Questions On Managerial Cultural Intelligence - 1232 Words

4. Analysis of the results The analysis section is divided into the main themes and subthemes to meet the research objectives. The findings are compared to the existing literature. Research objective 1: To investigate the CQ level of the managers according to the four factors model and to define how their previous international background influences their CQ. 4.1. Managerial cultural intelligence Metacognitive component. This component refers to the ability to adapt behavior to the situation and to acquire cultural knowledge. Almost all managers use consciously their cultural knowledge in cross-cultural communication, they travel a lot and pay much attention to cultural sensitivities. They also adjust their cultural knowledge during cross-cultural interaction and check its accuracy beforehand. Simultaneously, they enjoy communication with people from different cultures and look for such communication purposefully, either related to the learning of foreign languages or their personal interests: â€Å"I travel a lot and I work with different cultures in different roles that I have, not just within SEMrush, and I’m very conscious of cultural sensitivities whenever I travel for business or personal reasons, I pay a lot of attention to how to act and speak and not just be who I am in general†. (Participant 4) â€Å"It’s difficult to divide one’s stereotypes and perceptions from the essence of things. For example, I know a lot about Korean culture as I wrote a dissertation on thisShow MoreRelatedThe Importance of Technology for Simplifying Business Functions1400 Words   |  6 Pagessome companies benefit more from implementing IT solutions than others. 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Hynes breaksRead MoreThe Effect Of Leadership On Performance Essay1167 Words   |  5 Pages R., Huang, R. (203). Effects of transformational and transactional leadership on cognitive effort and outcomes during collaborative learning within a virtual world. British Journal of Educational Technology, 44(6), 969–985. Research problem, questions, or hypotheses With computer-supported collaborative learning becoming a popular e-learning activity, it has become necessary for instructors to develop interventions that can facilitate effective learning. Interventions related to leadership behaviorsRead MoreThe Failure Of Technology At NASA1249 Words   |  5 Pagesexternal stakeholders in a mission to work together (Kiron and Leonard, 13) are addressed in the managerial issues of collective intelligence. Managing existing knowledge and ensuring its transfer throughout the organization is part of mechanism design. 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Cassell Grand Canyon University: UNV-605-0500 Leadership and Organizations 14 January 2015 â€Æ' Self-Assessment and Reflection Self-Awareness, self-concept and emotional intelligence are effective managerial concepts that will result in leadership success. According to Stanford University, having these soft skills are indispensable traits that good managers should develop to be successful leaders. Managers strive to become aware of who they are, what theirRead MoreHuman Resource Essay example3782 Words   |  16 Pagesconditions of possibility for the rise of HRM in terms of cultural background, economic and political conditions, and social transformations in North Atlantic societies at the end of the 20th century and the beginning of the 21st. HRM’s evolution over time shows that it has become intensified, that it has expanded its sphere both within work organisations and beyond them, and that its current shape makes it one of the most important managerial phenomena of the 20th century. 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It is often said that woman are going to want babies and at one point quit the companies to give birth and raise their child. It is true that in the whole workforce this situation often occurs. However most women in top managementRead MoreEmotional Intel Essay3794 Words   |  16 PagesAbstract The purpose of this paper is to present information regarding effects of globalization on the economy and the culture of the Norway, during the past few years. Five sets of research questions were used to form the bases of the paper. The intent is to illiterate the cultural dynamics and business culture of the Country. Knowledge of the influence of culture and business practices will assist one with understanding globalization as it pertains to Norway. Using the information in this paper

The Destruction Of The Holocaust - 1203 Words

Six million jews. Six million innocent men, women and children. Emerging from the ashes and corpses, one man had the intention of preserving this tragedy, yet at the same time preventing it. Elie Wiesel’s fulfilled his purpose of showing the heinous crimes of the Holocaust through the change of characterization of Elie before, during and after the events of Wiesel s 1940 memoir-Night. The Holocaust is remembered as a stain on history, where a massive genocide occurred. but we must also recognize the souls and personalities that were killed and burned. Wiesel trembling hands picked up these ashes, personifying their ebony remains into a young child-Elie. For every soul that suffered during the Holocaust, there was a backstory. Backstories of rich and poor, young and old, male and female origins. For Elie, his backstory was focused around Judaism. Elie’s former life connects with readers by comparing how he was before the Holocaust-this connection further teaches readers about how vicious the Final Solution was. At the age of twelve, young Elie is not your average boy. Elie has already dedicated his short life on earth to God. On page one of Night, Wiesel writes: â€Å"I was twelve. I believed profoundly. During the day I studied the Talmud, and at night I ran to the synagogue to weep over the destruction of the Temple.† The Talmud is a sacred text of Judaism and the destruction of the temple refers to the romans demolishing the first sacred Temple. For me, I find thisShow MoreRelatedThe Destruction Of The Holocaust933 Words   |  4 Pagessole reason for the Holocaust. 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Solution of Cross Cultural Project Management Free Essays

Successful Strategies for Global Projects By Alicia Trelles-Duckett on August 23, 2012 7  2  0 No doubt installations in other geographies come with their own inherent set of challenges. Currency fluctuations; centralized versus local procurement; languages; time zones. And those are even before considering difficulties due to the particular technology being deployed, or the source of spare parts, or infrastructure in the country. We will write a custom essay sample on Solution of Cross Cultural Project Management or any similar topic only for you Order Now This discussion aims to introduce a technique which can help you increase the acceptance of your initiative in other geographies, as well as resolve any disagreements quickly and with much improved team spirit. No, it is not the traditional Project Management methodology: I will not start extolling here the virtues of the â€Å"Project Charter†. The magic ingredient in international projects, as I have discovered throughout 18 years of successfully deploying such, is treating our colleagues from other countries in a manner which puts them at ease. Notice that this recommendation goes well past the tired old adage: â€Å"Treat those from other countries with sensitivity†. That much is obvious, and we would certainly try to conduct ourselves thus. The recommendation is to approach colleagues from another geography with a demeanor they would find in their own country. In other words, if you are dealing with Brazilians, try to ‘act Brazilian’ as you collaborate with them; if you are working with a Finn, try to ‘act Finnish’. So how do we develop a good picture of what ‘acting Australian’ or ‘acting Japanese’ might entail? Fortunately, there’s excellent research on intercultural cooperation we can consult. Fons Trompenaars’ Riding the Waves of Culture, or Nancy Adler’s International Dimensions of Organizational Behavior are some of the best books on the intercultural topic. My personal favourite in the â€Å"intercultural† arena, as relevant today as when its first edition was published in the UK in 1991, is Cultures and Organizations: Software of the Mind by Dr. Geert Hofstede. The ground-breaking contribution of Dr. Hofstede’s research is that, through thousands of surveys of IBM professionals in dozens of countries, he is able to arrive at a numerical value for certain elements or â€Å"dimensions† which make up Culture. So for example, we learn that Malaysia, on average, has the highest score (104) for â€Å"Power Distance†, meaning that as a group they are uite comfortable accepting power inequalities in society. At the other extreme, Great Britain and Canada have low scores (35 and 39 respectively), which translate into a â€Å"limited dependence of subordinates on their bosses†. In other words, British and Canadian employees (as a group) are not afraid to approach their bosses or disagree with them. Another usef ul discussion centers around the topic of â€Å"collectivistic† cultures (where the interest of the group prevails over the interest of the individual) compared to â€Å"individualistic† cultures (in which the interests of the individual prevail). It comes as no surprise that the country with the highest individualism score is the USA (91), closely followed by Australia (90). At the other extreme, the countries with the lowest individualism scores are Ecuador (8) and Guatemala (6). Personally, I have leveraged his findings to arrive at the following communication paradigms, in order to make my counterparts in other geographies more at ease as we negotiate and coordinate project milestones. It has proven a huge advantage, as the largest difficulties in technology projects are not about the technology. They are about people. With colleagues from Latin America (Venezuela, Panama, Mexico, Brazil, Colombia) and certain Asian countries (Pakistan, Thailand, Malaysia, Indonesia) with large acceptance of power, †¢ Stress clear definitions: what constitutes in-scope vs. out-of-scope †¢ Stress the benefit to the whole project/company †¢ Stress checkpoints for scope verification †¢ Lively exchange, having fun, yet sticking to the rules With collegaues from Northern/Western Europe/Australia/New Zealand, which exhibit large individualism, †¢ Have all the facts, be decisive †¢ Recognize the contribution of these colleagues †¢ Relaxed approach, not stressing hierarchy Sell/negotiate work deliverables †¢ Stress value of the project to their particular unit How would you know a country’s â€Å"Individualism (IDV)† or â€Å"Power Distance† (PDI) scores? The best source would be Dr. Hofstede’s book. Alternatively, ITIM International has kindly published t he scores in the website http://www. geert-hofstede. com/ I hope you find these recommendations useful and that they make you successful in your next international project. ————————— For more resources, see the Library topic Projec http://managementhelp. org/blogs/project-management/2012/08/23/successful-strategies-for-global-projects/ How to cite Solution of Cross Cultural Project Management, Papers