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8/8/2019 SP Singh - IIM Ahmedabad Presentation
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Managerial Communication &Linguistic Diversity in the Workplace
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Introduction
To a large degree, international business depends on
communication, and, language is the key component
of that communication.
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.. 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.
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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.
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Findings
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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
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Level A
Communicative level of those
individuals who possess nearlynative-like Hindi proficiency
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Level B
Communicative level of those who can
speak and comprehend upto 70% of theirdaily conversation and daily routine tasksin Hindi language
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Level C
Communication ability of expatriates who
possess no proficiency or a limited-to-lowlevel of Hindi language proficiency.
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Discussion
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.. 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.
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.. 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.
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Level B
Level B expatriate managers were not as
isolated as Level C expatriate managers.
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.. 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.
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.. 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.
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.. 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.
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Level A
The second language
(Hindi) proficiency levelof Level A expatriatemanagers was nearlynative.
In other words, theywere considered fluentboth in English & Hindi
languages.
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.. continued
Thus, supplemental communication
networks were not required by Level Aexpatriate managers.
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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.
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Presentation By:
Surinder Pal Singh
Assistant Professor
Rai Business School, New Delhi