When acting as a sender, a manager must make it a point to know the receiver and to encode the message in a form that will most likely be understood as intended. On the manager's part, this requires an awareness of his or her own cultural baggage and how it affects the communication process. In other words, what kinds of behaviors does the message imply, and how will they be perceived by the receiver? The way to anticipate the most likely meaning that the receiver will attach to the message is to internalize honest cultural empathy with that person. What is the cultural background-the societal, economic, and organizational context-in which this communication is taking place? What are this person's expectations regarding the situation, what are the two parties' relative positions, and what might develop from this communication? What kinds of transactions and behaviors is this person used to? Cultural sensitivity (discussed in Chapter 3. is really just a matter of understanding the other person, the context, and how the person will respond to the context.
Developing Cultural Sensitivity : Communication article from Comparative Management Catagory Developing Cultural Sensitivity
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