Communication Integration Is Challenging In Any

Communication Integrationcommunication Is Challenging In Any Setting

Communication Integrationcommunication Is Challenging In Any Setting

Communication is challenging in any setting. With the addition of cultural factors, communication becomes much more challenging. One way for communication to fluently flow through an organization is to establish clear communication channels. Organizational charts are often used to depict reporting structures and communication channels. As a result of an international acquisition or merger, it is necessary to restructure the organizational chart and communication channels.

For this assignment, you have been provided with two organizational charts. The organizations that use these charts have recently merged. It is your responsibility to restructure the organizational chart to establish clear channels of communication for each organization.

Scenario: Engineering Corporation is based in the United States and Aerospace Corporation is based in China. Aerospace Corporation is the parent company.

The following hyperlinked file should remain a DOC or DOCX, which allows students to revise the organizational charts. Click here to view the link of each organizational chart. The purpose of this assignment is for you to think about and create clear channels of communication to ensure efficiency and productivity among international organizations.

Part One—The Organizational Chart. Create a new organizational chart that depicts the newly established communication channel. Create a new organizational chart from scratch, or copy and paste one of the provided organizational charts, and update it to include the new structure.

Part Two—The Description of the Communication. In a two-page summary, describe the new communication flow and why it will function effectively. Be sure to mention the communication strategies and theories that are offered by Luthans and Doh (2012). Include the following details within your description:

I. Introduce the need for new communication flow.

II. Describe the cultural impacts of each organization.

III. Describe the communication flow.

IV. Describe the communication barriers that were considered.

V. It must be at least two pages. Format the assignment in your own words using APA style, and include citations and references as needed to avoid instances of plagiarism. Insert each organizational chart as appendices (i.e., Appendix I, Appendix II, and Appendix III).

Paper For Above instruction

The integration of international organizations following mergers or acquisitions presents significant challenges in establishing effective communication channels. Communication flow must be carefully designed to accommodate cultural differences, organizational structures, and strategic goals. This paper discusses the restructured communication channels between Engineering Corporation based in the United States and Aerospace Corporation headquartered in China, with Aerospace as the parent company. The discussion emphasizes the need for a new communication flow, considers cultural impacts, describes the communication flow, analyzes barriers, and applies relevant communication theories to ensure efficiency and productivity.

Introduction: Need for a New Communication Flow

The merger between Engineering Corporation and Aerospace Corporation necessitates an overhaul of existing communication channels to foster clear, efficient, and culturally sensitive exchanges. Previously, each organization operated within its own communication norms, but integration demands a unified approach that respects cultural diversities and aligns organizational goals. Without establishing an effective communication system, misunderstandings, delays, or conflicts could impede synergy and operational success. Therefore, a new, structured communication flow is essential to facilitate transparency, accountability, and ongoing collaboration across borders.

Cultural Impact of each Organization

The American organization, Engineering Corporation, is characterized by an individualistic culture that emphasizes direct communication, decentralization, and autonomy. In contrast, the Chinese Aerospace Corporation embodies collectivist cultural traits, emphasizing harmony, hierarchical respect, and indirect communication styles (Hofstede, 2001). These cultural differences influence how information is shared, perceived, and acted upon. Recognizing these distinctions is vital in designing communication channels that are respectful and effective across different cultural norms. The American staff may prefer open, explicit communication, whereas Chinese employees may respond better to indirect cues and formal hierarchical channels.

Describing the Communication Flow

The newly established communication flow adopts a hybrid model incorporating both direct and indirect elements. For operational matters, designated liaison managers from each organization act as points of contact, facilitating information exchange and ensuring clarity. These liaison officers report through formal channels—Direct managers in the US communicate with Chinese counterparts via scheduled meetings, video conferences, and shared digital platforms, respecting the hierarchical preferences of Aerospace Corporation. Additionally, cross-cultural training sessions and open forums are scheduled periodically to enhance understanding and reduce misinterpretations. Communication flows from top management down to teams for strategic directives, while feedback mechanisms are embedded to facilitate upward and lateral communication.

Communication Barriers Considered

Several barriers were identified and addressed in the restructuring process. Language differences pose a potential obstacle, particularly in written and technical communication. To mitigate this, bilingual communication protocols and translation services are integrated. Cultural barriers, such as indirect versus direct communication preferences and differing perceptions of authority, were acknowledged. Time zone differences also complicate synchronous communication, prompting the adoption of flexible meeting schedules and asynchronous communication tools. Technological barriers, such as varying access to digital platforms, were minimized by selecting universally accessible communication technologies. Recognizing these barriers allows for proactive management to ensure seamless communication.

Application of Communication Strategies and Theories

Applying the communication theories proposed by Luthans and Doh (2012), such as intercultural communication models and transformational communication strategies, enhances the effectiveness of the new channels. The intercultural communication model underscores the importance of cultural awareness and adaptation, aligning with Hofstede’s cultural dimensions theory, which stresses understanding cultural differences to prevent misunderstandings (Hofstede, 2001). Transformational communication, which emphasizes motivation, shared vision, and empowerment, is employed to foster trust and commitment across culturally diverse teams. By leveraging these strategies, the organization can promote a cohesive and collaborative environment, transforming potential cultural conflicts into opportunities for learning and organizational growth.

Conclusion

The restructuring of communication channels post-merger between Engineering Corporation and Aerospace Corporation is critical for operational success. The hybrid communication flow respects cultural differences and organizational hierarchies while enabling efficient, transparent information exchange. Recognizing barriers and applying relevant communication theories ensures that the channels are resilient and adaptable. Effective communication underpins the achievement of strategic objectives in a global, multicultural environment, facilitating synergy, innovation, and competitive advantage.

References

• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage Publications.
• Luthans, F., & Doh, J. P. (2012). International Management: Culture, Strategy, and Behavior. McGraw-Hill.
• Hall, E. T. (1976). Beyond Culture. Anchor Books.
• Chen, G. M., & Starosta, W. J. (2000). Communication competence and intercultural sensitivity. International Journal of Intercultural Relations, 24(2), 137-156.
• Hurn, B. J. (1999). Bridging Cultural Differences and Avoiding Cross-Cultural Misunderstandings. Business Communication Quarterly, 62(2), 18-29.
• Martin, J. N., & Nakayama, T. (2010). Intercultural Communication in Contexts. McGraw-Hill.
• Gudykunst, W. B. (2004). Bridging Differences: Effective Intergroup Communication. Sage Publications.
• Adler, R. B., Rosenfeld, L. B., & Proctor, R. F. (2017). Interplay: The Process of Interpersonal Communication. Oxford University Press.
• Thomas, D. C. (2008). Cross-Cultural Management: Essential Concepts. Sage Publications.
• Shenkar, O., & Tavassoli, S. (2010). Cultural Distance and Negotiation Effectiveness. Journal of International Business Studies, 41(3), 382-395.