Adjustments in inter cultural communication of expatriate and hos (original) (raw)
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Adjustments in inter-cultural communication of expatriate and host national in local operation
by Hanna Lee Dr. Robert Woods, Committee Chair Associate Professor of Hotel Management William F. Harrah College of Hotel Administration University of Nevada, Las Vegas Due to the global expansion of international hotel chains into culturally isolated countries, such as China, many hotels are in need of qualified staffs in local operation where a strong culture exists. When expatriate managers are sent abroad for overseas assignments, they are
Expatriation in the hotel industry An exploratory study of management skills and cultural training
Purpose -The purpose of this paper is to investigate the following expatriate issues as related to the hospitality industry, from the perspective of practitioners: the most important management skills hotel expatriates should possess, whether these skills vary by the country of origin of the expatriate and parent company, and the most effective cross-cultural training activities provided by hotel companies. Design/methodology/approach -Data for this exploratory study was obtained from a sample of 66 respondents from lodging organizations with membership in the International Hotel and Restaurant Association (IH & RA). Data was collected by means of self-administered, web-based surveys. Findings -Participants in this study indicate that expatriate management skills vary in importance for hotel expatriates. The results of the analysis of variance demonstrate that the importance placed on the different expatriate management skills varies based on country of origin of both the expatriate and the parent company. Respondents and companies originating in different countries place more importance on certain expatriate management skills than others. Analyses also indicate that seven of nine cross-cultural training activities provided by the parent company are perceived to be effective for the success of an expatriate assignment. Practical implications -This study suggests that opportunities do exist for international hotel companies to better prepare hotel expatriates for foreign assignments by integrating more effectively issues of cultural awareness into their preparation programs. Additionally, although it may appear counter-intuitive for a future expatriate to focus on the structure and processes of the home company before embarking on a foreign assignment, the results of this study suggest that such knowledge is very valuable. Originality/value -While studies investigating expatriation management in the mainstream literature have been growing recently, only a handful of published studies have explored the issue in the hotel industry. Answers to the research questions that guided this study add to our knowledge and enhance our understanding of the issues related to expatriation management within the context of the hotel industry. The present study generated fruitful avenues, especially with regard to the issues related to the variation of management skills according to the country of origin of participants and parent company.
Multilingua, 2018
This study investigates Polish expatriates’ stories of encounters with local personnel in a Chinese subsidiary of a Western multinational company. A narrative analysis of the stories produced important insights into Polish-Chinese communication in an intra-subsidiary context. Low proficiency in the host language was a serious obstacle to expatriate socialization and a source of expatriates’ exclusion and social isolation in the workplace, which often led to stress, frustration, and negative attitudes toward collaboration with local personnel. Language-related issues prevented the expatriates from acquiring information from Chinese superiors, learning about problems within a team, and participating in decision-making. The findings of this case study relate to communication challenges in the Chinese subsidiary, expatriates’ accounts of how they overcame communication difficulties, and their reflections on what fostered and hampered intercultural communication.
2016
In a professional and business-social context such as that of global hotel brands in the United Kingdom, intercultural communication, contacts and relationships are found at the heart of daily operations and of customer service. A large part of the clientele base of hotels in the United Kingdom is formed by individuals who belong to different cultural groups that travel in the country either for leisure or business. At the same time, the global workforce which is recruited in the hotel industry in the United Kingdom is a reality here to stay. Global travelling and labor work mobility are phenomena which have been generated by changes which occur on a socio-economic, cultural and political level due to the phenomenon of globalization. The hotel industry is therefore well acquainted with the essence of different cultures either to be accommodated within hotel premises, as in the case of external customers, or of diversity management where different cultures are recruited in the hotel ...
Intercultural Management and the Importance of Foreign Languages in Modern Hotel Industry
Tourism International Scientific Conference Vrnjačka Banja - TISC, 2019
Since there is hardly an industry as international as the hotel industry, hotel managers must have not only professional knowledge, but also intercultural skills and foreign language skills. Working in international teams and also communicating across cultural differences must not cause them problems in this profession and today it is a requirement for successful future careers and good opportunities in the labor market. Therefore, this paper aims to show the growing importance of intercultural management including knowledge and usage of foreign languages in the field of modern hotel business. It combines the basics of business management with the teaching of intercultural competencies. This will enable the participants to develop a management strategy that overcomes national and cultural differences. Consequently, it will make it possible for the company to achieve economic success in foreign countries as well.
A Study of Cross Cultural Communication Strategy: Case of Marriott Hotels & Resorts
2016
As time goes by, the importance of internationalization and globalization has increased at a faster rate where very few companies have successfully survived and maintained its position by understanding the cross cultural management. Even if organizations or businesses are working within the country with culturally diverse workforce, it is a challenge for them to identify growth opportunities by working collaboratively. This is because working with diverse cultural workforce increases work exposure as new methods that are used in other cultures to do the same task is introduced. Moreover, by working in a cross-cultural surroundings, it is important for the business organizations to aware themselves of how different culture and people from that culture influences the organization. In addition, the organizations must pursue effective leadership approach to motivate employees. The organizations as leaders must have ability to understand the actual definition of diversified cultural cowo...
Progress in Tourism and Hospitality Research, 1997
Chinese people have long been considered to be xenophobic, and this has not been helped by the isolationist stance imposed by the communist (Chinese socialist) leaders over the past several decades. The present study was carried out to discover the attitudes of hotel workers in the Peoples Republic of China (P.R.C.) to visitors to their country who stayed in hotels. A rationale is presented for subdividing visitors into ethnic groupings, these being: Western; Japanese; South East Asian; overseas (compatriot) Chinese; and local Chinese. Given these groupings, the study goes on to use repertory grid analysis to analyse the attitudes of a sample of hotel workers from a variety of departments within hotels, and from a diverse regional spread throughout PRC, to their hotel guests. It was found that there was considerable uniformity of view of the workers, independant of hotel department, as to the attributes of their guests relative to their ethnic origin. The most significant distinction was that the Japanese, South East Asian and local Chinese were all linked together as sharing negative attributes, that is to say they were generally disliked by the hotel workers. Conversely, the Western people and other (compatriot) Chinese were generally perceived to have positive attributes and were less unwelcome. These findings are discussed in more detail in the paper.
The Market: International Journal of Business, 2020
Abstract Purpose – The study aims to investigate the presence of cultural diversity in selected global hotel brands in the United Kingdom, as well as the contribution of cultural diversity and how it impacts the operation of hotels. The presence of intercultural service encounters is discussed, alongside the intercultural characteristics of the hotel industry, finding that intercultural elements are more than well-established for internal affairs and internal and external customers of hotels. Methodology – A combination of data collection instruments and analysis approaches has been used involving semi-structured interviews with hotel management staff from different cultures and public space observations during check in and check out in the reception area and during dining at the café-bar and restaurant. Thematic analysis has been applied to interviews, public space observations and job advertisements using interpretive (hermeneutic) phenomenology. Findings – A global workforce in selected global hotels is seen as a competitive advantage under diversity management practices and contributes to overcoming intercultural challenges. Both British and non-British hotel staff acknowledge that provision of training and language support from their organisations would enhance their intercultural understanding and awareness. Although cultural diversity is highly valued, the participating hotels have not connected this value with the expansion of the intercultural skills of hotel staff in terms of learning and development and managing diversity adequately. Research limitations – The study has a normative character. Some of the arguments and interpretations should be established more firmly with cross-cultural research and examination of the international customer’s viewpoint. Practical implications – Equipping and expanding the skills of hotel staff with the appropriate learning and development opportunities should be seen as part of managing diversity in global hotel brands because of changes occurring in the global market and the industry. Originality/value – This study provides a framework for intercultural communication and intercultural affairs in the hotel sector. It fills a research gap in the United Kingdom by analysing hotel staff viewpoints on intercultural service encounters. Keywords – Cultural Diversity, Intercultural Communication, Managing Diversity, Intercultural Service Encounters, Hotels, Skills Paper type – Research paper Acknowledgments – The data for this paper comes from the author’s PhD dissertation (Daskalaki, 2016).
Journal of Intercultural Management, 2015
Hospitality organizations which are increasingly operating internationally create real challenges for their employees and managers to interact and effectively work with people from different cultural environments. Many problems may relate to intercultural communication between managers and employees as well as between employees and hotel guests from different cultural backgrounds. Therefore, the issue of intercultural communication has recently had an increasing reach in the hospitality industry.Cultural awareness, sensitivity and understanding of cultural differences should be perceived as a critical issue for business success. Therefore, the following questions still need answers from both academics and the business: What kind of challenges does the hospitality industry face in view of the multicultural diversity of its markets? What kind of managers’ skills and abilities, particularly in the case of entry-level managers, are strongly needed today to manage effectively multicultur...
Communication and collaboration in subsidiaries in China-Chinese and expatriate accounts
European Journal of Cross-Cultural …, 2011
The purpose of this article is to explore how Chinese and expatriate managers, working in subsidiaries of five MNCs, communicate and collaborate, what kind of cultural encounters they talk about and give prominence to in their accounts of critical incidents, how they reflect upon them/explain them, and how they cope with perceived similarities and differences to improve cross-cultural communication and collaboration within a global organisation. Using an inductive qualitative methodology and thematic analysis, the study draws on in-depth narrative interviews with 29 expatriate and 39 Chinese managers and experts. The specific value of this paper is that it explores a hitherto under-researched issue and provides insight into well-educated expatriate and Chinese managers' accounts of how they perceive themselves and others in a multicultural work context. In both groups, we find widely travelled, flexible and open-minded people, who are ready and have the capabilities to conduct cross-cultural leadership.