Scribd Logo
Încărcați

Bine ați venit la Scribd!

  • WWW - Business-Standard Culture Quotient

    Încărcat de

    Abhishek Ghatak
    17 vizualizări3 pagini
    The document discusses cultural intelligence (CQ) as a new imperative for organizations conducting international business. CQ is defined as the capability to function effectively across various cultural contexts and is assessed based on four dimensions: CQ-drive, CQ-knowledge, CQ-strategy, and CQ-action. Several examples are given of cross-cultural business situations that failed due to a lack of understanding of cultural differences. The concept of CQ provides a framework for addressing these issues by developing intercultural skills beyond just acquiring cultural knowledge. Many large global companies are using CQ-based training and assessments.

    Descriere originală:

    NA

    Titlu original

    Www.business-standard Culture Quotient

    Drepturi de autor

    © © All Rights Reserved

    Formate disponibile

    PDF, TXT sau citiți online pe Scribd

    Vi se pare util acest document?

    Este necorespunzător acest conținut?

    Raportați acest document
    The document discusses cultural intelligence (CQ) as a new imperative for organizations conducting international business. CQ is defined as the capability to function effectively across various cultural contexts and is assessed based on four dimensions: CQ-drive, CQ-knowledge, CQ-strategy, and CQ-action. Several examples are given of cross-cultural business situations that failed due to a lack of understanding of cultural differences. The concept of CQ provides a framework for addressing these issues by developing intercultural skills beyond just acquiring cultural knowledge. Many large global companies are using CQ-based training and assessments.

    Drepturi de autor:

    © All Rights Reserved
    Descărcați ca PDF, TXT sau citiți online pe Scribd
    Indicator pentru conținut neadecvat
    17 vizualizări3 pagini

    WWW - Business-Standard Culture Quotient

    Încărcat de

    Abhishek Ghatak
    The document discusses cultural intelligence (CQ) as a new imperative for organizations conducting international business. CQ is defined as the capability to function effectively across various cultural contexts and is assessed based on four dimensions: CQ-drive, CQ-knowledge, CQ-strategy, and CQ-action. Several examples are given of cross-cultural business situations that failed due to a lack of understanding of cultural differences. The concept of CQ provides a framework for addressing these issues by developing intercultural skills beyond just acquiring cultural knowledge. Many large global companies are using CQ-based training and assessments.

    Drepturi de autor:

    © All Rights Reserved
    Descărcați ca PDF, TXT sau citiți online pe Scribd
    Indicator pentru conținut neadecvat
    din 3

    1/5/2015

    www.businessstandard.com/article/printerfriendlyversion?article_id=115010400584_1

    Culturalintelligenceanewimperative
    Howdowegobeyondtheobviousmanifestationsofculturetounderstandandappreciatethe
    underlyingdriversofemployeebehaviour?
    AninditaBanerjeeJanuary05,2015LastUpdatedat00:11IST

    AccordingtotheInternationalLaborUnion,70percentofinternationalventuresfailduetocultural
    differences.Itisnotsurprisingthatorganisationsacrosstheglobeconductingbusinessesacross
    culturalandnationalboundariesarelookingfortalentthatisgloballycompetent.Arecentresearch
    reportfromtheEconomistIntelligenceUnitfindsthat90percentofleadingexecutivesfrom68
    countriesbelievefindingeffectivecrossculturalpersonnelisatopmanagementchallenge.Thus,
    selectionandpreparationforcrossculturalassignmentsrequirefocus.
    Let'sconsiderthefollowingscenarios:
    AnItalianexpatriatecomesfromhiscompany'soverseasheadquarterstohandletheprofitable
    Indiansetup,thefocusandthegrowthlocationmarketfortheMNC.Theexpatriatehasafew
    yearsofworkexperienceinotherAsiancountries.Heisconfidentthathisstyleofworkingwill
    holdhimingoodsteadinIndiaaswell.However,withinmonthsofhisarrivalinIndia,people
    inkeypositionsstartputtingintheirpapers.Theyfindhisstyleofleadershipstifling.
    http://www.businessstandard.com/article/printerfriendlyversion?article_id=115010400584_1

    1/3

    1/5/2015

    www.businessstandard.com/article/printerfriendlyversion?article_id=115010400584_1

    AhighperformingteamofsoftwareprofessionalsisworkingcloselywithitsAmerican
    counterpartteamonaproject.Theprojectisprogressingbuttheteamsarenotworkingwell.
    TheIndiansfindtheAmericanswayoffunctioningaggressive.

    AninfrastructureprojectteaminIndiaisworkingwithaJapaneseteambutfindstheJapanese
    wayofworkingslowingdownprocesseswhatwithlengthymeetingsandfocusonpaperwork.

    AnIndianfamilyrunmanufacturingcompanybuysoutaEuropeanfirminitsbidtoexpand
    operations.Theintegrationofthetwocompaniesisturningouttobemuchtougherthan
    anticipated.
    Theexamplesgivenabovearedrawnfromissuesfacedbyleadersinrealbusinesssituations.Inmost
    casestudies,thefailuretohandlecrossculturaldifferencesisleadingtocostlyfailure.
    Interestingly,duringdiversityworkshops,whenaskedtolistdownkeyissuesfacedinworkingacross
    cultures,mostoftenwegetalistofwhatiswrongwiththeotherculture(s)theGermans'gotoo
    muchbytherulebook'theJapanese'relytoomuchonmeetings'andsoon.Stereotypingisoftena
    partoftheproblem.
    Howdowegobeyondtheobviousmanifestationsofculturetounderstandandappreciatethe
    underlyingdriversofculturalbehaviour?
    Theconceptof'culturalintelligenceor'culturalquotient'(CQTM)providesacomprehensive
    frameworktoaddresstheseissues.CQTMwasdevelopedasaresearchbasedwayofmeasuringand
    predictinginterculturalperformance.Accordingtoresearchers,PCEarley,SoonAng,andVanDyne,
    culturalintelligencecanbedefinedasthecapabilitytofunctioneffectivelyacrossvariouscultural
    contexts.Itisaconstructthatisdevelopedfromthetheoryofintelligence,whichisbasedonfourkey
    pillarsderivedfrommotivational,cognitive,metacognitiveandbehaviouralaspects.TheseinCQ
    parlancearedefinedasCQdrive,CQknowledge,CQstrategyandCQaction.
    EachofthesedimensionsofCQfeedintoeachotherinacyclicmanner.Thedesiretotakeonan
    internationalassignmentisareflectionofone'sCQdrive.CQknowledge,perhaps,isoneaspectof
    crossculturalinterventionthatgetsthemaximumattention.Wecanfindnumerousresourcesvideos,
    books,sensitisationtrainingworkshopswheretheemphasisisoninternalisingasetofdosanddon'ts
    aboutthetargetculture.Weallagreethatacquiringknowledgeaboutthetargetcultureisimportant.
    But,whenitisdoneinisolation,itleadstostrengtheningofstereotypes.
    ThisiswhereCQstrategycomesinitisaboutawarenessandabilitytoplanforculturalinteractions.
    Ifyouweretoidentifythemostroutinetaskbeingdoneacrossacrossculturalteam,writinganemail
    requestinginformationonprojectupdate,forinstance,thenculturalbackgroundofthereceivers
    shouldideallyinfluencethechoiceofwordsintheemail.Further,thelearningfromeachinteraction
    needstobeincorporatedintofutureinteractions.ThesearepartofCQstrategy.
    Culturalquotient,however,failsifCQactionisnothandledwell.CQactionistheabilitytoadapt
    one'sverbal/nonverbalandotherbehaviourstoalignwiththedesiredbehaviour.Feelingmotivated
    aboutworkingwiththecompany'sJapanesepartnersandacquiringknowledgeabouttraditional
    Japanesegreetingsisnotenoughunlessoneisabletoactuallygreetwithasofthandshakeorabow
    executedatthecorrectdegree.ThesefourCQparametersgohandinhandtoevaluatethecurrentlevel
    ofculturalintelligence.
    Therearemultiplecrossculturalcompetencytoolsavailableinthemarket,butwhatsetsCQapart
    fromtheseregularassessmenttoolsisitsstatisticalrobustness.Organisationsacrosstheglobe,
    includingWalmart,Shell,Lufthansa,CocaColaandGoogle,andacademicinstitutionssuchas
    http://www.businessstandard.com/article/printerfriendlyversion?article_id=115010400584_1

    2/3

    1/5/2015

    www.businessstandard.com/article/printerfriendlyversion?article_id=115010400584_1

    Harvard,StanfordandLondonSchoolofEconomics,areusingCQbasedinterventionsinvarious
    waysleveragingthepotentialofculturaldiversity,buildingleadershipdevelopmentprogrammesto
    drivenewbusinessinitiatives,assessingandtrainingrecruiterstofindhighachievingindividuals
    globally,drivingcustomerserviceandsalesandmarketingefforts,improvingM&Aandexecutionof
    globalprojectsandpreparingexecutivesforoverseasassignmentsandrelocation.
    CQisnotacapabilitythatiscastinconcrete,butsomethingthatisenhancedthroughreflection.The
    problemisthatweoftenoverestimateourselves.ThisisaddressedinCQthroughthemultirater
    assessmentoption.Organisationsworkingwithinamatrixreportingstructurecanhugelybenefitfrom
    themultiraterassessmentastheperceptionsacrossdifferentgeographiesandlevelsinamatrixcan
    differgreatly.
    CQassessmentbasedlearningsessionsarenotculturespecific.Theemphasisisonbroader
    adaptabilitytoculturaldifferences.
    Notsolongago,IQwasseenastheprimaryprerequisiteforsuccess.Withthepassageoftime,we
    havelearntthatEQtrumpsIQinmanysettings.Withbusinessesbecomingmoreglobal,IQ,EQand
    CQwillbethetriumvirateofaptitudesthatwillframetomorrow'sglobalsuccessstories.
    AninditaBanerjee
    PracticeHead,Diversity,RenaissanceStrategicConsultants

    http://www.businessstandard.com/article/printerfriendlyversion?article_id=115010400584_1

    3/3

    S-ar putea să vă placă și