Cross Cultural Managment Essay Example | Topics and Well Written Essays - 1500 words

Cross Cultural Managment - Essay Example In this context, therefore, cultural intelligence can be described as the ability of individuals in the working place to develop a sensible working condition despite their affiliations (Ang & Livermore, pp.38; Earley, Ang & Tan, pp.3). This essay shall aim at analyzing two articles in an attempt to find out which article is the most applicable to proving the importance of ‘Cultural Intelligence’ (CQ) to the manager of Global Alliances. The essay shall incorporate both theoretical and practical justifications on the importance of ‘Cultural Intelligence’ (CQ) in any organization. According to Triandis, just like in Peterson, (pp.177) and Lundby (pp.301), cultural intelligence is vital for survival of any organization. In his work, he indicates that no flourishing interaction can exist without the staff embracing the aspects of cultural intelligence. Triandis (pp.20) indicates that if the organization has to be successful in inculcating feelings of cultural int elligence among the workers, they have to be keen to detect any kind of flaws that might be existent in the workplace that might harbor successful incorporation of basics that can inculcate roots of cultural intelligence among the workers. ... This entails the ability of the individuals to understand the perceptions and behaviors of the concerned parties in regard to their cultural backgrounds. Of essence, he emphasizes that in the case of varying cultures, individuals must be quick to focus more on the context of their workforce unlike content of what they might have communicated. At times individuals are likely to behave according to the way other people behave in varying cultures, a factor Triandis (pp.20) refers to as ideocentrism. He also explains the concept allocentrism that may alter thriving of cultural intelligence in the workplace. On a practical aspect, in the case of a manager, it would be beneficial if one assesses all kinds of information given by the concerned parties, before making a judgment especially if disputes exist between sections of employees. Collecting tangible evidence unlike insinuations or clues would be beneficial to the manager. Secondly, culturally intelligent persons must be keen to identi fy behaviors that exist in the tough situations in the workplace (Livermore, pp.53). This interprets that, in the course of coexisting in the working environment, there are higher chances that individuals may conflict as a result of interactions in the society. Triandis (pp.22) indicates that chances are probable that individuals are likely to conflict in the quest to make their opinions heard in the workplace. Practically, the managers may consider gathering all kinds of information that would allow them make judgments that are biased, but for the good of the entire workplace. On another view point, a culturally intelligent person is one that is able to handle circumstances that emanate from cultural variances. Triandis