Publisher's Synopsis
Corporate response to the increasing diversity of the workforce varies widely, but intercultural competence is generally valued. Intercultural competence is known as the "third wave" of diversity thinking—after affirmative action and inclusion. In 2010, 68 percent of organizations that participated in a survey by the Society for Human Resources Management reported having workplace diversity practices and policies. It is well known that effective intercultural communication impacts both the financial and the operational performance of the firm. A well-trained workforce can operate successfully in a multicultural environment. However, many companies are not doing enough to overcome cultural and communication barriers. The book examines the intersection of intercultural training and employee communication behaviors in order to identify factors that can maximize cultural competence. Today's paradigm of "managing cultural differences" has evolved from simple prescriptions, do's and taboos that apply when working in foreign countries. Rather, a more sophisticated contemporary model draws on employees' experiences in disparate cultures and allows trainees to analyze and understand the effects of their daily interactions.
