- June 24, 2020
Job Coaching to an International Friend
JobCoaching to an International Friend
JobCoaching For an International Friend
Culturaldiversity is a significant and dynamic component in allowing firmsand individuals to attain the identified objectives (Jyoti, Kour, &Bhau, 2015). The friend should first take the time to comprehendvarious racial or ethnic attitudes associated with religious customs,organizational cultures practiced in major U.S. firms, and spoken andnonverbal communication that could be different from the culture inthe country they come from. It is imperative to note that taking awhile to understand the impact of these nuances will help demystify alot of misinterpretations or preconceptions that they could be havingabout Americans. A deep understanding of the cultural issues that mayaffect leadership will provide them with the necessary awareness thata leader requires to make the work environment that is accommodativeto the junior employees and inculcate a harmonious workingrelationship with senior managers (Marsick& Watkins, 2015). The friend should ensure she understands thecultural issues she is not conversant with because the new workingenvironment will be culturally unfamiliar. Moreover, there arediverse attitudes, behaviors, and cultural aspects practiced inAmerica, as well as, gaps in coaching strategies to prepareexpatriates hence, she should wait and familiarize herself withthese elements before undertaking the task.
Conflictsthat arise from asking employees to work on religious significantdays
Americais a highly dynamic nation thus, there is a high chance thatemployees in the company will be drawn from people with differentreligious beliefs. This means that most firms hire people fromdifferent religious backgrounds who need to be given time off toobserve thanksgiving or ceremonies. In some instances, it ispractically difficult for companies to allow all workers observethese significant religious days. Sometimes, it is hard for anorganization to give in to the demands of the minority especiallywhen the workers want to observe a day that is unknown to mostpeople. In this regards, numerous conflicts may arise when employeesare asked to work on days they should be off for church, a mosque orany other place of worship but two are more quite common.
Religiouspractice is a culture that employees may feel violated. Federal andstate laws prohibit any workplace practices that amount to disparatetreatment or those that have a disparate impact on employees bydiscriminating them based on religion (Chuang,2013). When employees are asked to work on a day that has religioussignificance, it leads to cultural-based dissension. Some employeesmay end up suing the employer if the issue is not resolved in goodtime and amicably. The solution to the cultural-based conflict is tobalance the diverse religious needs of all employees with the goalsand objectives of the company. An example of a solution is to allowemployees to work half a day on the significant days or simply agreewith them on how they can come in shifts. Furthermore, a firm canallow employees to have a day off on religious significant days.
Theworkers who will be asked to work on a day that is religiouslysignificant to them will feel that their religious rights are beingviolated by the organization. When they lack the avenues to voicetheir concerns, the employees may decide to initiate dysfunctionalbehaviors while others who could be more attached to their religionmay just decide to leave the company. These workers will feeldespised by the firm, which will likely lead to disengagement anddecreased productivity. The solution to the dysfunction conflict isto compromise and accommodate (Lin, Chen, & Song, 2012). Incompromising, it is important to seek a middle ground with employeeson how they will work on the significant days. Accommodating meansthat concessions from employees the religious issues that may affecttheir work. When an organization appreciates the diversity ofworkers, the employees feel like they are part of the firm thus,they will engage effectively to help the company realize itsobjectives.
Effectof cultural quirks on restraining the expression of ideas
Culturalquirks will only affect the ability of the foreign manager to expressthe ideas she intends to pass across if she allows it by being lessconfident. The obvious cultural quirk that may arise is thatemployees and other managers who are American may have somechallenges understanding the accent of the manager. The reason shehas to go through some training as an expatriate is that she may haveto repeat herself so many times if she decides to readily express herideas. An example is that Americans often have problems comprehendingUK visitors with a strong Yorkshire or Geordie accent. If she comesfrom a non-English speaking country and she can speak English shesimply needs to learn to slow down her dialect so as to communicateher ideas.
Actionsto prepare to be a multicultural leader
Leadingpeople from diverse cultures requires a comprehensive understandingof the various elements that shape the different values of thesepeople. It is significant for an all-inclusive leader to engagewidely and appreciate the existing diversity (Jyoti et al., 2015). Inorder to prepare to be multicultural leaders the first action is adeliberate immersion into different cultures to have a bettercomprehension of the values of different people and their context(Soo,2012). The immersion creates the necessary insight that will guidemotivation strategies and to avoid conflicts arising from perceiveddiscrimination. It is only through having a deeper understanding thatthe manager can pinpoint minute and significant differences in thecultural orientations of employees that may influence productivity inthe organization. After gaining an understanding of the culturalvalues of various communities in the United States, the next step isto design and execute structured programs in the organization thataim to expose employees, especially those with promising talent, to avariety of new cultures and geographies so that they can appreciatemulticultural work environments (Lopez& Kambutu, 2011). The programs will take advantage oftechnological possibilities and models that allow the organization toadopt a culture of cross-cultural collaboration. For the manager tobe a multicultural leader, she has to work towards creatingrecruiting programs that deliberately focus on tapping into diverseand multicultural talent. Creating such a program entails actionssuch as diversifying the sources of talent, changing the selectioncriteria to emphasize on multicultural experiences, and adjustingbranding messages so that they reflect the organization’scommitment to multicultural engagements.
Conflictsthat may be caused by nonverbal communication misunderstanding
Theworkplace needs effective nonverbal and spoken communicationstructure and platform. Nonverbal cues communicate a lot about whatthe manager feels and thinks about an employee or their attitudeabout the subject being talked about (Bonaccio,O’Reilly, O’Sullivan, & Chiocchio, 2016 Lin et al., 2012).Without immersing oneself in the cultures of people, it is difficultfor a person to comprehend the different nonverbal elements in thatsociety. Individuals from dissimilar understand these cues inversely.Examples of nonverbal cues that might be misunderstood in Americainclude
Eyesand facial expressions
Whenlistening to an employee or a fellow manager, rolling eyes or blazingover are expressions of being bored. Bonaccio et al. (2016) and Linet al. 2012) assert that people commonly use eye contact tocommunicate thus, an inability to comprehend facial expressions maypresent a huge miscommunication aspect. Different cultures perceivethese contacts differently, which means a person should firstunderstand the context of a communication or the person they arecommunicating with to comprehend facial expressions. For example,most Americans rely on mouth and eyebrows to perceive an individual’semotions while Chinese rely on the eyes. They might be interpreted ascaring less or simply not paying enough attention to what is beingsaid. The manager should be careful about such cues because they canoffend a listener in America. Eye contact is very important and sheshould always put on a caring and alert facial expression. It is alsoimportant to express concern though other facial cues such asnodding, which show that a person is processing everything said.
Notall people use hand gestures in their conversations, but using themcan improve communication by helping to get a point across. In somecases, hand gestures can be misunderstood or misinterpreted. InAmerica, a hand gesture such as pointing at a listener is seen asconfrontational. It should be done carefully so that it does not takeaway the message because the listener will concentrate more on thehand gesture rather than what they are hearing.
Thefriend should be exposed to primary nonverbal cues so that she has anidea of how she should interact with employees nonverbally. However,she will be able to learn about many of nonverbal cues over time asshe interacts with more Americans inside and outside theorganization. Furthermore, she should follow the lead of the otherpeople, for example, by looking at eye contacts, expressions made,the gesture, and tone of the individuals, and their sounds. Payingattention to contradictions is an important component in dissolvingany confusion, for example, one should know what shaking a headmeans.
Anexpatriate beginning to work as a manager in the United States shouldbe aware of the cultural cues that may affect interactions that mayaffect workplace relationships. Each society has various culturalattitudes associated with customs, beliefs, race, ethnicity, andreligion. An expatriate should have the opportunity to learn aboutvarious cultural issues such as cultural quirks, nonverbalcommunication, and religious beliefs so that they are in a positionto diffuse conflicts the may arise from cross-culturalmisunderstanding in the workplace. Deliberate actions to become amulticultural leader offer the opportunity for potential andpracticing expatriates to work in a multicultural environment. Thecontemporary corporate environment needs multicultural leadersbecause organizations are always looking forward to grow operationsbeyond the parent country.
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Jyoti,J., Kour, S., & Bhau, S. (2015). Assessing the impact of culturalintelligence on job performance: Role of cross-culturaladaptability. TheJournalof IMS Group, 12(1),23.
Lin,Y. C., Chen, A. S. Y., & Song, Y. C. (2012). Does yourintelligence help to survive in a foreign jungle? The effects ofcultural intelligence and emotional intelligence on cross-culturaladjustment. InternationalJournal of Intercultural Relations, 36(4),541-552.
Lopez,V. & Kambutu, J. (2011). Multicultural education within the eraof internalization and globalization. MulticulturalPerspectives,13(1), 3-4.
Marsick,V. J., & Watkins, K. (2015). Informaland incidental learning in the workplace(Routledge Revivals). Routledge.
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