cation with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.

For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which infor

International businesses are facing new challenges to their internal communication structures due to major reforms brought about through internationalization, downsizing, mergers, acquisitions and joint ventures.

Lack of investment in cross cultural training and language tuition often leads to deficient internal cohesion. The loss of clients/customers, poor staff retention, lack of competitive edge, internal conflicts/power struggles, poor working relations, misunderstandings, stress, poor productivity and lack of co-operation are all by-products of poor cross cultural communication.

Cross cultural communications consultants work with international companies to minimise the above consequences of poor cross cultural awareness. Through such cooperation, consultancies like Kwintessential have recognised common hurdles to effective cross cultural communication within companies.

Here we outline a few examples of these obstacles to cross cultural co-operation:

Lack of Communication

It may seem obvious to state that non-communication is probably the biggest contributor to poor communication. Yet it continues to prove itself as the major problem within most companies.

Lack of communication with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.

For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which inform

nal cohesion. The loss of clients/customers, poor staff retention, lack of competitive edge, internal conflicts/power struggles, poor working relations, misunderstandings, stress, poor productivity and lack of co-operation are all by-products of poor cross cultural communication.

Cross cultural communications consultants work with international companies to minimise the above consequences of poor cross cultural awareness. Through such cooperation, consultancies like Kwintessential have recognised common hurdles to effective cross cultural communication within companies.

Here we outline a few examples of these obstacles to cross cultural co-operation:

Lack of Communication

It may seem obvious to state that non-communication is probably the biggest contributor to poor communication. Yet it continues to prove itself as the major problem within most companies.

Lack of communication with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.

For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which infor

consultants work with international companies to minimise the above consequences of poor cross cultural awareness. Through such cooperation, consultancies like Kwintessential have recognised common hurdles to effective cross cultural communication within companies.

Here we outline a few examples of these obstacles to cross cultural co-operation:

Lack of Communication

It may seem obvious to state that non-communication is probably the biggest contributor to poor communication. Yet it continues to prove itself as the major problem within most companies.

Lack of communication with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.

For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which infor

cles to cross cultural co-operation:

Lack of Communication

It may seem obvious to state that non-communication is probably the biggest contributor to poor communication. Yet it continues to prove itself as the major problem within most companies.

Lack of communication with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.

For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which infor

cation with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.

For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which information can be withheld from staff. This will eventually result in an alienated staff base that feels divided from management and superiors.

If managers are too selective in providing information, this can cause suspicion and jealousy among staff and will eventually result in internal strife instead of cohesion.

A management which does not and will not communicate and interact physically with staff demonstrates a lack of interest, trust and respect.

In the West it is often the case that communication lines are vertical. Staff report up to managers and managers up to senior levels and so on. Ideally lines of communication should run both ways. Those with a subordinate place in the communication process tend to feel estranged, indifferent and possibly even belligerent.

Lack of communication in all its forms is unhealthy. Companies and managers must be aware of how, what and to whom they are communicating.

Language

Communication difficulties through language come in two forms:

Use of inappropriate language

Language carries with it subliminal meanings and messages transmitted through vocabulary, stress and tone. The wrong use of words or emotions hidden behind phra