Introduction

Cultural intelligence will be assessed through this report, analysing whether such thesis can be utilized within our organisation to enhance staff development. Cultural intelligence also called cultural quotient (CQ), can be defined as ‘'the ability to engage in set of behaviours that uses skills and qualities that are tuned appropriately to the culture-based values and attitudes of the people with whom one interacts'(Peterson,2004). Respect for basic rights, human dignity and good citizenship are core human values(Donaldson 1996), understanding differing cultures present through our employees and foreign dignitaries will improve our relations with different cultural belief systems, and adorn more sophistication in our diplomacy.

Globalization has dramatically increased foreign trade due to the falling trade barriers, easier emigration possibilities, improved transportation and technological revolutions. ‘Growing interconnections bought about by the globalization process require that both managers and organizations expand repertoires of roles’(Parker,2005). Hence effective communications with differing cultures is more important than ever(Tannen,1985).

Culture is man-made part of the environment(Herkovits,1948),management must consider the relativity in such analysis, since absolute meanings cannot be derived due to the differing meanings of cultures explained either through the actor or observer. One may assume cultural idioms using models such as ‘Hofstede’s Cultural Dimensions’ or ‘Turner&Trompenaars Cultural Analysis’ but may create sophisticated stereotyping, by using such analyses as absolute truths(Osland&Bird,2000).

Culturally intelligent person must acknowledge the differences between cultures, using them as a guideline to better understand differing product and organisation perceptions. One must distinguish the stereotype of