Effective Interpersonal Communication for Foreign Managers to Indonesian - CO Workers
DOI:
https://doi.org/10.21512/bbr.v5i1.1204Keywords:
effective interpersonal communication, foreign manager, local co-worker, community of practiceAbstract
Interpersonal communication tends to guide the way of management in companies worldwide. For multinational company, where expatriate is exist to blend with local partners or employee, the way they communicate to each other will determine the future of their company communication activities. The result of this research could be utilized by foreign managers and their Indonesian colleagues. Based on this research, which is supported by qualitative and literature methods, it can be found the effective method of communication to enhance job performance. The purpose of qualitative method that used by the author is to gain much information from employees and foreign managers in several companies. Besides interviewing them, author also joined in their interpersonal. The effective way of interpersonal communication to improve employee working performance is to form a sharing forum, informal meetings or communities of practice.
Plum Analytics
References
Berrisford, S. (2005) Using Appreciative Inquiry to Drive Change at the BBC. Strategic
Communication Management 9, 3.
Davis, K and Newstorm, J.W. (1985). Human Behavior at Work: Organizational Behavior, Seventh
Edition, New York: McGraw-Hill.
Deresky, Helen. (2011). International Management Managing Across Borders and Cultures, Seventh
Edition. Pearson.
Ellemers, N., Spears, R., B. Doosje. (2002). Self and Social Identity. Annual Review of Psychology,
Fenton, T. (2008, January). Inside the WorldBlu List: 1-800-Got-Junk?’s CEO. Why ‘Being
Democratic is Extremely important to Maintaining Our Competitive Advantage. Conducted at
Atlanta: WorldBlu.
George. B. Whitfield. (2006). Executive Orientation Services of Jakarta (EOS).
Hall and Hall; K. Wolfson and W.B. Pearce. (1983). A Cross-Cultural Comparison of the Implication
of Self-discovery on Conversation Logics. Communication Quarterly, 31.
Hardjono, J. (2005, August). Can Indonesia Hold? Herb Feith Lecture. Lecture conducted from
Monash University, in association with ABC Radio Australia and the Melbourne Institute of
Asian Language & Societies, University of Melbourne.
Harris, P., Moran, R. (1987). Managing Cultural Differences, Houston: Gulf.
Leibold, M., Probst, G., Gibbert. M. (2005). Strategic Management in the Knowledge Economy.
Second Edition. Wiley.
Luthans, F.F. (2002). Positive Organizational Behavior: Developing and Managing Psychological
Strengths. Academy of Management Executive 16, 1.
Martha Maznevski, (2008, December). How cultural intelligence can improve performance: Adapting
abroad while being yourself. The Jakarta Post. Diakses dari http://www.thejakartapost.com/news/2008/12/31/how-cultural-intelligence-can-improveperformance-
adapting-abroad-while-being-yourself
McShane, Von Glinow. (2010). Organizational Behavior, Fifth Edition. McGraw-Hill International
Edition.
Mintzberg, H. (1973). The Nature of the Managerial Work. New York: Harper and Row.
Notowidigdo, P., (August 2001). Useful framework of managing cultural differences. The Jakarta
Post. Diakses dari http://www.thejakartapost.com/news/2001/08/04/useful-frameworkmanaging-
cultural-differences.html
Rodwell, R. (August 2005) Regular Staff Meetings Help Build Morale. South China Morning Post,
Hong Kong, 27, 4.
Rupa-Pratirupa. Man & Mask. February 20th – April 12th 1998. (1999). Matighar. IGNCA. Diakses
dari http://ignca.nic.in/ex_0032.htm.
Siti Zulaiha. (2008). Communities of Practice sebagai Sarana Efektif berbagi Pengetahuan dalam suatu
Organisasi. Conference and National Meeting of Information Technology and Communication
for Indonesia. May 21-23 ,2008. Jakarta.
Thomas, D.C., Inkson, K. (2004) Cultural Intelligence: People Skills for Global Business, San
Francisco: Bernett-Koehler.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:
a. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License - Share Alike that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
b. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
c. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
USER RIGHTS
All articles published Open Access will be immediately and permanently free for everyone to read and download. We are continuously working with our author communities to select the best choice of license options, currently being defined for this journal as follows: Creative Commons Attribution-Share Alike (CC BY-SA)
