This scenario strengthens the need for effective cross-cultural communication, which would bring synergy among the workers towards the achievement of common goals (Montana & Charnoy 2008).
This paper attempts to understand the process of communication as affected by cultural differences, and how the barriers of communication can be tackled in order for the organizational goals to be achieved as planned.
The concept of cross-cultural communication is actually nothing new, as stated by LeBaron (2003) in a study, where it is concluded that communication process is basically cultural, considering the ways that each person has learned to speak and to give nonverbal messages, each carrying the essential factors of context, individual personality, and mood that interacts with a variety of internalized cultural influences affecting the various choices in life. This concept is summarized by Edward T. Hall, a known expert of cross-cultural communication, in this statement: “Culture is communication and communication is culture” (Hall, 1959, p. 186).
In an environment of multicultural diversity, it is quite a challenge to ensure proper understanding and smooth communication processes between and among the people who have to work together towards the achievement of common goals. LeBaron (2003) further explains that despite all the good intentions of communicators, miscommunication is always likely to happen, especially at instances where there are significant cultural differences between the communicators.
According to Rogers, Hart and Mike (2002), cross-cultural or intercultural communication is an intricate web of several factors affecting each other, but mainly based on cultural differences or idiosyncrasies, thus the eventual serious study of it by communication experts in the late 1960s. Significant aspect of this field of study is the examination of