Summarized this section explain why this section cut your interest (in one paragraph)

Language trainingLanguage training is a seemingly obvious, desirable component of a pre-departure program. However, it is consistently ranked below that of the desirability for cultural awareness training. In trying to understand why language skills are given a lower priority we should consider the following aspects related to language ability that need to be recognized.The role of English as the language of world business. It is generally accepted that English is the language of world business, though the form of English is more international English than that spoken by native speakers of English.20 India is an attractive location for foreign call centers due, in part, to the availability of a large local English-speaking population from which to recruit employees. The willingness of Chinese nationals to acquire English flu-ency is confirming the dominance of English. Multinationals from the Anglo-Saxon or English- speaking countries such as Britain, the USA, Canada, Australia, and New Zealand often use the dominant role of English as a reason for not considering language ability in the selection pro-cess, and for not stressing language training as part of pre-departure programs. However, more firms are including language training, as evidenced by recent surveys. The 2015 Brookfield Report shows that now 75 per cent of the investigated MNEs now provide language training to spouses as well. In fact, it was the most common form of spousal assistance.21Host-country language skills and adjustment. Clearly, the ability to speak a foreign lan-guage can improve the expatriates effectiveness and negotiating ability, as well as improve the adjustment of family members. As has been pointed out for a long time, it can improve man-agers access to information regarding the host countrys economy, government, and market.22 Of course, the degree of fluency required may depend on the level and nature of the position that the expatriate holds in the foreign operation, the amount of interaction with external stakeholders such as government officials, clients, trade officials, as well as with host-country nationals.