes implanted in everyone‟s minds by outside media might affect the employees when communicating with each other. If an employee has relatively negative image about a certain group of people, the employee might be very hesitant or even reach conclusion of his/her own before communicating with the group. Language – One of the biggest challenges in intercultural communication is, of course, language. Since not everyone in a multi-national company speaks the |
