Definition of cross-cultural competence
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For this assignment you will need to read the following article:
Goodman, N. (2012) ‘Training for cultural competence’, Industrial and Commercial Training, 44 (1), pp.47 – 50.
After you have read the article, complete the following:
Identify the definition of cross-cultural competence. Evaluate and identify the challenges that can occur when attempting to instill cultural intelligence into the workforce.
SAMPLE ANSWER
Definition of cross-cultural competence
Introduction
Cross cultural competence, in essence, determines the variables that have been set to contribute to the intercultural effectiveness. Through a cultural competence, an organization therefore has the capacity to acquire the cultural awareness of others through a recognized ethnocentric understanding of the consequences of a cultural assumption, thus creating an avenue through which an effective work relation can be initiated (Goodman, pp.47 – 50. 2012). Through this, an organization is in a position to determine its style of engaging in business globally, the impact of virtual communication, cultural differences in communication styles on intercultural understanding. This paper, therefore, seeks to determine the approaches through which organizations can instill the elements of cultural intelligence within a work environment.
Definition of the Cross-Cultural Competence
The cross-cultural competence infers to the knowledge, effect, and skills that can enable a person to adapt efficiently within an intercultural environment. Many international ventures have over time failed in their market entry approaches for the lack of cross-cultural competence on the business practitioners (Goodman, pp.47 – 50. 2012). It is vital to note that this can be defined as an individual’s ability in contributing to the intercultural effectiveness irrespective of the intersecting cultures. It is essential to note that in as much as the elements of behavior and cognition may be relevant within a particular region; a set of competencies may enable the adaptation of individuals in any culture.
Cultural competency is an aspect that requires more than knowledge of diverse cultures including the skills required in cultural interactions. However, an essential element in this is the awareness of an individual’s worldview (De Vita, pp. 221-231. 2002). To achieve this, it is therefore critical to have the ability to adapt to an individual global mindset that creates an awareness of the approaches needed to integrate cultures in business even in aspect where communication styles vary, and the assumptions of these styles can negatively impact a venture.
Cross-cultural competence is also known as a tendency within a cultural setting that initiates the decision making and communication approaches that have the potential to resolve the misunderstandings and mistrusts that may occur within a work environment (De Vita, pp. 221-231. 2002). In essence, a cross-cultural difference mainly enables individuals to determine the differences between their cultures including of other people as well as enlightening individuals of cultural consciousness.
Challenges Occurring When Instilling Cultural Intelligence in a Workforce
In order to initiate an international team, there are several factors that need to be considered to integrate the success of a well articulated and integrated intercultural competence within a team since each team member has a different view of the company based on their cultural understanding. The challenges that are therefore bound to be encountered include;
Communication Style;
The variables in communication styles as determined and measured in light of the levels of criticisms that can be obtained and endured within each cultural dimension may result in issues in an event where an organization tries to instill the element of cultural competence (Easterby-Smith, & Malina, pp. 76-86. 2009). This, therefore, requires that this process is weighed carefully within an organization with the aim of minimizing the elements of misunderstanding.
Variances in Perception and Decision-Making;
It is essential to note that some cultures are profit oriented while others are mainly developed for the purposes of social relations and friendship. Some other cultures remain low in uncertainty and avoidance, a factor that apparently determines the fact that a blend of this cultural orientations and perceptions may be a difficult element to achieve especially in the decision process.
The Differences in Negotiation Approaches;
The variances in negotiation styles and approaches in the installation of cultural competence within an organization may turn out to be a difficult element to achieve due to the differences in cultural orientations of different individuals.
It is, therefore, essential to note that there are also issues that follow the cross-cultural competence such as leadership, roles, management styles, and the reaching of agreements in instilling cultural competency within an organization (Furnham, Petrides, Tsaousis, Pappas, & Garrod, pp. 5-32. 2005). Implementing these elements within an organization may be a tricky part and should be critically incorporated. It is therefore essential for the management team of an organization to determine appropriate approaches and solutions to these issues in order to reduce the adverse impacts and effects that may occur in instilling cultural competency within the goals of an organization.
Conclusion
Cultural competence can, therefore, be determined with an approach that enables an organization to understand the diverse cultures of its workforce including the differences with the aim of mitigating the differences and challenges that may arise between workmates (Huang, Rayner, & Zhuang, pp. 277-288. 2003). Cultural competency is an aspect that requires more than knowledge of diverse cultures including the skills required in cultural interactions.
Cultural competence enables an organization to have the capacity to acquire the cultural awareness of others through a recognized ethnocentric understanding of the consequences of a cultural assumption, thus creating an avenue through which an adequate work relation can be initiated. It is, however, essential to determine that initiating the proponents of cultural competency may not be an easy task to achieve. Organizations, therefore, need to develop decisive approaches of initiating competence within the confines of culture with the aim of increasing its productivity levels.
References
De Vita, G 2002, ‘Cultural Equivalence in the Assessment of Home and International Business Management Students: a UK exploratory study’, Studies In Higher Education, 27, 2, pp. 221-231, Academic Search Premier, EBSCOhost, viewed 27 August 2015.
Easterby-Smith, M, & Malina, D 2009, ‘Cross-Cultural Collaborative Research: Toward Reflexivity’, Academy Of Management Journal, 42, 1, Pp. 76-86, Business Source Complete, Ebscohost, Viewed 27 August 2015.
Furnham, A, Petrides, K, Tsaousis, I, Pappas, K, & Garrod, D 2005, ‘A Cross-Cultural Investigation Into the Relationships Between Personality Traits and Work Values’, Journal Of Psychology, 139, 1, pp. 5-32, Academic Search Premier, EBSCOhost, viewed 27 August 2015.
Goodman, N. 2012 ‘Training for cultural competence’, Industrial and Commercial Training, 44 (1), pp.47 – 50.
Huang, Y, Rayner, C, & Zhuang, L 2003, ‘Does intercultural competence matter in intercultural business relationship development?’, International Journal Of Logistics: Research & Applications, 6, 4, pp. 277-288, Business Source Complete, EBSCOhost, viewed 27 August 2015.
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