SP Singh - IIM Ahmedabad Presentation

8/8/2019 SP Singh - IIM Ahmedabad Presentation

1/21

Managerial Communication &Linguistic Diversity in the Workplace


2/21

Introduction

To a large degree, international business depends on

communication, and, language is the key component

of that communication.


3/21

.. continued

Although accurate use of linguistic form is essential for

effective communication, correlating language proficiency

and cultural awareness are an essential prerequisite foreffective communication in international business.


4/21

Objective of the Study

The purpose of this study was to examine how expatriate

managers with various levels of second language (Hindi)

proficiency communicate with local Indian personneland the ways & methods these expatriate adapt in order

to communicate more effectively & efficiently.


5/21

Findings


6/21

Levels of Communication

Among expatriates, second

language (Hindi) proficiencyvaried.

For discussion purpose, thesecond language (Hindi)

proficiency of expatriates wascategorized into three levels Level A, Level B, Level C


7/21

Level A

Communicative level of those

individuals who possess nearlynative-like Hindi proficiency


8/21

Level B

Communicative level of those who can

speak and comprehend upto 70% of theirdaily conversation and daily routine tasksin Hindi language


9/21

Level C

Communication ability of expatriates who

possess no proficiency or a limited-to-lowlevel of Hindi language proficiency.


10/21

Discussion


11/21


12/21

.. continued

They designated intermediaries (local Indians) to help

them bridge the exchange of information from English

to Hindi and vice-versa.

They focused more on written communication as

compared to verbal communication.

They concentrated more on developing clarity in the

transmitted messages.


13/21

.. continued

In effect, these expatriate managers with limited

second language proficiency showed symptoms of

stress.

This stress manifested itself in feelings of isolation

and lack of control.

However, this stress was not translated into

significant lowering of enterprise efficiency.


14/21

Level B

Level B expatriate managers were not as

isolated as Level C expatriate managers.


15/21

.. continued

Although Level B expatriate managers continued to

use English as the medium of exchange in normal

business communication, they were able to use

second language (Hindi) competency to supplement

their communication.


16/21

.. continued

This means that Level B expatriate managerscould productively use their second language

(Hindi) competency to Listen to Hindi conversations

Use Hindi in social conversations to bondmore closely to Indian colleagues and

subordinates.


17/21

.. continued

Thus, with intermediate and improving secondlanguage (Hindi) skills, Level B expatriatemanagers were in a position to communicatedirectly with a larger number of local IndianManagers.


18/21

Level A

The second language

(Hindi) proficiency levelof Level A expatriatemanagers was nearlynative.

In other words, theywere considered fluentboth in English & Hindi

languages.


19/21

.. continued

Thus, supplemental communication

networks were not required by Level Aexpatriate managers.


20/21

Conclusion

The overall findings were that expatriate managers had to

make different adjustments depending on their second

language (Hindi) speaking & listening abilities and alsoon their cultural sensibility.

This increased the potential and capacity for effective &

efficient communication.


21/21

Presentation By:

Surinder Pal Singh

Assistant Professor

Rai Business School, New Delhi

SP Singh - IIM Ahmedabad Presentation

Documents

Transcript of SP Singh - IIM Ahmedabad Presentation