Training for cultural competence’, Industrial and Commercial Training, 44 (1), pp.47 – 50.
After you have read the article, complete the following:
Identify the definition of cross-cultural competence. Evaluate and identify the challenges that can occur
when attempting to instill cultural intelligence into the workforce.
Cross cultural competence, in essence, determines the variables that have been set to
contribute to the intercultural effectiveness. Through a cultural competence, an organization
therefore has the capacity to acquire the cultural awareness of others through a recognized
ethnocentric understanding of the consequences of a cultural assumption, thus creating an avenue
through which an effective work relation can be initiated (Goodman, pp.47 – 50. 2012). Through
this, an organization is in a position to determine its style of engaging in business globally, the
impact of virtual communication, cultural differences in communication styles on intercultural
understanding. This paper, therefore, seeks to determine the approaches through which
organizations can instill the elements of cultural intelligence within a work environment.
Definition of the Cross-Cultural Competence
The cross-cultural competence infers to the knowledge, effect, and skills that can enable a
person to adapt efficiently within an intercultural environment. Many international ventures have
over time failed in their market entry approaches for the lack of cross-cultural competence on the
business practitioners (Goodman, pp.47 – 50. 2012). It is vital to note that this can be defined as
an individual’s ability in contributing to the intercultural effectiveness irrespective of the
intersecting cultures. It is essential to note that in as much as the elements of behavior and
cognition may be relevant within a particular region; a set of competencies may enable the
adaptation of individuals in any culture.
Cultural competency is an aspect that requires more than knowledge of diverse cultures
including the skills required in cultural interactions. However, an essential element in this is the
awareness of an individual’s worldview (De Vita, pp. 221-231. 2002). To achieve this, it is
therefore critical to have the ability to adapt to an individual global mindset that creates an
awareness of the approaches needed to integrate cultures in business even in aspect where
communication styles vary, and the assumptions of these styles can negatively impact a venture.
Cross-cultural competence is also known as a tendency within a cultural setting that
initiates the decision making and communication approaches that have the potential to resolve
the misunderstandings and mistrusts that may occur within a work environment (De Vita, pp.
221-231. 2002). In essence, a cross-cultural difference mainly enables individuals to determine
the differences between their cultures including of other people as well as enlightening
individuals of cultural consciousness.
Challenges Occurring When Instilling Cultural Intelligence in a Workforce
In order to initiate an international team, there are several factors that need to be
considered to integrate the success of a well articulated and integrated intercultural competence
within a team since each team member has a different view of the company based on their
cultural understanding. The challenges that are therefore bound to be encountered include;
The variables in communication styles as determined and measured in light of the levels
of criticisms that can be obtained and endured within each cultural dimension may result in
issues in an event where an organization tries to instill the element of cultural competence
(Easterby-Smith, & Malina, pp. 76-86. 2009). This, therefore, requires that this process is
weighed carefully within an organization with the aim of minimizing the elements of
Variances in Perception and Decision-Making;
It is essential to note that some cultures are profit oriented while others are mainly
developed for the purposes of social relations and friendship. Some other cultures remain low in
uncertainty and avoidance, a factor that apparently determines the fact that a blend of this
cultural orientations and perceptions may be a difficult element to achieve especially in the
The Differences in Negotiation Approaches;
The variances in negotiation styles and approaches in the installation of cultural
competence within an organization may turn out to be a difficult element to achieve due to the
differences in cultural orientations of different individuals.
It is, therefore, essential to note that there are also issues that follow the cross-cultural
competence such as leadership, roles, management styles, and the reaching of agreements in
instilling cultural competency within an organization (Furnham, Petrides, Tsaousis, Pappas, &
Garrod, pp. 5-32. 2005). Implementing these elements within an organization may be a tricky
part and should be critically incorporated. It is therefore essential for the management team of an
organization to determine appropriate approaches and solutions to these issues in order to reduce
the adverse impacts and effects that may occur in instilling cultural competency within the goals
of an organization.
Cultural competence can, therefore, be determined with an approach that enables an
organization to understand the diverse cultures of its workforce including the differences with
the aim of mitigating the differences and challenges that may arise between workmates (Huang,
Rayner, & Zhuang, pp. 277-288. 2003). Cultural competency is an aspect that requires more than
knowledge of diverse cultures including the skills required in cultural interactions.
Cultural competence enables an organization to have the capacity to acquire the cultural
awareness of others through a recognized ethnocentric understanding of the consequences of a
cultural assumption, thus creating an avenue through which an adequate work relation can be
initiated. It is, however, essential to determine that initiating the proponents of cultural
competency may not be an easy task to achieve. Organizations, therefore, need to develop
decisive approaches of initiating competence within the confines of culture with the aim of
increasing its productivity levels.
De Vita, G 2002, ‘Cultural Equivalence in the Assessment of Home and International Business
Management Students: a UK exploratory study’, Studies In Higher Education, 27, 2, pp.
221-231, Academic Search Premier, EBSCOhost, viewed 27 August 2015.
Easterby-Smith, M, & Malina, D 2009, ‘Cross-Cultural Collaborative Research: Toward
Reflexivity’, Academy Of Management Journal, 42, 1, Pp. 76-86, Business Source
Complete, Ebscohost, Viewed 27 August 2015.
Furnham, A, Petrides, K, Tsaousis, I, Pappas, K, & Garrod, D 2005, ‘A Cross-Cultural
Investigation Into the Relationships Between Personality Traits and Work
Values’, Journal Of Psychology, 139, 1, pp. 5-32, Academic Search Premier,
EBSCOhost, viewed 27 August 2015.
Goodman, N. 2012 ‘Training for cultural competence’, Industrial and Commercial Training, 44
(1), pp.47 – 50.
Huang, Y, Rayner, C, & Zhuang, L 2003, ‘Does intercultural competence matter in intercultural
business relationship development?’, International Journal Of Logistics: Research &
Applications, 6, 4, pp. 277-288, Business Source Complete, EBSCOhost, viewed 27