{"id":2626,"date":"2018-07-03T11:53:56","date_gmt":"2018-07-03T09:53:56","guid":{"rendered":"https:\/\/www.m-q.ch\/?p=2626"},"modified":"2018-07-03T12:00:41","modified_gmt":"2018-07-03T10:00:41","slug":"a-checklist-for-english-in-corporate-management","status":"publish","type":"post","link":"https:\/\/www.m-q.ch\/en\/a-checklist-for-english-in-corporate-management\/","title":{"rendered":"A checklist for English in corporate management"},"content":{"rendered":"
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In her research, Komori-Glatz devoted herself to a synthesis of economic and linguistic publications. (Image: zVg)<\/figcaption><\/figure>\n<\/div>\n<\/div>\n
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In her research on management English, Miya Komori-Glatz focuses on the general language of work. It primarily revolves around a language that circulates in teams and develops in specific work settings. Often it is a language that is not used as a mother tongue. Establishing such a \"universal language,\" however, Komori-Glatz said, results in \"lots of mistakes.\" There are, however, positive signs in terms of teamwork, he said.<\/p>\n<\/div>\n

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Actually, it's everyday life: international teams work and travel in different language circles. But not everyone finds it easy to deal with a foreign language such as English as a working language. \"The changeover within a company from German as the language used to work in to English represents a major transition and is difficult for many employees,\" says the researcher from the WU Institute for English Business Communication. - Many even lack a language concept!<\/p>\n<\/div>\n

Opportunity and challenge for teams<\/strong><\/p>\n

\"The central question is always how all employees can be reached linguistically and how information barriers can be avoided,\" says the researcher. It became clear that linguistic and communicative competence in English can be a decisive power factor in the company, which can result in advantages or disadvantages for the employees, depending on the situation.<\/p>\n

\"But at the same time, in another study of our own, we see that linguistic competencies can also develop collaboratively in teams.\" For this finding, Komori-Glatz observed and interviewed English-speaking working groups of students. It turns out that the groups developed their own conceptualizations, vocabulary, and communicative practices as they worked together. \"The students developed together socially as well as professionally. The process of understanding was also accompanied by a shared vocabulary. They adapted not only the content, but also the way of saying something to each other,\" says Komori-Glatz, \"This indicates that - provided that the staff are consciously committed to it - a joint, inclusive development and learning process can emerge. This is how you successfully get where you want to go.\"<\/p>\n

From the kitchenette to the meeting room<\/h4>\n

However, in order to actually keep all communication channels open between employees, both among themselves and to managers and the company headquarters, the requirements are high. Particularly crucial here is the flexibility to react when information does not reach everyone or barriers arise. \"It does not always make sense to offer all information in English only - especially when there is not yet a uniform language level in the company. If managers want to facilitate communication among multicultural employees from the tea kitchen to the meeting room, it requires the flexibility to also offer information in addition still in the predominant native language to avoid knowledge gaps and fluctuating power relations to the information advantage and disadvantage,\" says Komori-Glatz. \"At the same time, it is important that new employees also feel comfortable in the company and are not excluded by the national language.\"<\/p>\n

Five points to consider<\/h4>\n

Establishing a working language brings with it many pitfalls, but also many opportunities, she says. \"In order to optimise information flows in the company, it is above all important to recognise potential barriers and opportunities. Where are the linguistic competences of the employees? Where can so-called \"language clusters\", i.e. groups of employees with a common language, form and how can this lead to advantages or disadvantages?\", Komori-Glatz explains. And there are also many other things to consider:<\/p>\n