Cultural Intelligence, Cross Cultural Code Switching And Flexing Essay

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

Language is the primary way to communicate, learn and express identity. People, who have native-like control of two or more languages or are simply bilingual, establish their identity through code-switching. Code-switching refers to using more than language or variety in conversation. Code-switching is an essential skill for bilinguals. People with mixed cultural identity require the proficiency in code-switching to show loyalty to more than one cultural or social group.

It have been proven effective in providing services to individuals from a wide spread of diverse backgrounds. Cultural competence is understanding a set of congruent behaviors, knowledge, attitudes and policies that enable effective work in cross-cultural situations (Bazron, Cross, Dennis, & Isaacs, 1989). This means that an individual trains to understand different cultural groups. Cultural competency training is beneficial to all human service organizations because it aims to increase the knowledge and skills to improve one’s ability to efficiently serve different cultural groups therefore eliminating biases and

Cultural competence can be thought of as the capacity to understand, value, and cooperate with people from differing backgrounds and cultures and belief systems other than one’s own. (Eyck & Busch, 2012) acknowledged

Since each national market has its own set of values and beliefs, that one has to appreciate in order to pursue a future in said globalized-world, it is no wonder we observe a constant rise in the demand for intercultural and cross-cultural trainings.

Chapter One of the textbook discusses the concept of Cultural proficiency as an important aspect of cultural competency. LaFromboise, Coleman, and Gerton (1993) suggest that “a culturally competent individual possesses a strong personal identity, has knowledge of the beliefs and values of the culture, and displays sensitivity to the effective processes of the culture” (Diller, p.

The authors of the white paper conducted a series of interviews designed to solicit the knowledge and opinions of 18 CEO’s and C-suite executives of Fortune 500 companies to put together a list of characteristics and prerequisites that are vital to the successful trajectory of an effective business leader. Among a series of such requirements, global exposure through global assignments was a repeating mantra. Hand in hand with this was cultural sensitivity. One of the quotes cited in the white paper declared, “You have to have a very open, inclusive, global perspective – the ability to connect the dots, to really assimilate different

Unquestionably, organizations rely on business professionals that can manage their business across a variety of cultures. With the rise in globalization, it is imperative that business professionals have a high cultural intelligence, which is the ability to adapt to individuals of other cultures. Luckily, cultural intelligence can be developed and ameliorated with experience, training, and with a conscious effort (Cardon, 2013). As a Human Resources Manager, I have worked with people from numerous countries throughout my career, but they were all here in America. It was not until I took my most recent position that I traveled outside of the United States to one of our facilities in Mexico. Unfortunately, I knew a minuscule amount about their culture, but have been intrigued by them ever since

Developing cultural competency is not always easy and it is not something that one acquires through birth. Instead, it is a developmental process that is nurtured over time. While the growth process may start off with a memorized list of acceptable and unacceptable behaviors that one is supposed to follow, true intercultural competence evolves when behaviors are internalized and occur naturally because they “feel right” (Medina-López-Portillo, 2004, p. 315). Stress, anxiety, and difficulties are sometimes signs that an individual is making progress towards cross-cultural “deepening” (Stephenson, 2002, p. 99). At an extreme, when individuals are overwhelmingly stressed in a new cultural environment, their failure to adapt is expressed at times by emotional and physical health issues (Li et al., 2013).

Competent is having the knowledge to do something successfully. Cultural competence allows us to believe with a thorough knowledge of traditions and theories of a culture that we can function. We do not have to identify or acknowledge our biases. Being cultural competent does not require

Cultural intelligence is a very interesting subject and one that speaks to the ever-growing demand for appealing to the global audience in an era where globalization is peaking. In an ambitious and growing company, a leader's responsibilities will not only grow, but also command versatility to cope with accommodating a diverse cultural scheme in order to compete effectively and appeal on a larger scale.

Cultural intelligence assessment will enable the individual to have certain information about himself. It is posited that cultural difference has a greater impact on business effectiveness than we think. That our cultural backgrounds really influence the way we think and act and the way we interpret each others contributions. Our success or failure in communication will depend on the extent at which we understand the different cultural background of the employees and create a fruitful collaboration in situations where cultural differences play a role. To achieve this, we need to act in an appropriate way in multicultural situations coupled with the ability to have an open mind which admits new information and this is curious about

The use of codeswitching between English and other languages is examined from a sociolinguistic perspective. It will be shown that codeswitching is instinctive and achieves overarching objectives such as serving the outcome of speech, defining identity and indirectly delineating aspects of the relationship between the participants, it 'lubricates' the conversation by making it more 'fluid', and when English is used, brings clarity and precision, particularly to formal arrangements. Finally codeswitching from English as a component of 'metrolinguistics' will be considered in relation to the data provided.

Many opportunities are associated with a culturally diverse workplace and global expansion may have potential to provide just such a diverse work group. Cross-culturalism in business can provide leaders and employees with a wonderful opportunity to work with people from different backgrounds and cultures. In addition, “the more opportunities for business leaders to interact with people from different cultures, the more likely they will be to have positive attitudes from different cultures and identify, learn and apply diverse culturally-appropriate business behaviors” (Caligiuri & Tarique, 2012, p. 614). Culturally diverse environments offer a multitude of benefits including “the variety of perspectives, skills and personal attributes” (Matveeve & Nelson, 2004, p. 254). Moreover, multicultural teams have potential to “generate more ideas of higher quality in brainstorming tasks” (Matveeve &

In today’s globalized environment, business culture is becoming more and more complex. It is because of the amalgamation of various cultures from all over the world. The business encompasses heterogeneous human resource. The employees working in the same organization come from different countries and they belong to different traditions and customers. In multinational companies especially, the employees coming from the different parts of the world come together to attain the common organizational goals. Moreover, having the status of being multinational, the company has its set up in different countries. To establish business, the company also has to deal with so many people from different countries. In such situation, the company needs the