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Student’s name
Course Name
Professor’s Name
Date
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Some Canadian companies appear to have no international business dealings. Do these
companies need to be concerned with intercultural communications? Explain, using
concepts from this course.
Multicultural workplaces and global business are becoming more prevalent. As a result, studying
different cultures is no longer a choice, it is required. Your commonly used communication
choices, from the words you choose to the channel you choose to the tone and timing of your
message, are impacted by your culture and a number of distinct features that define you. Bear in
mind that your company audience consists of other people who each have their own cultural and
social influences in addition to their own distinct individual traits.
Every workplace in Canada is diverse, with people from all over the world contributing to the
success of the company. Although the word "Intercultural Communications" may conjure up
images of a communication between two persons from different nations, it would be true to
claim that a corporation should be engaged with intercultural communications even if it doesn't
have any international dealings.
It is a mistake to become imprisoned by inflexible cultural preconceptions, oversimplified
"single narrative" pictures, or group generalizations. While stereotypes may accurately reflect a
widely recognized cultural norm, assuming that everyone in that society adheres to that norm
ignores the fact that people are unique.
Ethnocentrism is the conscious or unconscious idea that one's own cultural norms are superior to
all others and that others aspire to mimic them. Numerous businesses in Canada do not conduct
foreign business but recruit workers from all ethnic origins, and many Canadians bully Asians
which makes them hate their jobs.
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Canadian companies need to engage with people in the right manner so as to also enhance the
companies’ image.
Why are some emails difficult to understand? How can the ACE model help us?
A variety of factors contribute to the difficulty in understanding some emails and PowerPoint
presentations. The efficacy of emails and presentations might be diminished if the structure,
content, and delivery are not properly planned. Not giving enough consideration to the target
audience and the message's purpose.
Analyze
Before sending out an email, an analysis is important. You have to conduct an analysis of the
audience. Unless and until you properly evaluate your target, you cannot be positive that your
message will be appropriate in terms of content, format, and timing. Analyze the purpose of
communication. Clarifying your purpose as well as your desired outcome can assist you in
making the best decisions when it comes time to create a successful email.
Evaluation
Utilize the information gleaned from your analysis to plan your message in such a way that it
has the best possibility of efficiently accomplishing your objective. Determine the content that
you require and pay close attention to its organization. Your email should naturally flow and
make sense from the standpoint of your audience. Once you've established this plan, you'll be
more equipped to craft an effective message.
Make a point of rereading, amending, and editing your written correspondence before to
submitting. Inexperienced business writers usually skip the writing assessment stage in favor
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of treating their initial draft as a final work. Professional business writers are well aware that a
first draft is rarely sufficient. If you hurriedly write your first draft in order to get your ideas
down on paper, you risk incorporating incomplete thoughts, strange words, and grammatical
errors that computer editing tools such as spell and grammar checks will discover.
Additionally, by the time you finish your first draft, your initial ideas may have been revised
or reorganized. Prior to sending the email, you can make such alterations during the assessing
step.
You run the design review team for a manufacturer of high-performance motorcycles.
Unfortunately, things are not going well. The design engineers and marketing strategists
keep arguing about which should be a higher priority: performance or esthetics, and the
accountants say that both groups are excessively increasing the cost of the new model by
adding too many new features. Everyone has valid points to make but the team is getting
bogged down in conflict. Using concepts from this course, explain how you could resolve
the stalemate, and why this could work.
To collaborate effectively, team members must trust one another and believe everybody is
looking out for the team's best interests. This means that you, as a valuable team member,
must demonstrate that you are deserving of that trust. Without judgment or criticism, listen to
your teammates and allow everyone an opportunity to participate in decision-making.
Respond positively to others' input and resolve disputes as they emerge, rather than allowing
them to fester silently and eroding team cohesion.
When you work with others, conflict is unavoidable. Conflict can manifest itself in a variety
of ways, including debates over how to handle situations, complaints about efficiency or
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equality, criticism of others' behavior, and personality clashes between individuals who
simply do not get along.
Having identified the cause of conflict, I will select the appropriate management technique
which in this case is Compromise. No one’s opinion is wrong, so they just have to accept that
they all have valid points and that should be no cause for conflict. Compromise will work
because everyone gets what they want, there is no winner or loser.
Dave's last presentation to the Board of Directors was not well received. However, he is
not sure why. The information was interesting and should have been interesting to the
audience. Halfway through, Dave noticed people were texting, drawing, and even
yawning. Using concepts from this course, what would you suggest to Dave to improve
the introduction portion of a presentation? How about improving the delivery of
the presentation
Compose an enticing introduction that engages the audience
The purpose of the presentation's introduction is fourfold:
• Develop a relationship with your audience
· Engage the audience's interest
• Activate your audience's interest in your presentation and your objective
• Establish a direction or framework for the remainder of the presentation
Your audience will take an interest in your presentation if they believe it will benefit them. Is
there a problem that you intend to solve for your audience? Is it necessary to change? Are you
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identifying an opportunity for them to seize? Is there a particular way that will assist your
audience?
Audiences can easily become disoriented and bored if they are unable to predict the
presentation's unexpected turns. By providing explicit guidance concerning the topic at the start
of the presentation, you can ensure that your audience stays on track and follows your logic. This
"roadmap" is subsequently transformed into your agenda.
A presentation is easy to follow when it is organized clearly and simply. Within that
organization, you can include as much data as necessary to accomplish your objective, as long as
you take priority points that are relevant to the audience, keep the number of major points to a
minimum, and make the relationship between points clear through the use of recognizable
patterns. A visual map can assist you in determining the relationship between concepts.
Pose a query. Questions engage your audience quickly and get engrossed in your presentation.
Your question can be real, one that you truly want people in your audience to respond to, either
verbally or through a show of hands. Alternatively, your query could be a rhetorical one that you
intend to answer yourself.

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