CQ: Developing Cultural Intelligence at Work
This book explains to those living and working in another country how to identify and develop their Cultural Intelligence, or CQ. Cultural intelligence is an outsider s natural ability to interpret and respond to unfamiliar cultural signals in an appropriate manner.
CQ is distinguished by three core features: the head, or the ability to discover new information about a culture; the heart, or one s motivation and confidence in dealing with a culture; and the body, or the capability to adapt actions and behavior so that they are appropriate in a new culture.
A manager with a high CQ can enter into new cultural settings national, professional, organizational, regional and immediately understand what is happening and why, confidently interact with people, and engage in the right actions. Filled with real-world examples and case studies, this book explains how to assess one s own skills and improve one s CQ.
Positioning Cultural Intelligence in the Global Economy
What is Cultural Intelligence and Why Does It Matter?
Preparing Your Mind The Cultural Strategic
Directing Your Energy The Motivational Basis of CQ
Presenting Yourself The Behavioral Basis of CQ
Working Effectively in the Culturally
Succeeding in Global Work Assignments
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ability actions adapt adjustment Albert Bandura American appropriate Asian aspect of CQ backgrounds behavioral CQ Business School challenges chapter Chinese colleagues communication confidence critical cross-cultural cultural assimilator cultural differences cultural dilemmas cultural intelligence cultural knowledge cultural strategic thinking cultural values culturally diverse situations culturally diverse workplace culture shock deal decision Deutsche Bank develop different cultures effective efficacy employees encounter environment example expatriate experiences face feedback feel focus focused foreign global manager global work assignments global workers goals guanxi high CQ high-context cultures home country identity important India individual Indonesia interactions Japanese language leader leadership London Business School low-context cultures means motivational CQ Nanyang Technological University networked norms organization organizational culture overseas paralanguage person power distance problem reflects relationships role self-efficacy Singapore skills social someone specific team members Thailand things tion tural ture understand Unilever United versus vision
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