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Cultural Intelligence

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Cultural Intelligence

TABLE OF CONTENTS

1. Introduction: Culture and Intelligence Defined 3
2. The concept of cultural intelligence 7
3. The effect of Globalisation on CQ 8
4. Aspects of Cultural Intelligence 10
5. Developing and Enhancing Cultural Intelligence 12
6. Profiles of Cultural Intelligence 14
7. Business benefits of Cultural Intelligence 16
8. Conclusion 18
9. References 19

1. Introduction: Culture and Intelligence Defined

"Managing and leading people, with various cultural backgrounds, require "cultural intelligence", which in a global setting is a management challenge in the new millennium".

All individuals have something psychologists call "personality" which is made up of traits, that influences the way we think, feel and behave and make us unique. Traits are a group of characteristics and consist of a variety of individual attributes, including aspects of temperament, behaviours, and thought process, needs, motives and values. An individual's personality is permanent and stable, and is the manner in which an individual reacts and interacts with others. There are a number of factors that affect and influence personality. The factors affecting personality (Gerber et al, 1999:54) is depicted in Figure 1 below. An important contributor is culture.

Figure 1: Factors affecting personality

Similarly organisations also have personality, but that which is defined as culture. Culture is an integral part of our everyday lives and is encompassed in our beliefs, values, shared patterns of behaviours, and it gives meaning to our lives. Du Brin (1997:232) defines organisational culture as a system of shared values and beliefs that influence worker behaviour. Organisational culture is found in the way employees act towards each other and the external environment and is reflective in "the way we do things around here". Organisational culture forms the basis of the social environment of an organisation. In



References: Bell & Howell Information Learning Company. 2005. How high is your Cultural Intelligence. Healthcare Executive. Volume 20, Issue 3. Bibikova, A & Kotelnikov, V Earley, P. Christopher & Mosakowski, Elaine. 2004. Cultural Intelligence. Harvard Business Review; Vol. 82 Issue 10, p139-146, 8p Earley, P Earley, P. C. & Peterson, R. S. 2004. The elusive cultural chameleon: Cultural intelligence as a new approach to intercultural training for the global manager. Academy of Management Learning and Education, 3, 100-115 Earley, P.C., & Soon Ang Earley, P.C., Soon Ang, and Joo-Seng Tan. 2005. CQ: Developing Cultural Intelligence in the Workplace. Stanford, CA: Stanford University Press. Hai, Hong and Hoon, Lee Chay. 2004. Educating Singaporeans on Cultural Intelligence: Enhancing the Competitive Edge. [Online]. Available WWW: http://www.eras.org.sg/Cultural%20Intelligence.pdf (Accessed 30 March 2006) Hai, Hong HCI. 2006. Breakthrough research. [Online] Available WWW: http://www.healthycompanies.com/index.cfm?action=a26&id=1098,4090&nav=4 (Accessed 18 April 2006) Johnson, C Kadri, M. A big pitfall of the global economy: cultural gaffes. Puget Sound Business Journal. 20 January 2006. [Online] Available WWW: http://www.bizjournals.com/seattle/stories/2006/01/23/editorial4.html (Accessed 18 April 2006). (Accessed 30 March 2006). Dr Tan Joo Seng . 2004. The ABCs of CQ. Asia Inc. Tan, Joo-Send Tavanti, M. 2005. Cross Cultural Vincentian Leadership: The challenge of developing culturally intelligent leaders. Vincentian Heritage Journal: Volume 23-25 Number 2, Volume 26 Number1. Thomas, David C. and Inkson, Kerr. 2005. Cultural Intelligence: People skills for a global workplace. Consulting to Management. 16 (1):5-9 Thomas, David C

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