Las Barreras En La Comunicacion

Barriers of communication
Cultural barriers
Culture is one of the biggest barriers while communicating on an international level. Effective communication indulging the audience of different cultures is challenging. The cultures provides the people with the way of seeing things, way of thinking, hearing and interpreting the world. So that means, the same words could be having different meaningsto people from different culture even when the language used is common. If the language is different, that worsens the situation because of the process of translation used to communicate which leads to a greater potential misunderstanding
Behavior Constraints
* The ways people behave from different cultures. This can be as simple as eye contact or how close you should be to somebody. In theUnited States, eye contact should be sporadic and people should stand at least three feet apart. In Europe, eye contact is considered "close to staring," and closeness can be defined by inches. It can also be as complex as how much information one gives another while talking. In the United States, politeness and restraint is practiced, while in Arab cultures, people often say what they mean.Every culture regulates its behavior differently.
Emotional Constraints
* Each culture has rules that tell us how emotional we can be in a situation. Italians are generally open about their emotions, with hugs and kisses alternating between angry shouting and gesturing. British people, however, are more reserved and keep their emotions close at hand. This can cause problems when theseapproaches meet. The British may think Italians are rude in their emotional wildness, while the Italians may see the British as uptight. This varies in approach between each culture.

Intercultural communication gap in Toyota
GENEVA – Whatever happens to Toyota following the forced recall of millions of its autos, its story will remain legendary. Toyota’s rise from humble origins as the “offspring” ofa family textile machinery company in a remote area of central Japan to become the dominant global automobile maker and a synonym for quality is astonishing. Along with a small number of other Japanese corporate icons – for example, Sony, Honda, and Canon – Toyota was the bright star of the Japanese economic miracle and global challenge.
It remains to be seen whether Toyota’s current problemsare temporary or irreversible. Its current difficulties notwithstanding, it retains tremendous advantages – and in any case, the competition is not that much greater. But, to ensure their global position, Toyota – and most other Japanese multinational corporations – needs a cultural transformation.
As was vividly illustrated by the delays by its chairman and CEO (and grandson of the founder),Akio Toyoda, in responding to calls to appear before the US Congress, Toyota has a serious global communication problem. That problem is a reflection of a broader Japanese weakness in foreign languages, especially English. But as a dominant global player and the world’s biggest automobile company, that excuse is just not good enough.
I have had a close acquaintance with Toyota for three decades.In the 1980’s, as Western corporations in diverse sectors faced the onslaught of what was seen as the daunting Japanese challenge, I accompanied Western managers to Japan to learn about the country and its management and production techniques. This invariably included visits to Toyota factories. It was well worth it – and almost certainly still is – as the Toyota Production System deservesadmiration and emulation.
In the course of the decade, however, I noticed a subtle change. By the latter part of the decade, Western management delegations continued to be politely received, but more often than not professional guides were appointed to show them around, and there was no dialogue with the Toyota managers, who previously had been keen to teach and learn. On the contrary, there was an...