The main challenges faced by domestic and global companies involve the challenge become more efficient or competitive, to overcome diversity and cultural differences, to introduce effective culture and good morale, organizational structure and change. In home country, difficulties in communication can arise with production systems where workers are stationed continuously at a particular point with limited freedom of movement. Even when opportunities exist for interaction with colleagues, physical conditions may limit effective communication. Communication has an impact of organizational structure which is on the surface the elements or patterns of rules, and social relations (encounters and face to face co-presence) are articulated by discourse and ideology. Rather than being dependent upon information, organizational communication is embedded in trust. Surface relations must be seen in terms of a deeper code or structure that makes sense of the often conflicting surface events. An environment from which communication flows is interpreted and constructed, regardless of the networks from which the communication emerges or arises (dense, close, loose, tight, redundant, etc) (Campbell 45).
In a global context, workforce diversity has a tremendous impact on communication and relations between employees. All employees come from different cultural and social environment; they have different social statuses and class location, different religious beliefs and belong to different cultures. Differences are bound to exist, due simply to the physical characteristics of the employees, such as sex, nation race (Gesteland 76). These differences create a certain tension between employees which requires special intervention actions of HR department to manage workforce diversity. The main challenges in communication involve cultural and language differences. Although the model identifies culture as a central construct, it is essentially an interpersonal model of communication. From the intercultural perspective, issues related to cultural diversity in police have to do with the problems people in organizations have in communicating with one another, with the different meanings they bring to organizational discourse. The locus of change is placed in people and their relationships with one another (Campbell 52). That perspective glosses over organizational policies and practices that exclude people who are different, and the power differentials within the organization and the larger culture that perpetuate those policies and practices.
Cross cultural communication may be defined as that part of business action that is socially as opposed to genetically transmitted. It comprises ideas through which managers perceive and interpret the world, symbols they use to communicate these ideas, and institutions which enable individuals to become socialized and satisfy their needs. Cross cultural communication should distinguish in three layers of culture. At its most visible it represents those artefacts and goods that most readily distinguish one culture from another, such as architecture, food, ceremonies and language. At a deeper level it comprises their notions of 'right' and 'wrong', their norms, and their notions about what is 'good' and 'bad', their values