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| List of illustrations | |
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| Preface | |
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| Acknowledgements | |
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| Intercultural communication competence and managerial functions within the Australian hospitality and tourism service industries | |
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| Statement of the research study | |
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| Cultural diversity within Australian society and its organisations with reference to the Australian hospitality and tourism service industries | |
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| Cultural diversity and managerial functions in Australia | |
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| Cultural diversity and communication within the Australian hospitality and tourism service industries | |
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| Theoretical perspectives on intercultural communication | |
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| Justification for the study | |
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| Research methodology | |
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| Research aims | |
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| Research objectives | |
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| Research questions | |
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| Structure of the research study | |
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| Definitions of the terms used in this study | |
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| Communication, culture and managerial functions | |
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| The nexus between communication and management | |
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| Communication | |
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| Culture and communication | |
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| What is culture? | |
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| Major obstacles to intercultural communication | |
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| Cultural diversity and communication | |
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| Culture and management | |
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| Australia's multiculturalism | |
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| Australia's Anglo culture: dominant culture | |
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| Benefits of cultural diversity | |
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| Managing a culturally diverse workforce in Australia | |
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| Key managerial functions | |
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| Corporate culture | |
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| Theoretical perspectives on intercultural communication | |
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| English language as a "panacea" for ineffective intercultural communication | |
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| Psychological theories of intercultural communication | |
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| General systems theory of intercultural communication | |
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| Uncertainty reduction theory of intercultural communication | |
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| Convergence theory of intercultural communication | |
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| Interpersonal theory of intercultural communication | |
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| Intercultural communication competence defined | |
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| Conclusion | |
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| Profile of the Australian hospitality and tourism service industries: challenges of cultural diversity | |
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| Introduction to the Australian hospitality and tourism service industries | |
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| Challenges of cultural diversity within the Australian hospitality and tourism service industries | |
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| The link between managerial communication and effective management performance within the Australian hospitality and tourism service industries | |
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| Current weaknesses in management practices in the Australian hospitality and tourism service industries | |
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| Profile of a culturally diverse clientele: implications for training in the Australian hospitality and tourism service industries | |
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| Future demands for fluency in languages other than English (LOTE) for staff within the Australian hospitality and tourism service industries | |
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| Profile of the hospitality/tourism training in Australia | |
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| Conclusion | |
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| Research methodology | |
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| Research aims | |
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| Research objectives | |
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| Research questions | |
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| Research methodology and rationale | |
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| Methodology overview | |
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| Profiles of representative organisations in brief | |
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| Means of gaining relevant phenomenological information | |
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| Phenomenological information collection procedure | |
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| Ethical issues | |
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| Further quality and bias checks | |
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| Results and analysis | |
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| Use of tables | |
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| Research question no. 1 | |
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| Research question no. 2 | |
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| Research question no. 3 | |
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| Research question no. 4 | |
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| Research question no. 5 | |
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| Research question no. 6 | |
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| Research question no. 7 | |
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| Research question no. 8 | |
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| Conclusion | |
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| Conclusion | |
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| Introduction | |
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| Rationale for the study | |
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| Major contributions of this study | |
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| Limitations of the study in this research | |
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| Implications of the present study for management training | |
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| Directions for further research | |
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| Bibliography | |
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| Index | |