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The third dimension of intercultural competence is the behavior component. It concerns verbal and non-verbal communication. Indeed, each culture has its own way to communicate and when we are in a multicultural situation, that is to say when we are in touch with people from different nationalities, our way of communication can blame other.

If we attend to a meeting of a multicultural team where the manager and other members are not aware of differences, we may see some mistakes which risk to install a bad atmosphere in the team. Indeed, the way we communicate can set some barriers and problems. First, there are of course problems caused by the language barrier. When we go abroad for more than few days, it is important to learn the language, but we can use the international language: English. Nevertheless, we have to be careful because even if we speak the same language, misunderstandings can exist because of different accents, jargons, words meanings…Even though between an American and a British, there are differences as concerns words meaning. Besides, some words can be untranslatable. Then, we do not have to forget that between 65 to 90% (according to Knapp) of what we communicate is nonverbal. People have to be careful with the body language (posture, gesture, eyes contact or facial expression), vocal qualities, space around you (some cultures use to speak with people with a closer attitude than other, differences between Latinos people and the British enable to illustrate that) and greeting behaviors. This last one gives the first impression about someone; therefore to inform about the way people greet is not useless. Verbal and nonverbal communication concern face to face meeting; however communication does not stop here, people has to keep contact, and there are also efforts to do. The message structure, the channel and the format are also influenced by cultural norms. Some cultures are direct in their business message, whereas that can be considered as rude in other culture. Sometimes oral agreement is enough to conclude a contract whereas in a low context culture (cf. part I) a written agreement is necessary. The choice of the channel is not to put aside. People have to see what technology is available, compatible and acceptable in another culture, if they prefer to receive a phone call, or just an email.

Lots of things have to be taken into account to hope appealing the audience and do not make them feeling threatened. The behavioral component is a way to see if people acquired other competences. For example if a multicultural team manager understood differences there are between different nationalities, as concern the place that the work takes in their life (huge place in Japanese’s life and low in Latino countries), they will adapt their way of work. They will probably have to take time to speak about other subjects around coffee with people for whom work is just a part of their life. Some authors agreed to say that it is the key for a manager to reach their objectives. In 2000, Barmayer calls this component the “Conative dimension” and it is the “doi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。