The mini-research deals with the nature, structure and functions of managers’ intercultural professional interaction competence as a form of social interaction. Managers are the leading element in the social interaction “businesses – society”, on the one hand, they bear the burden of social responsibility, on the other, they have to sacrifice their individual values to meet the requirements of their companies and company’s owners and make professional decisions that conflict their personal ones. It may lead to “moral schizophrenia‟ [1, p. 25], because managers lack knowledge of social problems, skills of a decision-maker, and experience in this field. The analysis of the scientific research in this field has shown that the term “intercultural competence” is mostly conceptualized as an individual’s capacity to interact with people who represent different cultures. But the term “intercultural professional interaction competence” has not been defined yet. The nature, structure and functions of the phenomenon have been identified on the multidisciplinary approach base as the following: it is a joint productive activity based on agent-agent relations; it is a form of social responsibility; the nature of intercultural professional interaction is communication that has the multilevel structure; each level of the structure has its aim, function, means of interaction that influence the communicating strategy of conversational partners and, therefore, the outcome of intercultural professional interaction. The article highlights pedagogical conditions of training managers intercultural professional interaction as one of managers’ professional competence, such as: 1) creation of intercultural professional communicative learning environment; 2) facilitating communication; 3) students’ self-managed and autonomous learning. The principles specific for training will-be managers the professional intercultural interaction are the principle of the rationality in the relationships and the harmonization of the relationships.
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