The paper "Managing Across Culture - the Concept of Cultural Intelligence " is an outstanding example of business coursework. In the current era of corporate management and globalization, there has been a need to rely on cross-cultural managerial processes to understand the complexities of work-related demands. Additionally, with the growing implications of global organisations, multinational teams, and international joint business, it remains imperative that we gain a better comprehension of the factors that enhance managers and employees to perform efficiently and effectively when faced with cross-culturally diverse situations or contexts.
Studies from scholars such as Bruhn (2005) have called for a greater understanding and awareness of nuances of different cultures and their implications which foster the smooth social interaction and business transactions. This study, therefore, introduces the concept of cultural intelligence as a precursor for understanding the process of managing across cultures. From the one hand, the definition of cultural intelligence has been seen in terms of ‘ behaviors that serve people's goals’ (Brislin et al. 2006, p. 41). Brislin et al. (2006) define cultural intelligence as the adaptability of the individual to different cultural contexts.
This study believes in today's business associations, where people should skillfully cooperate with or oversee others with different cultural interactions and social foundations, we develop social knowledge that would likely enhance authority strategies and preparing mediations, subsequently giving an aggressive edge to people and partnerships. This study, therefore, assesses the concepts of cultural intelligence from a broader perspective with a view of managing across cultures. Theoretical Exploration of Cultural Intelligence and Managing Across Cultures Available studies have reported the link between cultural intelligence and managing across cultures (Moon, 2010; Ott and Michailova, 2016).
According to multiple intelligences theory, the connectedness between management across culture and cultural intelligence is understood as precursors for individuals who aim to interact with people from different cultural orientations or those in need of managing cultural differences effectively (Taipale, 2012). Background information on the two concepts indicate that for long, cultural intelligence has been an integral part of business as society has been using the former to understand, explore, value and acknowledge social-cultural backgrounds as far as managing people from a different culture is concerned.
The most common approach that has been adopted in understanding the link between cultural intelligence and management across cultures was offered by Rockstuhl et al. (2011) who described cultural intelligence as the approach that provides managers with the ability to understand the thoughts, feelings and behaviours of others and self within a working environment. Such definitions provide that cultural intelligence is the process of understanding interpersonal situations so that managers can work effectively and appropriately depending on the cultural needs of employees under managers. The there general understanding that cultural intelligence, or CQ, measures our capacity to relate and work effectively in culturally diverse situations.
It is a form of intelligence that has been tested by academic researchers in over 98 countries for nearly two decades. Literally, it would mean that CQ predicts our readiness for working and relating effectively with people from different cultural backgrounds. The higher ones CQ, the more likely they will gain new opportunities (Rockstuhl et al. 2011). Cultural intelligence is a necessary element concerning diverse parts of social studies since it is the foundation for acknowledging qualities and social-social foundation concerning ethnicity, race, sexual orientation, social class and sanity within the workplace.
By appreciating these diversities Holley and Steiner (2005) opine that managers embrace the quality of managing across culture. This view has been supported by Spencer-Oatey (2012) who noted that recognizing these values enables one to comprehend distinctiveness among employees and help managers utilize our insight in executing a specific social introduction as indicated by uniqueness and similarity of that culture (Brislin et al. , 2006). According to the theory of generation X, recognizing and appreciating different cultures is the point where cultural intelligence builds our inward mindfulness in regards to our qualities, learning process, shortcoming, feelings and qualities (Chen et al. , 2016).
Contextualizing this argument and the theory within the setting of my experience, I was raised up in a large family and my parents taught me the need to integrate effectively with others regardless of their socio-economic backgrounds. As a result of including the need to recognize and appreciate other cultures, I enjoyed growing up where our strength was to see the cultural difference as a way of understanding dynamism within people.
This process (recognizing cultural intelligence) has indeed inculcated in me the sense of responding as well as understanding areas of tension and conflict when I encounter people from different or unfamiliar cultures. Based on this experience, different theories regarding cultural intelligence advocate for the need to develop an awareness about the uniqueness of other cultures in the sense that it will not only help in the management of others but provides an opportunity to accommodate different and new cultures within places of work.
To conclude from this experience, this paper borrows definition from Menon and Narayanan (2015) who noted that cultural intelligence is the person’ s ability to effectively adapt to new cultural contexts so that management across cultures is premised on the diversities observed.
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