List of illustrations | p. x |
Preface | p. xii |
Acknowledgements | p. xiv |
1 Intercultural communication competence and managerial functions within the Australian hospitality and tourism service industries | p. 1 |
1.1 Statement of the research study | p. 1 |
1.2 Cultural diversity within Australian society and its organisations with reference to the Australian hospitality and tourism service industries | p. 4 |
1.3 Cultural diversity and managerial functions in Australia | p. 5 |
1.4 Cultural diversity and communication within the Australian hospitality and tourism service industries | p. 6 |
1.5 Theoretical perspectives on intercultural communication | p. 7 |
1.6 Justification for the study | p. 9 |
1.7 Research methodology | p. 11 |
1.8 Research aims | p. 11 |
1.9 Research objectives | p. 12 |
1.10 Research questions | p. 12 |
1.11 Structure of the research study | p. 13 |
1.12 Definitions of the terms used in this study | p. 14 |
2 Communication, culture and managerial functions | p. 17 |
2.1 The nexus between communication and management | p. 17 |
2.2 Communication | p. 19 |
2.3 Culture and communication | p. 21 |
2.4 What is culture? | p. 21 |
2.5 Major obstacles to intercultural communication | p. 23 |
2.6 Cultural diversity and communication | p. 28 |
2.7 Culture and management | p. 29 |
2.8 Australia's multiculturalism | p. 38 |
2.9 Australia's Anglo culture: dominant culture | p. 39 |
2.10 Benefits of cultural diversity | p. 42 |
2.11 Managing a culturally diverse workforce in Australia | p. 43 |
2.12 Key managerial functions | p. 44 |
2.13 Corporate culture | p. 49 |
3 Theoretical perspectives on intercultural communication | p. 51 |
3.1 English language as a "panacea" for ineffective intercultural communication | p. 51 |
3.2 Psychological theories of intercultural communication | p. 53 |
3.3 General systems theory of intercultural communication | p. 55 |
3.4 Uncertainty reduction theory of intercultural communication | p. 58 |
3.5 Convergence theory of intercultural communication | p. 65 |
3.6 Interpersonal theory of intercultural communication | p. 67 |
3.7 Intercultural communication competence defined | p. 73 |
3.8 Conclusion | p. 77 |
4 Profile of the Australian hospitality and tourism service industries: challenges of cultural diversity | p. 79 |
4.1 Introduction to the Australian hospitality and tourism service industries | p. 79 |
4.2 Challenges of cultural diversity within the Australian hospitality and tourism service industries | p. 80 |
4.3 The link between managerial communication and effective management performance within the Australian hospitality and tourism service industries | p. 84 |
4.4 Current weaknesses in management practices in the Australian hospitality and tourism service industries | p. 91 |
4.5 Profile of a culturally diverse clientele: implications for training in the Australian hospitality and tourism service industries | p. 94 |
4.6 Future demands for fluency in languages other than English (LOTE) for staff within the Australian hospitality and tourism service industries | p. 96 |
4.7 Profile of the hospitality/tourism training in Australia | p. 98 |
4.8 Conclusion | p. 106 |
5 Research methodology | p. 108 |
5.1 Research aims | p. 108 |
5.2 Research objectives | p. 108 |
5.3 Research questions | p. 109 |
5.4 Research methodology and rationale | p. 110 |
5.5 Methodology overview | p. 112 |
5.6 Profiles of representative organisations in brief | p. 114 |
5.7 Means of gaining relevant phenomenological information | p. 118 |
5.8 Phenomenological information collection procedure | p. 123 |
5.9 Ethical issues | p. 125 |
5.10 Further quality and bias checks | p. 125 |
6 Results and analysis | p. 127 |
6.1 Use of tables | p. 127 |
6.2 Research question no. 1 | p. 128 |
6.3 Research question no. 2 | p. 139 |
6.4 Research question no. 3 | p. 147 |
6.5 Research question no. 4 | p. 151 |
6.6 Research question no. 5 | p. 156 |
6.7 Research question no. 6 | p. 168 |
6.8 Research question no. 7 | p. 176 |
6.9 Research question no. 8 | p. 201 |
6.10 Conclusion | p. 202 |
7 Conclusion | p. 211 |
7.1 Introduction | p. 211 |
7.2 Rationale for the study | p. 211 |
7.3 Major contributions of this study | p. 219 |
7.4 Limitations of the study in this research | p. 220 |
7.5 Implications of the present study for management training | p. 220 |
7.6 Directions for further research | p. 221 |
Bibliography | p. 222 |
Index | p. 259 |