Main Article Content
Abstract
Purpose: This study aims to highlight the necessary competencies among the middle level managers, especially the cross-cultural communication competency. This study was designed to investigate the cross-cultural communication competencies in organizations through the focus group conducted among the senior management levels.
Methodology: This study applied the beauty of qualitative research by conducting a focus group of ten participants, where all of them were from various industries in Malaysia. They are well mixed of women and men Senior Managers level and above, where the minimum level of them was the Director, General Manager, and Vice President of private enterprises. Data from the focus group discussion was analyzed and presented in the findings in this article.
Results: The findings of this paper proven the need of cross-cultural communication competency currently in Malaysia through the ten (10) participants involved in the focus group research and ten (10) cases were presented in this article. Different participant provided different findings however, the data summarization was presented in the table in results. Majority concluded that employees nowadays are conscious competence and agreed that cross-cultural communication is the most crucial competency needed by all organization today.
Implications: This should provide several ideas to the senior management levels in incorporating this aspect into their management training programmes or other activities in all organizations. Further studies could be expanded through the methodology used.
Novelty of Study: As past research concentrated more on the leadership and other management competencies, this study was looking at the specific issue of cross-cultural communication competencies among these employees in organizations. With the peculiar scenario in Malaysia, this paper contributed to the management field as a reference for the higher and middle level managers.
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References
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- Ronen, S. (1986). Comparative and Multinational Management. New York: Wiley.
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References
Abbe, A., Gulick, L.M.V., & Herman, J.L. (2007). Cross-Cultural Competence in Army Leaders: A Conceptual and Empirical Foundation. U.S. Army Research Institute for the Behavioral and Social Science, Virginia. https://doi.org/10.21236/ADA475798 DOI: https://doi.org/10.21236/ADA475798
Brach, C., & Fraserirector, I. (2000). Can Cultural Competency Reduce Racial and Ethnic Health Disparities? A Review and Conceptual Model. Med Care Res Rev. 2000, 57 (Suppl 1). 181-217. https://doi.org/10.1177/1077558700057001S09 DOI: https://doi.org/10.1177/1077558700057001S09
Chong, E. (2008). Managerial Competency Appraisal: A Cross-Cultural Study of American and East Asian Managers. Journal of Business Research 61 (2008), 191-200. https://doi.org/10.1016/j.jbusres.2007.06.007 DOI: https://doi.org/10.1016/j.jbusres.2007.06.007
Johnson, J.P. (2006). Cross-Cultural Competence in International Business: Toward a Definition and A Model. Journal of International Business Studies, 37, 525-543. https://doi.org/10.1057/palgrave.jibs.8400205 DOI: https://doi.org/10.1057/palgrave.jibs.8400205
Hofstede, G. (1991). Culture and Organizations: Software of the Mind. McGraw-Hill: London.
Howell, W.S. (1982). The Empathic Communicator. Prospect Heights, IL: Waveland Press Inc.
Laroche, L. (2003). Managing Cultural Diversity in Technical Professions. Elsevier Science, USA. Pp. 18. DOI: https://doi.org/10.1016/B978-0-7506-7581-9.50008-9
Menke, M., Xu, Q. & Gu, L. (2006). An Analysis of the Universality, Flexibilty, and Agility of Total Innovation Management: A Case Study of Hewlett-Packard. Journal of Technology Transfer, 32. Pp. 39-62. https://doi.org/10.1007/s10961-006-9005-z DOI: https://doi.org/10.1007/s10961-006-9005-z
Peltokorpi, V. (2015). Intercultural Communication in Foreign Subsidiaries: The Influence of Expatriates Language and Cultural Competencies. Scandinavian Journal of Management 26, 176-188. DOI: https://doi.org/10.1016/j.scaman.2010.02.003
Plaut, V.C. (2002). Cultural Models of Diversity in America. The psychology of Difference and Inclusion in Engaging Cultural Differences: The Multicultural Challenges in Liberal Democracies. Russell Sage Foundation: New York. Pp. 365-395.
Rijamampianina, R. & Carmichael, T. (2005). General Issues in Management: A Pragmatic and Holistic Approach to Managing Diversity, Problems and Perspective in Management. Ebscohost, October 2008.
Ronen, S. (1986). Comparative and Multinational Management. New York: Wiley.
Ruben, B. D. (1979). Behavioral Assessment of Communication Competency and the Prediction of Cross-Cultural Adaption. International Journal of Intercultural Relations, Vol. 3, pp.15-47. https://doi.org/10.1016/0147-1767(79)90045-2 DOI: https://doi.org/10.1016/0147-1767(79)90045-2
Stier, J. (2006). Internationalisation, Intercultural Communication and Intercultural Competence. Journal of Intercultural Communication, Issues 11, 2006.
Ting-Toomey, S. (1992). Cross-Cultural Face Negotiation: An Analytical Overview. Paper presented at the Pacific Region Forum, Simon Fraser University, Canada.
Tung, R.L. (1993). Managing Cross-National and Intra-National Diversity. Human Resource Management, Winter 1993; Page 461. https://doi.org/10.1002/hrm.3930320404 DOI: https://doi.org/10.1002/hrm.3930320404
Wolfgang, F., Antje, M., & Guo-Ming, C. (2001). Measuring Intercultural Sensitivity in Different Cultural Context. International Association for Intercultural Communication Studies. July 24th-29th, Hong Kong.