Cultural intelligence is just another name for emotional intelligence

HRM3004 <BR>CROSS-CULTURAL MANAGEMENT <BR>2009-10 <BR>Assignment 3 <BR>Choose one of the following questions and answer in essay format to a maximum of 3,000 words Please submit in hard copy to SAO and also via Turnitin. <BR>Deadline 4pm Tuesday 4th May. <BR><BR>1. “Expatriate failure is always the fault of the expatriate.” <BR>Discuss. <BR>2. “Cultural intelligence is just another name for emotional intelligence.” Discuss. <BR>3. Are cultural profiling frameworks still relevant in the age of global convergence? <BR>4. “When they are good they are very, very good. When they are bad they are horrid.” <BR>Discuss this statement in the context of international teams. <BR><BR><BR>Introduction <BR>Cultural framework is a term used in social science to denote the longstanding background traditions, value systems, myths and symbols that are widespread in a given population (Mead, 1998). Generally, to assess a particular<A href="http://www.51lunwen.org">留学生论文定制</A> culture, it always identifies the culture into several dimensions, such as the culture model made by Hofstede. It is beacuse the cultural framework could create boundaries used for analyzing the elements included in the culture. In this case, to identify and study the perspectives of an unknown culture, especially those cultures which most people do not similar with, creation of........................ <BR>Cultural Framewok <BR>Globalization and Culture <BR>Discussion <BR>Conclusion <BR>References <BR>Ailon, G. (2008). Mirror, mirror on the wall: Culture's Consequences in a value test of its own design. The Academy of Management Review, vol. 33, pp.885-904 <BR>Brendan, M. (2002). Hofstede's Model Of National Cultural Differences And Their Consequences: A Triumph Of Faith - A Failure Of Analysis. Human Relations, vol.55, pp.89–118. <BR>Becker, J.& Ayman, R. (2002)‘Discrepancies in Self/Subordinates’Perceptions of Leadership Behavior: Leader’s Gender, Organizational Context, andnLeader’s Self-monitoring’, Group and Organization Management 27(2): 226–44. <BR>Best, D.L. (2001) ‘Gender Concepts: Convergence in Cross-cultural Research and Methodologies’, Cross-Cultural Research 35(1): 23–43. <BR>Byrne, B.M. (2001) Structural Equation Modeling with Amos. Mahwah, NJ: Lawrence Erlbaum Associates. <BR>Carless, S.A. (1998) ‘Gender Differences in Transformational Leadership: An Examination of Superior, Leader, and Subordinate Perspectives’, Sex Roles 39(11/12): 887–902. <BR>Chhokar, J.S., Brodbeck, F. and House, R.J. (2007) Culture and Leadership around the World: The GLOBE Book of In-depth Studies of 25 Societies. Mahwah, NJ: Lawrence Erlbaum Associates. <BR>Den Hartog, D.N., House, R.J., Hanges, P.J., Ruiz-Quintanilla, S.A. and Dorfman, P.W. (1999) ‘Culture Specific and Cross-culturally Generalizable Implicit Leadership Theories: Are Attributes of Charismatic/ Transformational Leadership Universally Endorsed?’, Leadership Quarterly 10(2); 219–56. <BR>Emmerik, H. V. Euwema, M. C. & Wendt, H. (2008) Leadership Behaviors around the World: The Relative Importance of Gender versus Cultural Background. Cross Cultural Management, vol. 8, pp. 297-315 <BR>Haggett, P. (2001). Encyclopedia of World Geography, Volume 23. Edition 2, illustrated. New York: Marshall Cavendish publishing. <BR>Huff, J. L. (2001) Parental attachment, reverse culture shock, perceived social support, and college adjustment of missionary children. Journal of Psychology & Theology vol. 29, pp. 246-264 <BR>Hofstede, G. (2001). Culture's Consequences: comparing values, behaviors, institutions, and organizations across nations (2nd ed.). CA: SAGE Publications. <BR>Hofstede, G. & Hofstede, G. J. (2005). Cultures and organizations: software of the mind (Revised and expanded 2nd ed.). New York: McGra