Intercultural communication is now a common experience as a result of globalisation. It is extremely important to understanding how culture impacts on employee relationships and communication as it can affect the success of multinational and culturally diverse businesses. Hofstede (1984) defines culture as “the mental programming of the mind which distinguishes the members of one human group from another”. Intercultural communication refers to the communication between people from different cultures. According to Samovar and Porter (1991), intercultural communication occurs whenever a message is produced by a member of one culture to a member of another culture, the message must be understood. Because of cultural differences in these kinds of contacts, there is a large opportunity for miscommunications, misunderstanding and disagreement. To reduce this risk, it is important to know intercultural communication. This essay is about intercultural communication and possible issues which may arise in communication due to the team being made up of two different cultures. In this essay, it will focus on two cultures where members from Japan and Australia who are working together on a project as a team which has some face-to-face communication and at other times virtual. In the next section, it would analysis the differences of the two cultures using Hofstede's cultural dimensions and other dimensions of culture and how these dimensions might influence communication between members of the team.
Power distance is one of the Hofstede’s dimensions of culture which can examine the differences between cultures. Power distance refers to the acceptance of unequal power distribution. It is the extent to which power in an orgainisation is distributed and the extent to which people accept inequality in power and status as normal (Bordia, Crossman & Bretag 2008, p.303). According to Hofstede’s model, Japan is considered as a high power culture with a