MGE Papers

Cultural intelligence (CQ) is the ability to understand and adapt to unfamiliar cultural settings; and it is composed of cognition/metacognition, motivation and behaviour (Cultural Intelligence for Leaders, 2012). On the other hand, cultural intelligence is a concept which is made up of 3 interdependent parts namely: cultural knowledge, cross-cultural skills, and cultural metacognition (IESE Business School, 2015). The CQ model consists of 4 tenets which are inter-related namely: Acquire, Build, Contemplate, & Do (Cultural Intelligence for Leaders, 2012). Acquisition of knowledge, which is the first stage of the CQ model, comprises of gaining knowledge regarding unfamiliar cultures using available information and other relevant sources. In order to decipher unfamiliar cultures, it is imperative that a leader gains adequate knowledge in order to comprehend intended meanings. The second sequential step involves Building strategic thinking & is also termed metacognition.

Abstract Culture is not an easy terminology to explain but nonetheless it can be visualized to imply the tangible and intangible things which define the values and beliefs system of a group of people and how such a belief system impacts on their interaction with others. Culture may exist in certain levels and as such may be classified into: national , regional , organizational , team , and individual cultures in that hierarchical order of descent (Cultural Intelligence for Leaders, 2012). It is also pertinent to denote that culture is learned , symbolic , shared , systemic , and dynamic (Cultural Intelligence for Leaders, 2012). Despite the varying forms or layers of culture, it has a certain triad of basic constituents collectively ascribed as the roots of culture . These roots of culture are values , assumptions and symbols . Values are the principles guiding a pattern of group behaviour while assumptions stem from repetition as seen in cases of habitual thinking. Lastl

Introduction             The increasing complexities of organizations as it grows and as some take the path of globalization resulted in diversity and attracted many forms of cultural differences. Hence, the need to manage these cultural differences existing within organizations has been increasingly becoming necessary. This is particularly true for managers who may be caught in between various individual culture that each of its subordinates is accustomed to. Managing cultural differences requires what they called cultural intelligence (CQ). Broadly speaking, CQ is the ability to cut across various cultural contexts such as ethnic, generational, or organizational cultures (Livermore, 2011, p. 5). In this paper, the generational cultural differences between Joanne, the manager, and Julia, the newly hired subordinate will be discussed. To give a brief background, Julia is a confident, fast learner, and passionate young woman who wants to do more in her job without being micromanaged

Written Assignment Unit 1 – Young, Confident and Moving Too Fast In this case study we see a clash of cultures stemming from different generations, and possibly different values. Cultural differences are usually associated with geographical distances and the influence of the values and beliefs rooted in different areas. Here instead we see, how cultural values and behaviors can differ significantly on a dimension that has nothing to do with geography. The following analysis will provide a more clear view on the issue and possible solutions. Case Description and Major Issues Julia recently completed her master degree in social work with excellent results and has found a job in a local nonprofit committed to temporary housing for the homeless. She is eager to take on more responsibility but her boss, Joanne, insists that she check in with her on important decisions, and suggests that Julia has still very much to learn. Julia is frustrated by her boss behavior and wonders if

 Discuss how cultural strategic thinking plays a part within your current organization or an organization that you are familiar with.  What two specific cultural strategic thinking techniques have you observed within your team? Did you see evidence of Cultural Intelligence (CQ)? Using the article you read and your text discuss some of what you observed, both in terms of positives and deficits and discuss how CQ could have been improved. Discuss how cultural, strategic thinking plays a part within your current organization or an organization that you are familiar with. I work in a multinational software company with several offices across America, Europe and Asia with over 7,000 developers. Thus, cultural strategic thinking is critical to our success. However, the way the implement train employees are based on three factors: online training and hands-on experience, evaluation. The organization has a website with onboarding videos about the organizations, beginning, rules, cul

 Discuss how cultural strategic thinking plays a part within your current organization or an organization that you are familiar with.  What two specific cultural strategic thinking techniques have you observed within your team? Did you see evidence of Cultural Intelligence (CQ)? Using the article you read and your text discuss some of what you observed, both in terms of positives and deficits and discuss how CQ could have been improved.   Large corporations may have statistical probability of greater cultural diversity due to the number of employees in the pool.  However, the small relocation firm, that I work for, also offers cultural diversity in terms of generation, country of origin, race, education, religion, family structure, work experience, task management, and entertainment interests.  Reflecting on the corporate culture, individual cultures, and the influences each has on the other, reveals the advantage of cultural strategic thinking.  How Does Cultural Strategic Thi

In Stryker, we never had formal training in dealing with different cultures, nevertheless, it was remarkably easy to connect and communicate with colleagues from different cultures. After this week readings, in hindsight, I can say that we did unknowingly use some cultural strategic thinking techniques. I can recall the following from the ones mentioned by Cultural Intelligence for Leaders (2012): Thinking, Being, and Staying Positive. We had a robust can-do culture, and as the marketing team, we were working to turn-around our division results. The leadership style was emphasizing the “results” and “learning” themes according to the Groysberg, Lee, Price, & Cheng (2018) model. Results because there was a good deal of pressure on showing improvements since the new team was established, and learning because although the division was not new globally, it was new in many countries, including in part for the European Headquarter. We understood not everything was perfect, and we knew