Cultural intelligence

Cultural intelligence

Cultural intelligence refers to cultural awareness and sensitivity skills.

Definition

According to Management by Robbins and Coulter (14th edition),

Cultural intelligence. Cultural awareness and sensitivity skills.

Awareness

Main wikipage: Cultural awareness

Worldview

Main wikipage: Cultural worldview

Cultural worldview is one's worldview on cultural diversity. Three basic distinctive views are:

1. Parochialism, which is one's viewing the world solely through your own perspectives, leading to an inability to recognize differences between people. Parochialism may serve as the ground for one's ethnocentric attitude or even racism.
2. Cultural apathy, which is one's awareness that cultural diversity exists, but it is not easy or even worthy to be explored. This apathy may serve as the ground for one's polycentric attitude.
3. Cultural open-mindedness, which is one's awareness that cultural diversity exists and willingness to embrace it. This open-mindedness may serve as the ground for one's geocentric attitude.

Attitude

Cultural attitude. An attitude that someone has toward own and other cultures.

• Parochialism. Viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.
  • Ethnocentric attitude. The parochial belief that the best work approaches and practices are those of the home country.

• Cultural open-mindedness
  • Geocentric attitude. A world-oriented view that focuses on using the best approaches and people from around the globe.
  • Polycentric attitude. The view that the managers in the host country know the best work approaches and practices for running their businesses.

Allegiance and favorism

1. Ingroup favorism. Perspective in which one sees members of own ingroup as better than other people, and, often, people not in own group as all the same.

Related concepts

Culture

1. Culture. The fundamental determinant of a person's wants and behavior.
2. Cultural context. The influence of the society the author lives in and his or her culture on his or her communications.
3. Context richness.
   • High-context culture. A culture that relies heavily on nonverbal and subtle situational cues in communication.
   • Low-context culture. A culture that relies heavily on words to convey meaning in communication.
   • Dominant culture. A culture that expresses the core values that are shared by a majority of the organization's members.
   • National culture. The values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important.
   • Strong culture. A culture in which the core values are intensely held and widely shared.

Trend

1. Coolhunting (also known as trendspotting) – to make observations and predictions in changes of new or existing cultural trends in areas such as fashion, music, films, television, youth culture and lifestyle.

Ethnicity

1. • Ethnicity. Social traits (such as cultural background or allegiance) that are shaped by a human population.

Part

1. Ethnic tendency. A quality or feature regarded as a characteristic or inherent part of culture.

Attribute

1. • Power distance. A culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.
   • Collectivism. A culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
   • Individualism. A culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups.
   • Long-term orientation. A culture attribute that emphasizes the future, thrift, and persistence.
   • Short-term orientation. A culture attribute that emphasizes the present and accepts change.
   • Masculinity. A culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.
   • Femininity. A culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society.
   • Uncertainty avoidance. A culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

Diversity

1. Diversity. The extent to which members of a group are similar to, or different from, one another.
   • Deep-level diversity. Differences in values, personality, and work preferences that become more important for determining similarity as people get to know each other.
   • Deep-level diversity. Differences in values, personality, and work preferences.
2. 

   Surface-level diversity
   Surface-level diversity. Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel, but may activate or trigger certain stereotypes.
   • Surface-level diversity. Easily perceived differences that may trigger certain stereotypes, but that do not necessarily reflect the ways people think or feel.
   • Biographical characteristic. A quantifiable personal characteristic such as age, gender, income, education, socioeconomic status, family size, marital status, race, and length of tenure that are objective and easily obtained from personnel records. These characteristics are indicators of surface-level diversity.
   • Race. The biological heritage (including skin color and associated traits) that people use to identify themselves.
   • Race. The biological heritage (including skin color and associated traits) that people use to identify themselves.
   • Workforce diversity. The ways in which people in an organization are different from and similar to one another.

Discrimination

1. • Discrimination. Noting of a difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group. Unfair discrimination occurs when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice.
   • Discrimination. When someone acts out their prejudicial attitudes toward people who are the targets of their prejudice.
2. Preconceived attitude. An attitude that someone has already had about representatives of some group without learning about their actual characteristics.
   • Prejudice. A preconceived belief, opinion, or judgment toward a person or a group of people.
   • Stereotyping. Judging someone on the basis of a perception of the group to which that person belongs.
   • Stereotyping. Judging a person based on a perception of a group to which that person belongs.
   • Stereotype threat. The degree to which we internally agree with the generally negative stereotyped perceptions of our groups.
   • Bias. A tendency or preference toward a particular perspective or ideology.
   • Glass ceiling. The invisible barrier that separates women and minorities from top management positions.

Factor

1. • Institutions. Cultural factors that lead many organizations to have similar structures, especially those factors that might not lead to adaptive consequences.
   • Societal environment. The portion of a firm's environment pertaining to cultural factors such as language, business customs, customer preferences, and patterns of communication.

Research and training

1. • Mentoring. A process whereby an experienced organizational member (a mentor) provides advice and guidance to a less experiences member (a protégé).
   • Diversity skills training. Specialized training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace.
   • Ethnographic research. A particular observational research approach that uses concepts and tools from anthropology and other social science disciplines to provide deep cultural understanding of how people live and work.

Unsorted

1. GLOBE program (Global Leadership and Organizational Behavior Effectiveness program) is the research project that studies cross-cultural leadership behaviors.
   • Global mind set. Attributes that allow a leader to be effective in cross-cultural environments.
   • But if a kind of injury is not only a personal contradiction between A and B, but also has a profound social background and cultural context, social movement is an appropriate response.
2. A non-profit corporation (hereinafter, the Corp) is any corporation that cannot distribute its free cash flow to the Corp's shareholders, leaders, and/or members. Particularly, the Corp cannot pay any dividends to its stockholders. The Corp can also be defined as a nonprofit organization in a form of a corporation. The Corp itself is not banned from making profit. However, the Corp must direct its possible surplus of the revenues to further achieve the ultimate objective or objectives of the Corp. Those objectives commonly include social, economic, cultural, and/or environmental causes.
3. Organizational resource. An organization's asset -- including financial, physical, human, intangible, and structural/cultural -- that is used to develop, manufacture, and deliver products to its customers.
4. Organizational culture. A system of shared meaning held by members that distinguishes the organization from other organizations.
   • Organizational culture. The shared values, principles, traditions, and ways of doing things that influence the way organizational members act and that distinguish the organization from other organizations.
   • Corporate culture. The shared experiences, stories, beliefs, and norms that characterize an organization.