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The essence of each person opens only in relationships with other people and is implemented in the form of collective interaction in the processes of communication, through the relationship of the person is aware of its social value. Thus, the self-assessment serves as a group, as one form of social-psychological climate. Score from its position in the system of social relations and personal relationships gives rise to a sense of greater or lesser satisfaction with themselves and others.

Experience the relationship affects the mood is improving or deteriorating mental health. By way of example, the contamination of suggestion, persuasion different mood in the team is subject to all of the people and, again reflecting in their minds, create psychological background of collective life. Psychological health and mood, describing the mental state of the people, shows the SPC in the collective. Self esteem, health and mood is a socio-psychological phenomena, coherent reaction to microenvironments and the complex conditions of human activities in the community. They act as subjective forms of SPC.

A ny person by their presence in the social groups and by participating in joint work has an impact on many areas of life, including socio-psychological climate. P eople have a positive or negative impact on the well-being of others depending on their socio-psychological and individually-psychological properties. T he socio-psychological characteristics of personality, providing a positive influence on the socio-psychological climate include integrity, responsibility, discipline, interpersonal and inter-group relations, communicative, cult behaviour, tactfulness.

N egative impact on the climate have people inconsistent, selfish, impolite, etc. on the well-being of people and through it to the general climate of collective influence and characteristics of mental processes (intellectual, emotional, volitional), as well as the temperament and character of the team members. I

n addition, an important role is played by human labour training, that is, to his knowledge, abilities and skills. High professional competence of person deserves respect, it can serve as an example to others and thereby contribute to the growth of skills of people working with him.

3. Strategies to communicate with stakeholders of an organisation who belong to different cultural groups

1. The first strategy is to Identify Stakeholders. You have to show respect towards each stakeholder group. You should assess the importance of each stakeholder group.

2. The second thing that you should do is Set Communication Objectives Prior to developing a messaging campaign. You should clarify the reasons behind the communication.

3. The last strategy is to a Communication Format. The way in which a message is communicated can range from personal encounters to mass communication.

You must select the three strategies for the reduction of uncertainty through intercultural communication:

* passive-monitoring the other without interference in the process of communication (comparison, identification of reactions to any incentives, etc.);

* Active-man asks questions of other people about the object of their interest, therefore, the information necessary for communication;

* Interactive-direct interaction with the partner for communications, during which questions, go to amount, etc. of course, this is the best strategy.

There are a number of factors that reduce uncertainty when in contact with other cultures. These include:

* positive expectations when in contact with members of other groups;

* similarity between contact groups;

* Tips and comments from members of other groups;

* more than a close, personal relationship with members of other groups;

* a better knowledge of the language group, which are in contact;

* ability to self-tracking.

* deeper knowledge of foreign culture;

* large tolerance for uncertainty;

* positive attribution (expectations) in intercultural communication, the effectiveness of communication and adaptation to another culture;

* membership in collectivist cultures. As a result of the use of these strategies and actions are necessary factors for adaptation and intercultural communication becomes effective.

Work on reducing the level of uncertainty consists of three stages: preсontaсt, initial contact, and complete contact.

The level of preсontaсt assumes that the interlocutors is preсontaсt impression of each other. In the process of communication we subconsciously move from non-directional learning environment to a focused, aware that the partner is part of the communicative situation. From this moment we receive a large volume of non-verbal information from the monitoring of behaviour, gestures and even the appearance of this man. «Mutual scanning». Most of the strategies for the reduction of uncertainty involves retrieving information through non-verbal channels.

At the initial stage of the contact in the first few minutes of verbal interaction, a first impression of current user. It is believed that the decision to continue or discontinue contact is made in the first four minutes. Already in the first two minutes we make conclusions like this person, whether he understands us and we do not waste time in vain.

C ompletion of the contact associated with the need to end the communication. W hile we try to describe our interlocutor on meaningful for us models. F irst, try to understand his behavior, and conclude the motivation for his actions. I

f the interlocutor like us, we believe that they are based on positive motivation. N egative actions cause a negative judgment about a person. S econdly, if the first impression about a person positively, we continue to attribute to him the positive qualities and with continued contact.

I f the first impression is negative, it will be negative. In other words, a positive or a negative atmosphere.

C ommunication in different cultures are passed from generation to generation. F or each culture are the only acceptable communication styles. F or example, in Saudi Arabia, communication takes place with an abundance of compliments, signs of gratitude and attention. N

o one here will not publicly criticize employee on work, otherwise it will be accused of rudeness and disrespect. A mericans are pretty informal and pass to the fact immediately, without unnecessary conversations. T

he British have a certain internal restraint, prefer the understanding and control of when communicating with others. These examples show how important it is to know and understand cross-cultural communication style of those with whom we interact.

It is important not just to know the principles of intercultural communication, but to apply them and to improve practice. You need to develop quickness mindset and the ability to express their thoughts in different ways, i.e. explaining the same idea differently. Success in interaction with people should be seen as a success in the performance of any individual job. The ability to be a mediator between people, to provide people with each other, say the right word in the right situations—invaluable skills for intercultural communication.

List of literature

Charles W. L. Hill, and Gareth R. Jones, (2001) Strategic Management. Houghton Mifflin

Cindy Gordon, Cashing in on corporate culture, CA magazine, January-February 2008

Enrique Ruiz, Discriminate Or Diversify, PositivePsyche.Biz Corp, 2009

Hofstede, Geert, Gert Jan Hofstede and Michael Minkov. Cultures and Organizations: Software of the Mind, 3rd ed. New York: McGraw-Hill. 2010.

http://www.wisegeek.com/what-is-corporate-culture.htm

Kotter, J. P. (1992). Corporate Culture and Performance. New York: The Free Press.

Shein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass. pp. 9.

Shein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass. pp. 9.

Woolliams, Peter; Trompenaars, Fons. «Business weltweit: der Weg zum interkulturellen Management», Trompenaars, Fons; Hampden-Turner, Charles. «Riding the Waves of Culture»

http://www.wisegeek.com/what-is-corporate-culture.htm

Kotter, J. P. (1992). Corporate Culture and Performance. New York: The Free Press.

Shein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass. pp. 9.

Charles W. L. Hill, and Gareth R. Jones, (2001) Strategic Management. Houghton Mifflin

Cindy Gordon, Cashing in on corporate culture, CA magazine, January-February 2008

Enrique Ruiz, Discriminate Or Diversify, PositivePsyche.Biz Corp, 2009

Hofstede, Geert, Gert Jan Hofstede and Michael Minkov. Cultures and Organizations: Software of the Mind, 3rd ed. New York: McGraw-Hill. 2010.

Shein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass. pp. 9.

Woolliams, Peter; Trompenaars, Fons. «Business weltweit: der Weg zum interkulturellen Management», Trompenaars, Fons; Hampden-Turner, Charles. «Riding the Waves of Culture»

Denison, Daniel R. (1990) Corporate culture and organizational effectiveness, Wiley.

Adkins, B. and Caldwell, D. (2004). «Firm or subgroup culture: Where does fitting in matter most?» Journal of Organizational Behavior, 25(8) pp. 969−978