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Cultural Intelligence in The Workplace

To increase cultural intelligence, human resources must be able to get involved and properly train all the staff of the organization to enable and ensure a correct and healthy climate in society so that culturally different people can feel at home. Comfortable and able to do their job properly.
It is not only the human resources who are the only victims of this task, I had to work with Pakistani employees in the construction of an oil site, which at noon, they stop their work, they will do prayer, have their meals and they must absolutely go to bed at least half an hour to resume service. I did not have any HR staff attached to me in the city where I was in a remote city in the capital where the human resources were, who did not know their practice during the breaks. While other South African workers could take their breaks with 10 or 15 minutes late.
So I think these kinds of concerns apply to all categories of people who have culturally different people with whom they have to deal, exchange, communicate or even do business.
A practical training schedule can be introduced during the recycling of company policies, when employees return from work or simply when hiring a new person who will have to work with people whose culture is different.
It will be a question of correctly explaining how to behave, to know to live, to communicate, to respect and to advance together by having points of difference in our respective cultures. There may be opportunities to learn new languages, cooking, clothing, history of the country, etc.
This would facilitate communication, the eyes of others on people who have a way of thinking and acting different from ours.
As stated by Hodgetts & Luthans, Culture can affect technology transfer, managerial attitudes, managerial ideology
and even government-business relationships. Moreover, culture affects how people think and behave (Hodgetts and Luthans, 1994).

This will provide us with benefits that can be used in our experience, the history of the company and even the wealth of the profession



References
Kundu, S.C. (2001). Managing Cross-Cultural Diversity: A Challenge for Present and Future Organizations. Delhi Business Review, 2(2).  Retrieved from: http://www.delhibusinessreview.org/v_2n2/dbrv2n2e.pdf
Hodgetts, R M and Luthans, Fred, (1994). International Management, New York : McGraw, Hill


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