Cultural Intelligence

Topics: Cross-cultural communication, Culture, The Culture Pages: 5 (1569 words) Published: January 20, 2011
Cultural Intelligence
Cultural Quotient is the organizational psychology and management theory, and it is all about the continuous learning and aptitude to develop personally through this learning. The differences in the intercultural do remains in the momentous challenge stage in all multinational organizations. Hence to face the challenge there is a need of a new domain of astuteness which immense relevance to the era of escalating globalization and the workplace diverse. For every manager who deals with the employee’s diverse team, competitors, customers and government this cultural quotient acts as an important tool for the successive outcomes (Earley & Ang, 2003). Moreover it will guide the manager in effective management of cross cultural differences. Important of Cultural Intelligence to the Global Manager

CQ helps in prominence on new cultural contexts adoption and it empowers a person in enabling and discovering the new ways to relate to others. There are three basic elements at the core of CQ; they are Metacognition and cognition thinking, learning and Strategizing (Erez & Earley, 1993). From Earley and Mosakowski –

There is a need of understanding about
Across the cultures how Work differs,
Functions of the Diverse team, and
It is about the negotiation of deals across the national boundaries and corporate. The two major approaches about the Cross cultural management are Culture – Aggregate approach;
Type of approach which identify the commonalities at the country level and is interested in the general believe of the people and its value within the country. In simple terms, expatriates should plan about the typical cultural value to be observed in a particular country. The managerial choices actual and perceived effectiveness depends upon the cultural milieu of a company (Tuner, 1993). Example

Intellectual accomplishment – French People Value
Leisure Time – German Value
Authority of Hierarchical work – endorse by Thais.
The motivational Technique effectiveness depends on the individual managers and the organizations contribution in achieving their goal by the perceived usefulness. Where in the perceived usefulness depends on the culture values which and the techniques and practises within the culture. Culture – Individual Approach;

For the analysis of the individual level culture is the manifest. The flows of the environmental influences are cultural, managerial and personnel and the conduit is the employee (Hofstede, 1991). This is the combination of the management practices and cultural values with psychological approach which proposes that every expatriate has a unique, psychological “finger Print”, that makes the different. It is the complex set of thoughts, memories, their thinking way and their feelings about the world around them. For example – In the individual approach of culture, the development of the personal ideas are highly encouraged by the CQ individual. According to Earley & Mosakowski, the cultural Intelligence (CQ) is a new approach which aims to create a solution dynamically based on cultural in a distinctive situation rather than the general practices and solutions provisions (Thomas, 2006). A person who possess with high cultural intelligence will always have the ability to face the cultural encounter situation, where he will understand, preserve and master it and will take the right action when needed. All the company who aims for increase in their effective performance should use culture intelligence tools, for example Software Company, any MNCs. CQ is the set of skills and ability which enables the person from outside a culture to construe the different situations and behaviours. There is direct relationship between the CQ Managers and their effective performance outcomes. Cultural Intelligence helps a manager in effective leadership by developing his overall perspective and repertoire (Ang, 2004). Ward, Fischer, Zaid Lam, & Hall article

Ward and his...
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