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Essay / Research Paper Abstract
This 11 page paper considers the different barriers that may exist for an international organisations to be able to communicate with employees and other stakeholders. The paper considers issues such as monochronic and polychromic cultures, non verbal communication, the use of language and the wider social environment. The bibliography cites 15 sources.
Page Count:
11 pages (~225 words per page)
File: TS14_TEcomuni.rtf
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Unformatted sample text from the term paper:
leading from the front, being a member of the team, inclusive and exclusive policies all have some common features. One of the most important features is the role of communication
within an organisations. The leader must be in a position to both leader and listen, communication is their primary tool, to gain support, maximise the use of resources, including labour
and create an environment that is conducive to the company culture and the strategic goals. There are many different styles of
culture and therefore leadership. Perhaps the oldest and most traditional is the theory that we associate with bureaucratic organisations in terms of hierarchies and is often associated for a military
style of management, this is the chain of command. Here we may have an employee who is answerable to a floor supervisor, who is answerable to a section manager, who
is then answerable to a department manager, who then answers to another middle manger, and the chain goers up until it reaches then top of the company. The
chain of command is set and rigid, however, as part of this there is also a formalised version of communications. The route that communication may take can be seen
as ineffective in some instances, with the bureaucracy slowing down the transference of the information, both up and down the chain, however, it does give a strong basis on the
way that communication can take place and be ascertaining, valued and judged before it is used. One company that has made good use of this style of management is
Citibank, they even have had a war room set up to assimilate and plan strategy, a place where communications end up and originate form (Thompson, 1998).
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