Intercultural Effectiveness Scale and Competencies for Cross-Cultural Work Management

ASSIGNMENT 1: Intercultural effectiveness scale

Table of Contents
Part 1..........................................................................................................................................3
Continuous learning subscales...............................................................................................3
Interpersonal engagement subscale........................................................................................3
Hardiness subscales................................................................................................................4
Part 2..........................................................................................................................................6
List of Competencies Mentioned by Carlos Ghosn...............................................................6
Overlapping Competencies....................................................................................................6
References..................................................................................................................................8

Part 1
The aspect of intercultural effectiveness and strengthening of inter-community understanding
is growing day by day with the improvement in the role of managers to manage and develop
business organisation work. Achievement of work analysis and communication through the
members of the organisation is an effective manner in actually portraying the intercultural
concept. Most amazingly intercultural and cross cultural development has led to the
possibility of an organisational welfare. Important information that is actually determined by
the factors of interpersonal aspect have been properly evaluated in the article presented by
Mendenhall et. al. The specification of the content and the effectiveness scale, has been well
evaluated by them in their article. By providing of personal survey skills, there has been
enough work to ensure the effectiveness in cross cultural development. The authors have well
articulated the work development in importance of effective cross cultural work management.
Continuous learning subscales
The personal survey presented in the article by the above-mentioned authors, has aspects
related to continuous learning. The reliability is presented at 0.85 which is high and better
(Nesdale, de Vries Robbé & Van Oudenhoven, 2012). The reliability for self-awareness as
experienced by the personal survey is 0.76, which is an important aspect for managing and
maintaining intercultural effectiveness. When considering the exploration it is observed that
the reliability and up to 0.82 which is clearly positive and must be considered as one of the
important aspects of the intercultural operation. Open mind activities among the people are
also presented with the personal survey. It is the prime difference that avoids people from
stereotyping the culture of an organisation. Exploration justifies the openness of a person who
pursues to enable ideas and values around the organisation creating knowledge of curiosity
and inner desire. The consideration of value is around 0.82, which well deserves in terms of
understanding its intercultural values.
Interpersonal engagement subscale
The personal survey also evaluates the important aspect of interpersonal engagement under
subscales. The interpersonal engagement is actually evaluated through Global mindset and
relationship interest. The above-mentioned authors in their article have clearly justified the
meaning of global mindset. In the article, they have clearly provided information with
measuring unit to understand the interest upon culture, outlet course and other information of
surrounding development. The personal survey evaluates that the value of global mindset is
reliable at 0.84 that is quite energetic to see and to understand its knowledge in pursuing