...work with people from a variety of cultural backgrounds daily. Who should adapt to whom, and how can organizations make the most of the burgeoning diversity across the workforce? Many employees encounter awkward and confusing situations on a regular basis. For example: ■ You’re talking to a person from a different culture, and he doesn’t look you in the eye. Is it a cultural difference or a personal quirk? How do you know, and how do you deal with it? ■ You’re ready to sign a contract after months of intense negotiations with a new international client. At the eleventh hour, the client puts everything on hold and says she needs to get back to you in two weeks. How do you reply? Success in these situations requires a unique set of skills known as cultural competence. Organizations and managers sometimes dismiss cultural competence as a set of elusive, soft skills that cannot be measured or taught. But that is not the case. These skills can be developed, and a number of intercultural models and inventories exist that can help. This report is focused primarily on cultural intelligence (CQ), an innovative, research-based approach for working effectively across national, ethnic and organizational cultures.1 The good news is, anyone can become more culturally intelligent. This report summarizes the research on cultural intelligence and presents evidence-based strategies for assessing and developing CQ. The cultural intelligence research includes surveys of more...
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...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...
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...What is cultural intelligence? “Cultural intelligence is a theory within management and organizational psychology which states that understanding the impact of an individual’s cultural background on their behavior is essential for effective business, and measuring an individual’s ability to engage successfully in any environment or social setting.” (Wikipedia) One’s cultural intelligence (or cultural quotient) includes three components that work together: cognitive, emotional, and physical. The cognitive component involves a person’s observational and learning skills and the ability to pick up on clues and understanding the subtleties of others. The emotional component concerns one’s self-confidence and self-motivation; gaining rewards and strength from acceptance and success. The physical component refers to a person’s ability to shift his or her speech patterns, expressions, and body language to be in tune with people from a different culture; using your senses and adapting your movements and body language to blend in. It is possible for one to increase their cultural intelligence (or cultural quotient) by approaching others as individuals while resolving not to make assumptions about those people based on a group identity, to seek feedback from others to confirm a true understanding of what they’re communicating, and to notice how things are said while remaining aware of patterns of speech, tone of voice, and periods of silence. It is important to remember that silence means...
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...Functioning in a highly diverse organization means global leaders need to mindful when developing cultural intelligence within the workgroup. This practice will ensure that concepts are created to provide an all-inclusive conceptualization of intercultural aptitudes to gain a connection between the knowledge and action needed to understand the current culture you are working in. In this writing, we will demonstrate the understanding how cross-culture communication plays a vital role in society by explaining what cultural intelligence as capacity is, examine the developmental continuum of cultural sensitives, and discuss the key components...
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...Scholars have contended that cultural intelligence is essential to successfully communicating across cultures (Earley & Ang, 2003; X. Lin & Miller, 2003). Cultural intelligence (CQ) is an individual’s natural ability to effectively acclimate to unfamiliar culturally diverse settings (Earley & Ang, 2003, p. 9). Groves & Feyerherm (2006) contends that interest in CQ has gained prominence today because fairly common capabilities including, cognitive intelligence, emotional intelligence, and social intelligence, which are relevant to functioning in culturally diverse settings that impacts one’s cognition and social behaviors, are unrelated when individuals interact with others from diverse cultural backgrounds (p. 538). Accordingly, managers that have the capability to handle the culturally diverse business setting in which they operate, are favored very highly and are in strong demand (Groves & Feyerherm, 2011) because this ability enables them to shape performance outcomes (Ang et al., 2007)....
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...2010 Chen and Miller 17 E X C H A N G E West Meets East: Toward an Ambicultural Approach to Management By Ming-Jer Chen and Danny Miller Executive Overview In the aftermath of the recent economic crisis, the world is looking for fresh ideas and new perspectives. Business reality has transformed from “West leads East” to “West meets East.” A thriving Chinese business culture represents not only a source of economic partnership but a potential fount of managerial wisdom that can help renew Western economies. Unfortunately, the cultural distance between East and West makes Chinese examples too different, and at times inappropriate, for Western firms to emulate. Outstanding entrepreneurs such as Stan Shih, who have taken the best managerial practices from the East and the West while avoiding the shortcomings, represent ideal “intermediate” role models. By employing such an “ambicultural” approach to management, Shih provides a model for both bridging cultures and instructing organizations in the East and West. In this essay, we discuss these linkages and some of the useful lessons for managers from both cultures. Indeed, “Chinese” as a way of thinking, with its emphasis on balance and self-other integration, offers the promise to bridge global divides and facilitate the formation of global-minded executives. T he global economic crisis has destroyed vast amounts of wealth— both public and private— and eliminated tens of millions of jobs...
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...Modern Management & Cultural Intelligence Today is the global village prospering with globalisation. During this interactive communication age, it is critical for administrative managers to understand and accept a diversity of cultures and traditions for all the stake holders of different areas: staff, consumers, partners, rivals and local administration authority, as modern management concept. Utilizing cultural intelligence delicately can assist exploring endless resources, hidden in the social communication of the sophisticated nature of business. As every individual is inherited with different education, experiences and culture, accompanied by advantages and divergence, it is only necessary to properly manage them. Leaders should prompt to achieve the target goal by means of global cultures based on modern management capacity as well as religion, social customs: innovative management models based on integration of diverse culture: and adjusting existing practising principles with varied culture. Even though the development of all these approaches are some of the characteristics of each manager reflecting mutual understanding, inspiration and innovation, most of them heavily rely on the cultural quotient. In brief, beliefs, values, perceptions, expectations, attitudes and assumptions derived from IQ and EQ are on the other hand, getting along with Cultural Intelligence occurred in his or her social environment of regional, national, economic and livelihood. In general...
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...Cultural Differences and Emotional Intelligence Group 4: Sheila Wade, Sara Shimkus, Jeff Robben, Gus Caruso, Leticia Santana, and Lori McKenzie Central Michigan University Abstract During an the assessment of several countries, values of open-mindedness, inclusion, respect and tolerance are more likely to be attained within a prospectus that encourages the increase of Emotional Intelligence (EI). In this research paper, the role of EI in determining leadership effectiveness was reviewed to explain emotional characteristics specific to five countries: Nigeria, Mexico, Russia, Argentina, and China. These countries were included in a study called Project Globe. GLOBE is the acronym for Global Leadership and Organizational Behavior Effectiveness. In this study, four cultural clusters were utilized, and the role of emotional intelligence was evaluated in determining leadership effectiveness. Emotional Intelligence was appraised more favorably than technical skills and cognitive skills, especially when referring to social skills, and transformational/charismatic leaderships were preferred across cultures. The intent of the collaborative effort of Team 4 was to explore the cultural values and practices in five different countries and to identify their impact on organizational practices and leadership attributes. One way to explore cultural similarities in the world is to study cultural clusters which are a group of countries that share many similarities. The countries in...
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...CQ Cultural Intelligence Feedback Report Prepared For Mukiibi, Shira Bayigga September 2012 Prepared by Cultural Intelligence Center, LLC www.culturalq.com info@culturalq.com © 2005-2012 Cultural Intelligence Center, LLC Cultural Intelligence Cultural Intelligence (CQ) is a person's capability to function effectively in situations characterized by cultural diversity. PURPOSE OF THE REPORT The purpose of this CQ Feedback Report is to increase your awareness and understanding of Cultural Intelligence (CQ). CONTENTS OF THE REPORT The report includes personal feedback on how you described yourself and how others described themselves. This information will allow you to compare your own responses with those of others who have completed the assessment. The report concludes with a personal development section that will guide you in preparing and IMPLEMENTING a personal CQ development plan that can help you to build on your CQ strengths and further develop your overall cultural intelligence. PERSONAL BENEFITS Overall, this information on cultural intelligence should help you to understand how you function in culturally diverse settings and how you can improve these capabilities. This knowledge should help you to enhance your interactions in all aspects of life -- with special relevance to functioning effectively in culturally diverse settings, such as when interacting with people who have different cultural or ethnic backgrounds. Most people find it beneficial to...
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...Cultural Intelligence (CQ) is critical skill set that has applications far beyond private industry conducting business in the international arena. Militaries around the world spend enormous amounts of money, time, and energy ensuring that their troops are trained on weapon systems, vehicles, and equipment. NATO countries spend fortunes on preparation exercises and training to test tactics, techniques, and procedures (TTPs) across NATO Coalition Forces; honing military proficiency and effectiveness should they need to exercise force protection, demonstrate a deterrent posture, or actually fight during an operation. This preparation and expenditure is only prudent. However, very little effort, if any at all, is spent solving the "people puzzle." In reality, most stability and counter-insurgency operations are all about the people. The importance of people is true at all levels, whether dealing with the adversaries, host nation population, international community, and even one’s own nation. To be successful in these potentially diverse environments, CQ is critical. The ability to recognize the shared beliefs, values, attitudes, and behaviors of a group of people and, most importantly, to apply this knowledge toward a specific goal is just as important as equipping and training the front line war fighter to fight in a coalition environment. Cultural intelligence is a set of skills that facilitates effective cross-cultural management. CQ plays a major role in dealing with NATO...
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...This week we learned about developing cultural intelligence in a global world. One way a person can develop cultural intelligence is by spending more time in a foreign country because that will most likely guarantee cross-cultural experiences. If a person can not afford to travel to a foreign country, they can go to a public area that people from all cultures visit and try to befriend them. A person also needs to educate themselves by reading more books like the textbook we use in this class. They need to put into practice what they have been learning about cultural intelligence. In the film “Do the Right Thing” a character who was culturally intelligent was Mookie. He was culturally intelligent because he would avoid throwing racial slurs. In one scene,Buggin Out argues with Sal about not having photos of African Americans. They start offending one another and Mookie feels forced to intervene. Instead of taking sides, Mookie decides to tell both parties to calm down. This shows that he is culturally intelligent because his is being mindful that if he gives preference to one side, Buggin Out’s, he will seem biased since he is African American too. He is trying to be in the shoes of both sides so that he can make a better judgment of the situation. Mookie understands that his employer is Italian and might have different customs to him. He tries to understand him the best he can, since he wants to keep his job at the pizzeria. He respects...
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...Unit V Article Review- Analysis of the Relationship between Cultural Intelligence and Transformational Leadership Columbia Southern University The purpose of this article was to analyze the relationship between cultural intelligence and transformational leadership. The article also evaluates how cultural intelligence, the ability to communicate with employees and comprehend their cultural intricacies are vital skills for transformational leaders.The target audience of this article were the managers and supervisors who sought to gain an understanding of the correlation between cultural intelligence and effective leadership in trade offices. This article could also be appropriate for managers and supervisors at any level in support of their professional development. The authors explain how modern organizations require more managers and supervisors with the ability to distinguish the cultural differences well and communicate appropriately with other cultures (Ismail, A., Reza, R., Mahdi, S., 2012). Transformational leadership was defined as the inspiring proves and motivating the followers in the direction of a common aim or the influencing, motivating, and stimulating others in the direction of doing extraordinary actions is in the way that leaders want (Nielsen, K., Yarker, J., Randall, R., Munir, F., 2009).According to Ismail et al (2012), “an important leadership theory in management literature is transformational leadership which has been theorized to motivate others...
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...Reilly, A.H. and Karounos, T.J. (2009), “Exploring the Link between Emotional Intelligence and Cross-Cultural Leadership Effectiveness”, Journal of International Business and Cultural Studies, Vol. 1, Feb. 2009, pp. 1 – 13. Introduction Along with the globalization of business, many corporations are facing the challenge of operating in a different culture. The writers made a connection between emotional intelligence and cross-cultural leadership effectiveness to deal with this situation, this article also presented some significant results and implications which were greatly helpful for our company. This report is aimed at review the article and pick out something useful to raise staff awareness of cross-cultural issues. In this paper, I will summarize the key point of the article and evaluate some correlative information which can be applied to our company, then there will be a conclusion at the end of the report and two related references will also be given as well. Summary Reilly and Karounos (2009) exhibited Goleman’s research to identify the connection between emotional intelligence and leadership ability. Goleman (1998) claimed that the importance of emotional intelligence on the overall leaderships in organization is twice greater than the other two personal capabilities, technical skills and cognitive skill. The article showed the five components of emotional intelligence and their respective characteristics listed by Goleman (1998), which are exhibited on a...
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...Effective and efficient management through Cultural Intelligence Training With the widespread application of Globalization, the accelerating driving force of information technology, outstanding advanced new transportation systems, increasing migrated work force seeking greener pasture, limitless academic boundary of intellectual and intelligentsia, working cross borders, brain drain of developing countries towards developed countries, human trafficking, the global communication traffic has progressively extended. In that situation, living in an unfamiliar social environment demands other considerable matters, adaptable behaviour and attitude, heavily depending on cultural intelligence. Development of Cultural Intelligence is relying on the following resources, accompanied with practising and training. (1) For head/ cognitive communication, immediate recognition of dos’ and don’ts of different cultures, including one’s own culture, as well as belief, traditional behaviour, taboo established on them. (2) For body / physical communication, appreciation and acknowledgement on working colleagues and guests with different religious backgrounds and races, as well as foreign countries where one’s businesses are based and operated. Understanding others’ cultures and accepting them willingly after removing and cutting improper ethical limits, promoting communications through significant definition of physical behaviours reflecting the readiness to enter into their social environment...
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...Arizona, USA creativity, intelligence, and problem solving: a defmition and design for cross-cultural research and measurement related to giftedness Abstract A new definition of giftedness is proposed based on a review of the constructs of intelligence, creativity, and problem solving. A research design employed in a series of studi~s of giftedness in children and adults is presented, along w1th a summary of important results. Finally, implications of the design for both research and practice are outlined. Intelligence A central concept in many theories and definitions of intelligence is solving problems or adaptation to one's environment. Although the phrase "problem solving" is not always found, the concept of "adaptation" or "ability to adapt", a central concept in many definitions (Binet & Simon, 1909 (cited in Terman, 1916); Boynton, 1933; Colvin, 1921; French, 1962; Piaget, 1981; Pintner, 1921; Stern, 1914; Wechsler, 1941 ), implies that individuals encounter situations (problems) to which they must devise ways of reacting. Thus, they are solving problems. Later theorists and researchers revised these general concepts of "adaptation" by adding the idea of adapting to the cultural as well as the biological environment (Laboratory of Comparative Human Cognition, 1982_; Goodnow, 1976; Charlesworth, 1976; Olson, 1976; Ne1sser, 1976; Gardner, 1983). In an introduction to an edited book on conceptions of intelligences, Sternberg & Salter (1982) ...
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