Intercultural Effectiveness Scale (IES) Report - MGMT 540 Analysis

This report provides an analysis of the Intercultural Effectiveness Scale (IES), focusing on its application to developing a global mindset. It examines the continuous learning, interpersonal engagement, and hardiness subscales, interpreting their implications for intercultural competence. The report also discusses competencies highlighted by Carlos Ghosn, identifying overlapping themes with the IES framework, such as the importance of continuous learning, humbleness, and common sense in cross-cultural environments. The analysis emphasizes the significance of self-evaluation in intercultural effectiveness, promoting self-awareness, emotional resilience, and open communication for long-term development. The report concludes by highlighting the need for intercultural competencies like mindfulness, cognitive flexibility, and cross-cultural empathy to foster effective communication and collaboration in diverse settings. Desklib is your go-to resource for similar solved assignments and past papers.

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

surrounding information in an interesting manner. In more about relationship Interest the
authors in their article have justified in the simplest form available. According to them the
information related to relationship interest is the degree that ensures and evaluates the desire
of a person or the willingness of a person to maintain and initiate a relationship with people
from different caste, culture and creed. The importance of relationship interest is higher than
the Global mindset because people and Organisation need to be clear and transparent about
their views with the people around them. Having transparency is the very first option to be
availed and then there can be a global outreach through the evaluation of global mindset. The
personal survey with value for relationship interest shows 0.80 which is quite worthy enough
to be put forward (Behrnd & Porzelt, 2012).
Hardiness subscales
Ongoing forward with the aspect of hardiness which is important in consideration of working
effectively with culturally different aspect in an organisation be observed in the article
presented by the author that there is an evaluation of positive regard and emotional resilience.
The authors in the article clearly justify the view regarding other cultures in an organisation
in the most positive manner which allows one to understand and respect every individual.
The concept of positivity regards the likeliness to make sure that the world around them is not
stereotyping (Kilgo, Sheets & Pascarella, 2015). The evaluation of positive regard is also in
terms of showing less Temptation towards getting frustrated. Frustration decreases the
positive regard that an employee or a person must have in consideration of having a peaceful
and harmonious organisational culture. In response to the personal survey presented in the
article provided by the authors mentioned above, the positive regard is valued at a reliability
point of 0.79. On discussing the emotional resilience which justifies the situation where a
person has the strength in emotional terms to cope with challenges that we face in an
organisation due to a cross-cultural aspect. The managing aspect of evaluation of Emotional
resilience in the article presented by the author has also worked upon deployment in global
competencies. The personal result through survey has evaluated positively and is justifiable,
through information regarding emotional resilience at value of 0.81. Value related to
emotional resilience in 0.81 clearly enables us to understand that the hardiness regarding
positive regard and emotional resilience work for better mental harmony. It helps to create an
important aspect in considering intercultural relationship at a very best position (Chiu,
Lonner, Matsumoto & Ward, 2013).
Ongoing through every aspect presented by the authors mentioned above in the article we
have come to the conclusion and proper understanding of the situation that self-evaluation in

terms of intercultural effectiveness is the most important factor. With proper intercultural
competence evaluation, there can be proper diagnostic of personal strength and weakness
which would be verifiable in terms of having proper steps towards Recommendation. In
determining the emotional resilience as the important aspects for intercultural bonding in an
organisation, one must be clear about their views and thought and be open enough to invite
and enable other to speak. With proper emotional resilience, there can be a differentiation
between professionalism and personal aspects which will enable in long-term development
(Bücker, Furrer, Poutsma & Buyens, 2014).

Part 2
List of Competencies Mentioned by Carlos Ghosn
Thirst for Knowledge: In order to work in a multicultural environment, there needs to be a
thirst for learning. A person cannot show arrogance and imply that he or she knows it all and
won't even try to learn from a cross cultural environment, the situation won't work out and
failure is in unavoidable. To succeed in a multicultural environment a person should broaden
his or her horizon and absorb knowledge from every direction possible (Hammer, 2015).
There is also the need for cooperating with crosscultural colleagues in order to reduce blind
spots. Socializing is a only way of eliminating any kind of cultural bias that may be resent.
Sense of Humbleness. When working in a diverse community one needs to have a sense of
humbleness. Arrogance always lead to failure. one cannot simply function upon the belief
that he or she is the only one who organise everything (Holliday, 2016)can note needs to be
give and take policy that needs to be employed by a person in there day to day social
interactions inside the organisation. In an organisation one cannot simply assume that they
are the only person capable of telling everyone what to do and what not to. Executive
decision making needs to be a two way street in order to achieve success in a multicultural
environment.
Common Sense: To succeed in a cross cultural environment a person needs to identify
common ground with their colleagues. This is necessary in order to achieve a basic
understanding of the habits and traditions of each other and function in a better manner for
the progress of the organisation (Barrett, Huber, & Reynolds, 2014). The common ground that
needs to achieve, should be rooted in solid facts. Cross cultural commonality will ease up the
decision making process by providing context to everyone's thought processing capacities.
Overlapping Competencies
The expatriate adjustment competency is an important trait that needs to present in every
employee that is working in a cross-cultural environment and has been identified by both
Mendenhall et al and Ghosn. An extrapatriat cannot be arrogant and cannot hold any kind of
bias for his or her fellow colleagues and vice versa. There should be give and take attitude
between the two cultures and level of basic understanding and respect for each other's culture
The the continuous learning competencies have been identified by Mendenhall et al is also
similar to the point of view of Ghosn. The ability of a person to adapt and understand the
news of the new work environment by absorbing knowledge continuously has been deemed

necessary by both Mendenhall et al and Ghoshn. There should count continuous and
simultaneous exchange of information and cultural affiliation between the different cultures
that will be present in the environment (Leung, Ang & Tan, 2014). An employee needs to
show eagerness to become part of a group that may have its differences but these difference
should ultimately be used to help the organisation function better.
Interpersonal engagement that has been identified by Mendenhall et a has also been discussed
by Ghosn. The initiative to find common ground when working with other cultures needs to
be shown by every employee. Socializing with colleagues from different cultures will
eliminate any kind of bias present and employees can also identify common goals and
objectives that will form a bond between the two cultures (Jin, 2015). With all its differences
that are present common goals will improve overall productivity as employees regardless of
their cultural context will strive to achieve them.
Importance of Intercultural Competencies
Interpersonal closeness is referred to as a set of behavioural, cognitive and affective skills
that can lead to an effective and appropriate means of communication between people of
different cultures. To achieve intercultural competency there needs to be mindfulness,
cognitive flexibility, tolerance, ambiguity, behavioural flexibility and cross-cultural empathy.
A person needs to be aware of the development of a communication gap and identify its
source before mitigating the issue. The person should also have the capacity to adapt to new
information that may lead to a significant change in his or her way of thinking (Mascadri, J.,
Brownlee, Walker & Alford, 2017). There should be a sense of tolerance and ambiguity in
the group that will ensure that the transfer of information occurs with ease. A person should
accept new norms and adapt to them. It does not necessarily mean that the person should let
go of his or her previous beliefs but assimilate them with new changes. For all this to be
achieved the person should show empathy to the different cultures present in the
environment. This will result in an intercultural bonding that will help any multinational or
multicultural organization to progress efficiency without any complications.

References
Barrett, M. D., Huber, J., & Reynolds, C. (2014). Developing intercultural competence
through education. Strasbourg: Council of Europe Publishing. Retrieved from
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intelligence on communication effectiveness, job satisfaction and anxiety for Chinese
host country managers working for foreign multinationals. The International Journal
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Chiu, C. Y., Lonner, W. J., Matsumoto, D., & Ward, C. (2013). Cross-cultural competence:
Theory, research, and application. Doi: 10.1177/0022022113493716
Hammer, M. R. (2015). The Developmental paradigm for intercultural competence research.
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through threads of experience. International Journal of Bias, Identity and Diversities
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