Determine distribution, administration, and data collection procedures e. Moreover, strategic planning is an opportunity to explore and develop short- and long-term goals that focus on incorporating culturally responsive delivery systems while addressing issues of sustainability i.
Furthermore, younger and middle-aged Japanese participants illustrated higher scores than Americans for resolving group conflicts. Whatever methods are used to gather data for the self-assessment process, it is critical to explain the context of the assessment to all participants.
For organizations that do not have a specific cultural competence plan prior to the strategic planning meeting, this process can provide the forum for developing the steps needed to create a formal plan.
Develop Staff Recruitment, Retention, and Promotion Strategies That Reflect the Populations Served To determine whether it adequately reflects the population it serves, an organization has to assess its personnel, including counselors, administrators, and board of directors.
In addition to OMH guidelines on staff education and training Exhibitguidelines are available from psychological and counseling associations APA Representatives of the advisory board should also be included. Confidentiality can be a major concern for some respondents, especially staff members and clients, and every effort should be made to address this concern.
Assign a Senior Manager To Oversee the Development of Culturally Responsive Practices and Services From the outset, a senior staff member with the authority to implement change should be assigned to oversee the developmental process of planning, evaluating, and implementing culturally responsive administrative and clinical services.
Also, counselors who attempt to use culturally responsive practices—such as the involvement of family members as defined by the client and traditional healers—can encounter insurmountable hurdles if their agencies' policies and resources do not support these practices.
After all, if communication is electronic, it's as easy to work with someone in another country as it is to work with someone in the next town. By developing and endorsing culturally responsive policies and procedures, an organization can provide carefully thought-out strategies and processes to help staff members provide real-time responsive services.
These factors are the ones on which a culture is based upon. It is preferable to develop the materials initially in those languages rather than simply translating materials from one language to another.
Plan for Language Services Proactively An organization must anticipate the need for language services and the resources required to support these services, including funding, staff composition, program materials, and translation services. This can be burdensome, if not offensive, to that person.
To date, most instruments available have limited empirical support Delphin-Rittmon et al. Americans experience conflict gradually, which results in continuous learning about how to solve conflict and increased wisdom in their later years. In addition, cultural competence is intrinsic to effective staff relationships and business practices.
Identification of and recommendations for culturally and linguistically appropriate program materials.
While this is clearly an important strategy, there is a need not only to increase the numbers but also to improve the quality of training for all clinicians, regardless of their racial, ethnic, cultural, or linguistic background.
Hands Across Cultures Mission Statement. Describe the feelings that you have about your client. And, members of the India office will also observe different holidays such as Mahatma Gandhi's Birthday, observed on October 2. Culturally responsive organizational statements cannot provide a tangible framework unless supported by community, referral, and client demographics; a needs assessment; and an implementation plan.
It does not matter if conflicts are resolved or not, but it is expected that participants must fulfil their formal and basic duties so that they can keep their positions. These findings appear in a paper titled: A parallel process that can influence the potential success of staff involvement and commitment to the development of cultural competence is the organizational culture.
Employees and their job descriptions change.
He found no cultural cues with which to identify or connect. Recommended Citation Gelfand, Michele J. Staff members are likely to have specific knowledge of client needs and to be able to identify potential obstacles or challenges in how an organization attempts to implement culturally responsive policies and procedures.
This can be considered pseudoetic work because various cultures have their own concepts for intelligence. Idiocentrists individuals found in individualistic cultures are more amenable to transactional leaders who reward individuals for hard work and success and less amenable to leaders who encourage group work and reduce individual identity.
Indian managers, on the other hand, care less about visionaries, preferring bold assertive styles of leadership. The counselor had difficulty following this direction because of barriers in finding an appropriate traditional practitioner in the local area, coordinating services, establishing and securing confidentiality for the client and with the practitioner including educating the practitioner about confidentialityarranging transportation for the client, obtaining a stipend for services, and discerning how and when to incorporate the traditional practice into the treatment milieu.
Develop local outreach and educational programs in multiple languages e.leadership effectiveness in today’s globalized world, cross-cultural leaders need to be able to manage culturally diverse settings efficiently, known as a capability of cultural intelligence or cultural quotient - CQ (Rockstuhl et al., ).
This chapter focuses on the field of cross-cultural organizational behavior, which Gelfand et al. ( ) define as ‘ the study of cross-cultural similarities and differences in processes and behavior at work and the dynamics of cross-cultural interfaces in multicultural domestic and international contexts.’.
In this case, it comes down to cross-cultural miscommunication, according to Erin Meyer, a professor at the French business school INSEAD and author of The Culture Map (PublicAffairs, ), a. Cross-Cultural Organizational Behavior. 40 Pages.
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Broadly construed, cross-cultural organizational behavior (OB) is the study of cross-cultural similarities and differences in processes and behavior at work and the dynamics of cross-cultural interfaces in multicultural domestic and international contexts.
This behavior is consistent with some cultural differences described in extant literature. The results call into question the generalizability across cultures of descriptive decision theories, which come largely from the West, and suggest the need for descriptive theories that incorporate cultural factors.Download