TOURISM AND COMMUNICATION

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TOURISM AND COMMUNICATION

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Institution

Tourism has contributed significantly to the cultural, social, and economic growth of many nations. Developing sophisticated communication strategies ensures a country receives more visitors and maintains them. Moreover, most companies in the tourism industry conduct surveys on their employees to determine the effect of cross cultural communication. The increased need for international businesses has also contributed many tourism companies to implement new resources to cross cultural management. On the other hand, communication between two people from different backgrounds is easily misled. A person’s cultural basis significantly influences the adopted behavior in relation to other human being and modifies the attitude towards other people (Kusluvan, 2003). The survey conducted identifies the respondent as a person who has immense respect for culture. My own respected on culture and other people’s culture in regard to values creates a perfect communication with people from other cultures. In addition, the respondent does not jump into actions by intervening in the most appropriate manner.

According to Xie (2009), China holds the greatest respect for overseas tourists from different backgrounds. People touring China from other countries always find a prevailing welcome since Chinese identifies all radiations and cultures. The main agenda for having cross cultural surveys is to ensure tour guides can easily propagate cultures and believes of visitors for easier communication. Tourism industry provides excellent opportunities for friendly communication and mutual understanding among peoples from different countries. Recognition of own language and cultural biases provides a better chance for an individual to communicate with others. In addition, cross cultural and communication surveys prevent cultural conflicts whereby tour guides ought to respect other people’s customs and cultural values. Moreover, the exercise empowers tourism cross cultural communication concerns to increase employees’ competence in the tourism industry.

Cross cultural communication also calls for international business managers to plan strategies capable of performing in economic systems. Managers come up with perfect consultation services capable of communicating any positive implementations and changes. The full participation in all programs within the industry gives success to all implementations that promote cross cultural communication. According to Steers, Runde & Nardon (2010), a well planned tourism cross cultural communication strategy gives an organization an opportunity to build firm foundations for consultation, and development of an excellent relationship with other potential partners. It makes it easier for a tourism company to deal with all cultural issues, and also create an effective communication channel between staff members and visitors. Moreover, the process assists in developing a stable environment for visitors encouraging them to visit more and stay for long.

Finally, cross cultural communication creates a great impact to the international hotel and tourism management sector. The impact is measured depending on the level of success or failure of an international company. A well established synergy between managerial values and business culture helps in developing cross cultural practices that promote acceptable communication skills. Moreover, tourism has become highly competitive, and hotels should ensure they offer unique services in order to outdo the emerging markets. Global competition also affects hotel management due to the presence of other established areas around the globe. Well planned communication system makes the most effective organization structure. Cultural factors are intercepted by communication and organization. The most crucial aspect in cross cultural communication involves taking the most appropriate approach that may include, face to face or via the internet. The channels of communication used should aim at delivering messages to all parties irrespective of culture (Kusluvan, 2003).

References

Kusluvan, S. (2003). Managing employee attitudes and behaviors in the tourism and hospitality

industry. New York: Nova Science Publishers.

Steers, R. M., Runde, C., & Nardon, L. (2010). Management across cultures: challenges and

strategies. Cambridge: Cambridge University Press.

Xie, Y. (2009). “Tourism Cross-cultural Propagation and the Corresponding Requirements for

Foreign Language-speaking Tour Guides”, International Journal of Business Management. Vol. 4, No. 11, pp. 24-27.