Managing plurilingual and intercultural practices in the workplace : the case of multilingual Switzerland / edited by Georges Lüdi, Katharina Höchle Meier, Patchareerat Yanaprasart, University of Lausanne.

Includes bibliographical references and index.

Print version record and CIP data provided by publisher.

6.1.3 Language acquisition during exchanges and traineeships -- 6.1.4 Vocational traineeships at Factory A -- 6.1.4.1 Staff-focused company 'philosophies' -- 6.1.4.2 The company view: Why provide vocational traineeships? -- 6.1.4.3 Why do young people take part in traineeships? -- 6.1.4.4 Experiences with traineeships, and their benefits -- 6.1.4.5 Improving language skills through a traineeship: The example of Tim -- Anchor 126 -- 6.1.5.1 Polyphony in discourses on the goals and benefits of traineeships -- 6.1.5.2 The potential of traineeships to change representations -- 6.1.6 Conclusion -- 6.2 PluriMobil meets DYLAN -- Practical resources for supporting plurilingual and intercultural learning in vocational student mobility -- 6.2.1 Introduction -- 6.2.2 Fostering learning mobility experiences in vocational contexts -- 6.2.3 What is PluriMobil? -- Anchor 134 -- 6.2.4.1 PluriMobil lesson plans for upper secondary vocational school -- 6.2.4.2 Description of a mobility experience as a first step towards a learning scenario -- 6.2.4.3 Learning scenario and lesson plans: activities for preparing the students for the stay abroad -- 6.2.5 Conclusions and perspectives -- Conclusions -- 7.1 Back to the Start -- 7.2 Diversity management as a challenge for companies -- 7.3 Moving from the "Priority-to-English" ideology -- 7.4 Integrated plurilingual competence -- 7.5 Pluriliteracy -- 7.6 Intercultural competences -- 7.7 Language and power -- 7.8 Educational language policies -- 7.9 Plurilingual solutions, a utopia? -- References -- Transcription conventions -- Author Index -- Subject Index.

Intro -- Managing Plurilingual and Intercultural Practices in the Workplace -- Editorial page -- Title page -- LCC data -- Table of Contents -- Introduction -- 1.1 The context -- 1.2 The research background -- 1.3 Methodological considerations -- 1.4 Conceptual framework and key concepts -- 1.4.1 Multilingual repertoires -- 1.4.2 Language Choice, Code-switching and Plurilingual Speech -- 1.4.3 Plurilingualism and multiculturalism -- 1.4.4 Representations and ideologies -- 1.4.5 Multiplicity of voices or polyphony -- 1.5 Presentation of this Book -- Power in the Implementation of Plurilingual Repertoires -- 2.1 Introduction -- 2.2 Basis for a conceptual framework -- 2.3 Actors' use of their room for manoeuvre in language management within a single communication event (Dept Store A) -- 2.4 The emergence of English in a Swiss National Company (Public Service A) -- 2.5 Monolingual and plurilingual strategies at various communication events (Pharma A) -- 2.5.1 Research laboratory -- 2.5.2 Section meeting -- 2.5.3 Scientific meeting -- 2.5.4 Editorial meeting -- 2.6 Summary -- From language regimes to multilingual practices in different settings -- 3.1 The case for multinational companies -- 3.1.1 Contextualisation -- 3.1.2 The Dominant Discourse or Endoxa -- 3.1.3 Alternative communicative strategies in mixed teams -- 3.1.4 The variability of language choice in a multilingual setting -- 3.1.5 Final remarks -- 3.2 Interactional negotiation of linguistic heterogeneity: Accommodation practices in intercultural hotel service encounters -- 3.2.1 Hotel service encounters and front-desk real work -- 3.2.2 Linguistic and cultural heterogeneity -- 3.2.3 Front-desk language negotiation: Communicative practices and accommodation work -- 3.2.4 Investigating interactions at receptions: methodology and data -- 3.2.5 Examples of language negotiation.

3.2.5.1 Check-in/out openings -- 3.2.5.2 Convergence with the client's language -- 3.2.5.3 Lingua franca as a client's support -- 3.2.5.4 "Foreigner talk" as a facilitation of the client -- 3.2.6 Concluding remarks: Accomplishing intersubjectivity and controlling work communication -- 3.3 Language regime in the Swiss armed forces between institutional multilingualism, the dominance of German, English and situated plurilanguaging -- Discussion -- 3.4 The plurilingual challenges at the workplace for Spanish-speaking migrant women -- 3.4.1 Introduction -- 3.4.2 Conceptual framework -- 3.4.3 Method and research field -- 3.4.4 Interaction in the work environment -- 3.4.4.1 Spanish is enough -- 3.4.4.2 The host language is a must -- 3.4.4.3 English is important, but not sufficient -- 3.4.4 Discussion and concluding remarks -- 3.5 "Doctor, are you plurilingual?" Communication in multilingual health settings -- Visual manifestations of institutional multilingualism -- 4.1 Diversity management on corporate websites -- 4.1.1 Introduction -- 4.1.2 Conceptual framework -- 4.1.2.1 E-commerce/e-business -- 4.1.2.2 Marketing strategy and language choice -- 4.1.2.3 Website localisation and language issue -- 4.1.3 Results -- 4.1.3.1 Language choice on webpages -- 4.1.3.2 Offering jobs -- 4.1.3.3 Multilingual e-commerce -- 4.1.4 Conclusion -- 4.2 The Semiotic landscape of a company between linguistic management and practice -- 4.2.1 Introduction -- 4.2.2 Methodology and fieldwork -- 4.2.3 Results -- 4.2.4 Discussion -- The challenge of the management of diversity -- 5.1 Organisational diversity management -- 5.1.1 Introduction -- 5.1.2 Methodology and data -- 5.1.3 Conceptual framework -- 5.1.3.1 Corporate culture and organisations -- 5.1.3.2 Diversity, a strategic issue for organisational and institutional performance.

5.1.3.3 Organisational diversity management: integration, inclusion and inclusiveness -- 5.1.3.4 State of the art in Switzerland -- 5.1.4 The voices of the people in charge of diversity management in Switzerland -- 5.1.4.1 Profile, Team Composition, Functions and Organisational Structure -- 5.1.4.2 The valorisation of organisational diversity management -- 5.1.4.3 Towards an inclusive corporate culture -- 5.1.4.4 Diversity management initiatives, measurement and indicators -- 5.1.5 Discussion -- 5.1.6 Conclusion -- 5.2 Language diversity management -- 5.2.1 Introduction -- 5.2.2 Language dimension in diversity management -- 5.2.2.1 Language, an almost forgotten aspect -- 5.2.2.2 Language management philosophies -- 5.2.3 Language management models -- 5.2.3.1 In search of global monolingual solutions -- 5.2.4.2 Between "Imposed" English and Multi-/Plurilingualism in Use -- 5.2.4.3 An Example of a Bilingual Institutional Language Philosophy -- 5.2.4.4 Institutional multilingualism in an American company accommodating the Swiss market -- 5.2.4.5 Institutional trilingualism in swiss national companies -- 5.2.5 Discussion -- 5.2.6 Conclusion -- 5.3 Diversity management: Language and culture -- 5.3.1 Introduction -- 5.3.2 Functional multilingual resources from the perspective of intercultural communication -- 5.3.3 A multilingual inclusiveness culture -- 5.3.4 Conclusion -- The perspective of professional training -- 6.1 Transnational vocational traineeships in the multilingual upper rhine region -- 6.1.1 Background -- 6.1.1.1 The geopolitical and linguistic context in the Upper Rhine region -- 6.1.1.1 A diverse educational context -- 6.1.2 Apprenticeship: A form of vocational training -- 6.1.2.1 The status of apprenticeship in the Upper Rhine countries -- 6.1.2.2 The relative absence of foreign languages in vocational training -- Anchor 118.

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