This paper is based on a case study that compares and highlights specific nuances of Indian and Japanese communication in a formal work context. The objective of this paper is to present a comparison of certain features of Indian and Japanese communication. It is a qualitative study based on participant and natural observation conducted on a small sample of Japanese and Indian managers within the context of an organization. As a synthesis, this paper proposes a framework of cross-cultural communication competence that focuses on certain individual level elements involved in the cross-cultural adaptation process. In conclusion, a three-stage transition model of personal change is deduced and presented.

This is an era of globalization. In today's business context, the single biggest barrier to the success of any company is lack of cross-cultural understanding. With companies operating as Multinational Corporations (MNCs), it is very important for the parent company to understand the culture of different countries it operates in. This understanding is gained by the managers in the process of transacting with the host country employees and customers. Understanding and appreciating intercultural differences ultimately promotes clearer communication, breaks down barriers, builds trust, strengthens relationships, opens horizons and yields tangible results in terms of success of business

Globalization, continuous organizational change, and communication technology are the three driving forces that intensify the traditional challenges of multicultural teams and additionally introduce new challenges (Liu and Lee, 2008). The growth of globalization of business has made it vital for people from different cultural backgrounds to work together (Thomas and Ely, 1996). Managers of MNCs need to understand the role of intercultural communication competence in achieving cohesiveness in diverse environments involving global teams. More sophisticated knowledge and training in intercultural communication skills and multicultural team building are important (Bennett, 1997).

Soft Skills Journal, Cross-Cultural Communication, Multinational Corporations, Communication Technology, Multicultural Teams, Globalization, Cultural Expectations, Business Communication, Multinational Enterprises, Cross Border Transactions, Communication Skills.