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 cultures, realising the uncertainty affecting situational and personal factors in the cultural context(Boyaciggler et al.2003). Hofstede states ‘a plea is made for internationalization not only of business, but also of management theories’(Hofstede,1993). For example ‘Japanese workers tend to be controlled more by their peer group than their manager, since Japan embodies a group consensus, collectivist attitude. Whereas many western countries such as UK delegate higher individuality; hence personal gain is more widely accepted and workers prefer independence, and reliance on their personal abilities to accomplish set tasks(Hofstede,1993). Consequently culturally intelligent people can use such models to avoid cultural pitfalls. The creation of this report, aims to analyse two articles for the benefit of the management, seeking the prudency of cultural intelligence. Earley&Mosakowski’s ‘Towards Cultural Intelligence’(2006)....based on.... will be reviewed. Followed by ‘The Convergent, Discriminant, and Incremental Validity of Scores on a Self-Report Measure of Cultural Intelligence’ by Ward et al.(2009), the article discussing the possible relation between emotional and cultural intelligence, with their measurements seeking conclusions whether such an analysis is worth recognising. The final section contrasts the purpose of both reports, whether cultural intelligence is a tool our management can utilize to better develop our understanding of different cultures in relation to our business practices.
Towards Cultural Intelligence
Increasing globalisation has enhanced the views on cultural analysis, with researchers using anthropology, sociology and psychology to derive the impacts on culture in working environments(Earley&Mosakowski, 2006). Cross cultural management describes an organization’s behaviour relations between countries and cultures, pursuing to improve understanding on the interactions between employees, management, clients, executives and strategic partners originating from different cultures and countries(Adler&Gundersen,2002). Earley & Mosakowski(2006)...
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