This understanding of socio-cultural environment is then translated effectively into business practices so that they appeal to the local crowd and create a positive image of the firm in their minds. (Cultural Barriers) More and more organisations today face a dynamic and changing environment. This, in turn, requires these organisations to adapt. Hence, it is important to consider the changing nature of the workforce. Most organisations, today, have to adjust to cope up with a multi-cultural environment.
Human resource policies and practices have to change in order to attract and keep this more diverse workforce motivated and willing to work. And many organisations have to spend large amounts of money on training to upgrade various skills of the employees. There is a definite downside to the resistance to change and that is hindrance to the process of adaptation and progress. It doesnt necessarily surface in a standardized manner. Resistance can be overt, implicit, immediate, or deferred (Robbins, 2004).
It is easiest foe the management to deal with resistance when it is overt and immediate. For instance, a change is proposed and employees quickly respond by voicing complaints, engaging in a work slowdown, threatening to go on a strike, etc. The greater challenge is managing change when it is implicit or deferred. Implicit resistance efforts are more subtle, like, loss of loyalty to the organisation, loss of motivation to work, increased errors or mistakes, increased absenteeism, etc (Robbins, 2004).
Similarly, deferred actions cloud the link between the source of the resistance and the reaction to it. Empathy is the ability to understand the emotional makeup of other people. Empathy is the trait that enables a leader to be an expert in building and maintaining talent. It enables him to treat people according to their emotional reactions. This is why he can be successful in getting the most out of the talented people that work under him; it thus makes him a better man manager.
He is able to manage and lead people from various different backgrounds and cultures, belonging to various social and economic classes, i. e. it increases the cross-cultural sensitivity of the leader himself. With the businesses and economies globalising, leaders have to lead and manage people belonging to different cultures which is the major reason why change management in such a scenario is very difficult, however, if only a leader can empathize with his followers, it makes the job half as difficult as before.
The Cultural Competency Assessment Responses portrays a wonderful picture of the cultural competency assessment test; the responses were positive and the personal taking the test were satisfied with this tool, Cultural Competency Assessment as exhibited in their responses was informational, people started thinking in a different direction, and enhanced learning amongst different culture, it is essential when we are dealing with human lives in terms of health, healing & wellness. Cross -cultural communication utilizes language and culture to shape human behaviour and facilitating them.
In fact the two also influence each other. Cultural impacts on human behaviour are widespread and influence important aspects of human behaviour. In comparison, influence of language on human behaviour is subtle but still significant. Further Cultural Competency Assessment includes life cycle events add value to the program by helping people of different culture comprehend the cultural diversity of adolescents or the elderly, which prepare individual to interact with people of diverse culture for the betterment of their career in medicine.
Gathering good history of the patients is significant for finding and giving the right treatment, using deductive reasoning to arrive to a diagnosis. So life cycle events enhances the health care delivery process for its betterment. Cultural competence is the capability to interact efficiently among individuals of diverse cultures. It encompasses four components attentiveness of ones own cultural worldview, approach towards cultural differences, Knowledge of different cultural practices and worldviews, and cross-cultural Skills.
Building cultural competence results in an capability to comprehend, communicate with, and efficiently interact with people across cultures. These components if implemented properly are very effective in Building cross cultural communication competence. Further, when an organization focuses on developing such competences in their employees, the benefits are more then the cost incurred as high-impact managerial teaching builds personal effectiveness amongst worker, Improve communication, efficiency, and productivity for persons, teams, and the whole of the organizations.
Further better understanding of the needs of people from different cultural backgrounds will help employees to work as a team more effectively. To comprehend the Cultural competence, Diversity training should be given to the employees for Building cross cultural communication effectiveness, Cultural competence have become essential at present era when our organization are full of people of different culture which has led most management to cater diversity management of the organization by taking such measure for the betterment of the organization.
The recommendations I would like to state for the facilitation of the organization is Cultural competence Diversity training which will facilitate in designing strategies, action plans, development, and training matched to peoples current state of affairs. Further to develop the ability to correspond with other people of different culture which will help in building team effectiveness, team building by implementing tailored strategies to cater each diverse teams needs.
I would like to conclude by adding that Cultural competence will add value to the organization operation and will lead to the betterment of the organization. References 1. Robbins, Stephen P (2004). Organizational Behavior. Prentice Hall. 2. Cultural Barriers to Effective Communication. (n. d. ). Retrieved from www. ncbi. nlm. nih. gov/pubmed/9461923