Cross-cultural communication might be the one of the main problems in global international companies. Importance of communication, which is “lifeblood of the team” in any organization, definitely requires special approach of CEOs. Failure to communicate, especially in the international business environment, cannot only result in misunderstandings, waste of time but also in poor performance, low staff morale etc.

Geographical differences among main continents (Europe, Asia, North and South America, Africa Pacific) might be one of the most affecting issues of cross-cultural communication. These differences might impact the cultural and environmental attitudes. Individuals, who have different styles of communication and behavior, manage international companies. Global organizations should be focused on the implementation and promotion of solid knowledge about typical cultural qualities. Consistent training policy and knowledge management should be applied across countries, from which international companies consist of. Such initiatives support the idea that all employees have equal access to various events aimed at team integration. Each individual country’s GPD might be also of importance in cross-cultural organizations and it may influence the level of communication effectiveness. GPD directly impacts expenditures in each country on education. Respectively, this might impact the proficiency of individual’s educational background. Political aspects might also influence evidence knowledge and data sharing, which are crucial elements of communication. While educational gaps might be aligned, executives should respect political aspects. Those aspects can be considered as major cross-cultural directions for managing teams.

Undoubtedly, organization is built from individuals, who incorporate geographical, political, cultural and economic differences. Individual human attitudes and values gathered at home should also be considered in international organizations apart from those mentioned above. Cross-cultural communication should be translated into common set of values and incorporated to all stakeholders. This should build the organizational culture and give guidelines for behaviors and communication. Therefore a cross-cultural road map should be established in order to apply a consistent communication across all stakeholders, resulting in the organizational culture. The recruitment process shouldn’t be excluded from the analyses, which factors impact the cross-cultural aspects of communication. It might be also of importance, as well as a detailed evaluation of individual skills, competences and examination of the proficiency in English. All those prerequisites should be incorporated into the organizational culture in order to build the organizational culture.

Communication means interactions. The best way to improve communication is to establish an organizational culture of opened doors, collaborative sharing and supportive management. A continuous dialogue on the cultural aspects of cross-cultural organizations should be conducted on a regular basis.

Coauthor: Olga Khomin