Emotional Intelegence

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Table of Contents

1. Introduction        3

2. An individual’s (CI) and the influence there of at the work place        3

3. Cultural Intelligence and authority.        4

3.1 Authority vs Subordinate        4

3.2 Subordinate’s behavior towards authority        4

4. South Africa and its cultural diversity        5

5. (CI) Promotion in an organization        6

6. DEVELPINIG SOCIAL AND CULTURAL AWARENESS        7

7. Summery        8

8. Appendix (A)          Charl Drake 29185734        9

9. References        10

1. Introduction

Cultural (CI) Intelligence defined….

The term Cultural Intelligence can be defined as the understanding or comprehension of people’s different backgrounds, their beliefs and religions, their behavior, and the manner in which they were raised. Traditions that one has become accustomed to through generations as well as their surroundings, this all influences the way people think, behave and react.

2. An individual’s (CI) and the influence there of at the work place

Cultural intelligence (CI) also known as Cultural Quotient (CQ) plays an important role in the work place when it comes to performance, loyalty and discipline. The fact that you as CEO, MD, as Manager, or even supervisor for instance have a sound knowledge and understanding of other’s cultures and religions, does not mean the rest of your subordinates do. Imagine having a loyal and trustworthy performer within the company, but as a result of feeling singled out and different, the employee is unhappy within the work place and thus influencing their effectiveness. It could be as a result of just one or two fellow employees who have no (CI), it could be the majority of employees in the company or the company’s culture as a whole.

The culture and beliefs of those that work for you, with you, or around you is as important as your own. In my opinion emotional intelligence and (CI) are in close association with each other or go hand in hand if you will. Without emotional intelligence one would expect difficulty in being culturally intelligent and the awareness there of. Just because a person looks different, acts different or believes in different things does not indicate the capability of that person. What might to you seem out of the ordinary might just as well be the others’ norm and vice versa.

Generally people with the same cultures and interests would remain unified in the work place, the tea room at lunch and even in specific positions and types of entities. This is where, in the 21st century it is the company’s obligation and responsibility to provide awareness, and to induce ethical code to bring an improved understanding and profound knowledge of everyone’s different cultures.

This all resulting in pleased, satisfied and motivated employees contributing expected performances and effectiveness. Cultivating even a small amount of interest and knowledge among differently cultured ethnic groups may grow to be a diverse understanding and acceptance of each other, promoting performance and team work for an organization.

3. Cultural Intelligence and authority.

Although it is the norm for a company to have a vast understanding, awareness and knowledge of (CI) supported within a well drafted ethical code of conduct, it can prove to be a challenging task when having large cultural diversity. On the other hand it could prove to be very interesting and beneficial depending on one’s situation and how it is managed.

        3.1 Authority vs Subordinate

        Your superior is a “know it all” and does not understand you.

        Do you really understand your superior, or do you just have vast         cultural differences? The equilibrium would be interest, emotional                 intelligence and communication. The fact that you might not get         along is not because he/she simply does not like you personally or         just abuses his/her authority, it could be because he/she does not         know         “where you’re coming from”, what you within your culture and         way of living find significant. This is where (CI) comes into play. Its         important role is to cater for the cultural diversity where everyone is         measured on equal playing fields despite race,         color, gender or         even looks. If the superior supports (CI) and promotes it in the         organization and work environment, it should become a way of         living and adaption,         just as any other culture. The measurement         should only be on grounds of the performance appraisal according         to effectiveness and KPI’s.

        3.2 Subordinate’s behavior towards authority

        You’ve acquired a position in your company with some sort of         authority, you might be a CEO or perhaps owner of your own         company. It goes without saying, you’ve earned the respect. The         concern comes when you morally decide what degree of respect is         appropriate for you. This could be in a positive or negative form.         Positive when the respect can become overwhelming and of such a         nature that you possibly find it odd in coordination to what you are         accustomed to. In some cultures the degree of respect and         gratitude and the manner in which it is expressed can be immense.         The opposite can also be a reality where your thoughts might drift         into a direction of complete disgust. Each of your thoughts or         opinions boils down to your culture and what you in your generation         have come to understand and accept as the norm. You find the                 employee to be obnoxious or rude and maybe irritating, but in         his/her point of view their behavior is intellectually correct. The         hypothesis would be to establish neutral grounds with         a         compromise taking all parties into account.