Here are some tips for effective cross-cultural communication:
- Learn as much as you can about the other culture's norms, values, communication styles, and business practices. Don't assume they are the same as your own.
- Be aware that things like personal space, eye contact, formality, time perception, and decision-making may differ across cultures.
- Avoid judging others based on your own cultural lens. Seek to understand their perspective.
- Communicate clearly and simply. Don't rely too heavily on nuance, sarcasm or implied meanings that could get lost in translation.
- Build trust and rapport before getting into important discussions or negotiations. Relationships matter more in some cultures.
Organizational Communication (Key Distinctions)Mira Magnaye
Presentation covers the directions of the communication, comparison between internal and external communications, and their significance in the organization.
A critical review of dominant leadership styles, including representative democracy when based on adversarial approaches to elections. An alternative, non-adversarial electoral method is proposed, learned, practiced and debriefed.
Organizational Communication (Key Distinctions)Mira Magnaye
Presentation covers the directions of the communication, comparison between internal and external communications, and their significance in the organization.
A critical review of dominant leadership styles, including representative democracy when based on adversarial approaches to elections. An alternative, non-adversarial electoral method is proposed, learned, practiced and debriefed.
What are communication skills? Communication skills are abilities you use when giving and receiving different kinds of information. Some examples include communicating ideas, feelings or what's happening around you. Communication skills involve listening, speaking, observing and empathizing....
Communication Process, Types and Models of CommunicationPrinson Rodrigues
Communication Process, Types and Models of Communication, Organizational Communication: Formal and Informal means of Communication; Types of Model: Linear, Interactive and Transactional Model.
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Empowering NextGen Mobility via Large Action Model Infrastructure (LAMI): pav...
Communication
1. Dr. Edwin B.R. Gbargaye
Instructor
Department of Public Administration
University of Liberia
Communication
2. Four Major Functions of
Communication
Communication serves four basic functions
within a group or organization:
1. Control
2. Motivation
3.. Emotional Expression
4. Information
3. • Communication acts to control member
behavior in several ways.
• Organizations have authority hierarchies and
formal guidelines that employees are required
to follow.
4. When employees are required to first
communicate any job – related grievance to
their immediate boss, to follow their job
descriptions, or to comply with company
policies, communication is performing a
control function.
5. • Informal communication contrasts behavior.
• When work group tease or harass a member
who produces too much they are formally
communicating with the member and
controlling his or her behavior.
6. • Communication fosters motivation by
clarifying for employees what is to be done,
how well they are doing, and what can be
done to improve performance if its subpar.
7. • The communications that takes place in the
group is a fundamental mechanism by which
members show their frustrations and feelings
of satisfaction.
• Communication provides an avenue for
expression of emotions and fulfillment of
social needs.
8. • Communication function is also related to its
role in facilitating decision making.
• It provides the information that individuals
and groups need to make decisions by
transforming the data to identify and evaluate
choices.
What if?
Why
not?
www.forbes.com
9. The Communication Process
• Before communication can take place, a purpose, expressed as a message to
be conveyed , is needed.
• It passes between a sender and a receiver.
• The message is encoded (converted to a symbolic form) and passed by way of
some medium (channel) to the receiver, who retranslates (decodes) the
message initiated by the sender.
• Before communication can take place, a purpose, expressed as a
message to be conveyed , is needed.
• It passes between a sender and a receiver.
10. Definition of Communication
• Communication
can flow vertically
or laterally.
• The vertical
dimensions can be
further divided
into downward
and upward.
11. Downward
• Communication that flows from one level of a
group or organization to a lower level is a
downward communication.
12. • The vertical dimension can be further
downward communication .
13. Upward
• Upward communication: flows to a higher
level in the group or organization. It’s used to
provide feedback to higher ups, inform them
of progress toward goals, and relay current
problems.
14. • Upward communication takes place among
members of the same work group, among
members of work groups at the same level,
among managers at the same level, or among
any horizontally.
15. • Some organizational examples of upward
communication are performance reports
prepared by lower management for review by
middle and top management, suggestion
boxes, employee attitude surveys, grievance
procedures , superior-subordinate discussion
and informal “gripe” sessions in which
employees have the opportunity to identify
and discuss problems with their boos or
representatives.
16. Lateral
It includes horizontal flow of information, with people on the
same or similar organizational levels, and diagonal flow, with
people at different levels who have no direct reporting
relationships. The lateral communication is used to speed up
information flow, to improve understanding, and to coordinate
efforts for the achievement of organizational objectives
17. Interpersonal Communication
• A question is asked; how do group members
transfer meaning between and among each
other?
• There are three basic methods . People
essentially rely on oral, written, and nonverbal
communication.
18. Oral Communication
• The chief means of conveying messages is oral
communication. Speeches, formal one-on-
one and group discussions, and the informal
rumor mill or grapevine are popular forms of
oral communication.
• The advantages of oral communication are
speed and feedback.
19. • A verbal usage can be conveyed and a
response received in a minimal amount of
time.
• The major disadvantage of oral
communication surfaces in organizations or
whenever the message has to be passed
through a number of people.
20. • The more people a message must pass
through, the greater the potential distortion.
• Each person interprets the message in his or
her own way.
• The message content, when it reaches its
destination, is very often different from that
of the original.
21. • In an organization, where decisions and other
communiqués are verbally passed up and
down the authority hierarchy, there are
considerable opportunities for messages to
become distorted.
22. Written Communication
• Written communication include memos,
letters, fax transmissions, electronic mail,
instant messaging, organizational periodicals,
notices placed on bulletin boards, or any other
device that is transmitted via written words or
symbols.
23. • Why would a sender choose to use written
communications?
• They are tangible and verifiable.
• Typically, both the sender and receiver have a
record of the communication. The message
can be stored for an indefinite period of time.
24. Non Verbal Communication
• Every time we verbally give a
message to someone, we
also impart a non-verbal
message. In some instances,
the nonverbal component
may stand alone.
• Example; in a singles bar, a
glance, a stare, a smile, a
frown, or a provocative body
movement all convey
meaning.
25. • Nonverbal communication-includes body
movements, the intonations or emphasis we
give to words,,, facial expressions, and the
physical distance between the sender and
receiver.
26. • It can be argued that every body movement
has a meaning and no movement is
accidental.
• Body language adds to and often complicates,
verbal communication.
27. The Grapevine
• The formal system is not the only
communication network in a group or
organization.
• There is also an informal one, which is called
the grapevine. And while the grapevine may
be informal, this doesn’t mean it’s not an
important source of information
28. • For instance, a recent survey found that 75
percent of employees hear about matters first
through rumors on the grapevine.
• The grapevine has three main characteristics.
29. • First, it is not controlled by management.
• Second, it is perceived by most employees as
being more believable and reliable than
formal communiqués issued by top
management.
30. • Thirdly, it is largely used to serve the self-
interests of the people within it.
31. Knowledge Management
• KM is a process of organizing and distributing
an organization’s collective wisdom so the
right information gets to the right people at
the right time.
32. • Knowledge management is
increasingly important today
for at least three reasons. First,
in many organizations,
intellectual assets are now as
important as physical or
financial assets.
• Organizations that can quickly
and efficiently tap into their
employees’ collective
experience and wisdom and
more likely to “outsmart” their
competition.
33. • Second, as baby boomers begin to leave the
workforce, there is an increasing awareness
that they represent a wealth of knowledge
that will be lost if there are no attempts to
capture it.
• A third is a well designed KM system will
reduce redundancy and make the organization
more efficient.
34. • For instance, when employees in a large
organization undertake a new project, they
needn’t start from scratch.
• KM system can allow them to access what
previous employees have learned and cut
wasteful time retracting a path that has
already been traveled.
35. Barriers to Effective
Communication
• A number of barriers can retard or distort
effective communication.
• This is the highlight of the more important
barriers.
36. Filtering
• Filtering refers to a sender’s purposely
manipulating information so it will be seen
more favorably by the receiver.
• Example, when a manager tells his boss what
he feels his boss wants to hear , he is filtering
information.
37. • The major determinant of
filtering is the number of levels
in an organization’s structure.
The more vertical levels in the
organization’s hierarchy, the
more opportunities there are
for filtering.
• You can expect filtering to
occur wherever there are status
differences.
38. • Factors like fear of conveying bad news and
the desire to please one’s boss often lead
employees to tell their superiors what they
think those superiors want to hear, thus
distorting upward communications.
39. Selective Perception
• The receiver , in the
communication process, sees
and hears things in a selective
way, based on his needs,
motivations, experience,
background, and other
personal characteristics.
• The receiver also projects his
interests and expectations into
communications as he decodes
them.
40. • The employment interviewer who expects a
female job candidate to put family before
career is likely to see that priority in female
candidates, regardless of whether the
candidates feel that way or not.
41. Information overload
• Individuals have a finite capacity for
processing data.
• When the information we have to work with
exceeds our processing capacity, the result is
information overload.
42. • And with emails, phone calls, faxes, meetings,
and the need to keep current in one’s field, more
and more managers and professionals are
complaining that they are suffering overload.
• What happens when individual have more
information than they can sort out and use?
43. • They tend to select out, ignore, pass over, or
forget information. Or they may put off
further processing until the overload, situation
is over.
• Regardless, the result is lost information and
less effective communication.
44. Gender Styles
• Men and Women use oral communication for
different reasons. Consequently, gender
becomes a barrier to effective communication
between the sexes.
• Research evidence indicates that men use talk
to emphasize status, whereas women use it to
create connection.
45. • That is, men speak and hear language of
status and independence, and women speak
and hear a language of connection and
intimacy.
• So, for many men, conversations are primarily
a means to preserve independence and
maintain status in a hierarchical social order.
46. • For many women, conversations are
negotiations for closeness in which people try
to seek and give confirmation and support.
• For example, men frequently complain that
women talk on and on about their problems.
• Women criticize men for not listening.
47. • What’s happening is that when men hear a
problem, they want to assert their desire for
independence and control by providing
solutions.
• Women, on the other hand, view relating a
problem as a way to promote closeness.
48. • The women present the problem to gain
support and connection not to get the male’s
advice.
49. Emotions
• How the receiver feels at
the time of receipt of a
communication message
will influence how he or
she interprets it.
• The same message
received when you are
angry or distraught is
often interpreted
differently from when
you are happy.
50. • Extreme emotions such as jubilation or
depression are most likely to hinder effective
communication.
• In such instances, we are most prone to disregard
our rational and objective thinking processes and
substitute emotional judgments.
51. Cross –Cultural Communication
• Effective communication is difficult under the
best of conditions.
• Cross-cultural factors clearly create the
potential for increased communication
problems.
52. • The process of encoding and decoding of
messages into symbols is based for all people.
• The greater the difference in backgrounds
between sender and receiver, the greater the
differences in meanings attached to particular
words or behaviors.
53. • People from different cultures, see,
interpret, and evaluate things
differently, and consequently act on
them differently.
54. Cultural Context
• A better understanding of cultural barriers and
their implications for communicating across
cultures can be achieved by considering the
concepts of high-and low-context.
• Cultures tend to differ in the importance to
which context influences the meaning that
individuals take from what is actually said or
written according to whom the other person
is.
55. • Countries such as China, Vietnam, and Saudi
Arabia are high –context cultures.
• People from these countries rely heavily on
nonverbal and subtle situational cues when
communicating with others.
• What is not said may be more significant than
what is said.
56. • In these cultures, a person’s
official status, place in
society, and reputation
carry considerable weight in
communication .
• In contrast, people from
Europe and North America
reflect their low-context
cultures.
• They rely essentially on
words to convey meaning.
Body language or formal
titles are secondary to
spoken and written words.
57. • What do these contextual differences mean in
terms of communication?
• Actually, quite a lot.
• Communication in high-context cultures
implies considerably more trust by parties.
58. Cultural Guide
• When communicating with people from a
different culture, what can you do to reduce
misperceptions, misinterpretations, and
misevaluations?