BUS_5211_GROUP_ACTIVITY_PROJECT_GROUP_006B__3_.doc.pdf

UNIVERSITY OF THE PEOPLE
BUS 5211: Managing in the Global Economy
Group Activity – 006B
Instructor: Dr. Emilda
Joseph
GROUP MEMBERS:
• ACHYUT DE
• ASHRETHA ASHOK KUMAR
• BABATUNDE OGUNBODE
• GHAYAS AL-HARIRI

• KYAW SWAR AUNG
• OBED AMPONSAH NYARKO

Content
Introduction
Elements of culture.
Metacognitive Strategies.
Cultural Intelligence Model
Self-efficacy and Cultural Intelligence
Learning Objectives
Conclusion
References

Description of Training Components
The training will help improve
generational cultures by
learning their values and
beliefs, language, norms, ritual
and artifacts.
International nature of today’s business
requires leaders to harvest the skill of
cultural metacognition so that they can
extract the full potential of teams and people
from diverse cultural backgrounds. The
module aims to introduce the concept of
metacognition and various strategies that
can be practically implemented in a
workplace to address cross-cultural issues
The training model is to
improve cultural intelligence in
the organization and the in-
depth cultural awareness
and understanding of the
impact of cultural differences.
The training involves practical
steps to identifying self-efficacy
and developing employee self-
efficacy to improve
organizational culture.

Logistics
• During the training google document
will be used to collaborate, to employees
which each member will have access to
the google document. PowerPoint slides
will be used, one member from the group
will format and make the presentation
ready. Training materials such as
stationery and projectors will be used.

Learning Objectives
The learning objective of this cultural
intelligence improvement training is to
increase intercultural communication,
performance, and inter-relationships among
employees by creating awareness for cultural
intelligence by incorporating tasks, activities
such as grades quizzes in the training
schedule for the employees to understand
the importance of cultural intelligence and the
benefits when applied in diverse situations.
At the end of the training both management
and employees are expected to have
knowledge and understanding to accept
different cultures and people of other
generations and to improve on their overall
cultural intelligence.

After attending the training, the participants will have, a clear
understanding of metacognition and metacognitive strategies, the
ability to identify situations in work environment where one would
like to call on metacognitive strategies, understanding of the value
of self-reflection for compassionately responding to one’s own and
other team member’s needs, guidelines to objectively plan and
quantitatively measure the impact of implementing a metacognitive
strategy and self-reflective strategy over a six -month period
At the end of this training, attendees should be able to know the
differences in self-efficacy and take practical steps to apply their
knowledge of self-efficacy to improve the organization’s cultural
intelligence.

Introducti
on
The cornerstone of a successful and motivated company is a
sound culture. This presentation will assist employees in
understanding the role culture plays within a company and
how employees may improve their Cultural Intelligence to
facilitate fruitful participation within the organization. The
outcome of this presentation illustrates how a company can
operate effectively with multicultural peers while enhancing
profitability and stability for the organization by minimizing or
removing misunderstandings and unexpected cultural
obstacles.
Globalization has increased the complexity and
competitiveness of the corporate environment. As a result,
the capacity to operate effectively in cross-cultural contexts is
more crucial than ever. Employees with a greater degree of
cultural intelligence play a significant role in overcoming
organizational divides and knowledge gaps. They also foster
cultural understanding, increase organizational happiness,
raise diversity awareness, and improve talent integration and
retention. It is critical to teach personnel in this field due to
its importance and relevance. To that end, this course is
intended to help participants gain the knowledge, positive
attitude, and abilities required to function effectively in cross-
cultural contexts (Cultural intelligence for leaders, 2012).

Element
s of
Culture
Culture is a dynamic and symbolic process of learning
and sharing. Cultural difficulties are systemic, and
leaders who understand this are better able to
appreciate culture. Cultural awareness aids in the
removal of stereotypes created from cultural
misunderstandings, which limit the good aspects of
culture. Generalizations about cultures, on the other
hand, can provide a foundation for working with cultural
systems that are new. (Schmitz, 2012).
Culture is
made up of
two basic
elements:
ideas and
symbols on
the one hand,
and artifacts
(physical

items)
on the
other.
The
primary
form,
referred
to
as
nonmat
erial
culture,
encircle
s a
society'
s
values,
beliefs,
symbol
s, and
language..
Symbols,
language,
convention
s, values,
and
artifacts
are the
major
component
s of culture
(Unnamed,
2010).

Elements of
Culture • Symbols
Symbols, or things that stand for something else, abound in every culture, and they frequently elicit a wide range of feelings
and emotions. Some symbols are genuine forms of nonverbal communication, while others are physical items. Social contact is
enabled by shared symbols (Unnamed, 2010).
• Language
Language is maybe the most essential set of symbols we have, the word chair in English refers to a place where we sit and the
word Silla has the same meaning in Spanish. A shared language and consequently society are feasible if we agree on how to
interpret these words. Language disparities, on the other hand, can make communication difficult (Unnamed, 2010).
• Norms
The norms can be defined as standards and expectations for conduct or behaviour and its greatly different amongst
cultures.We've already seen how the type of intoxicated behavior is influenced by societal expectations of how people should
act while inebriated. The way we act when we've had too much to drink is influenced by drunken behavior norms (Unnamed,
2010).
• Rituals
Various cultures have various rituals. In other words, are defined procedures and ceremonies, which are utilized to celebrate
stages of life.Rituals, as a result, both reflect and transfer a culture's norms and other components from generation to
generation (Unnamed, 2010).
• Values and Beliefs
Values are a culture's criterion for ascertaining what's right and wrong in a community. Values are strongly ingrained during
a culture's ideas and are vital for imparting and teaching them. People's tenets or convictions are referred to as beliefs
(Lumen Learning, n.d.).

• Artifacts
The artifacts, or tangible objects, that make up a society's material culture are the final aspect of culture. Artifacts in the most
primitive societies are usually restricted to a few tools, the huts in which people reside, and the clothing they wear (Unnamed,
2010).

Overview of
Metacogniti
on
Strategies
• Introduced by John Flavell, metacognition refers to the knowledge a
person has about their own cognitive (thinking) processes. It refers to
“thinking about thinking”. It is the ability to control the thinking
process and reflect on the task or processes one undertakes to select and
utilize the appropriate strategies necessary in dealing with intercultural
interactions (Cultural intelligence for leaders, 2012, p. 83).
• Metacognition is vitally important in culturally intelligent leadership
because it determines how the leader thinks through the problem and
the strategies, they use to address them. Metacognition involves the use
of self-regulation and self-reflection of one’s strengths, weaknesses,
and the types of strategies one creates (Cultural intelligence for leaders,
2012, p. 83).
• Informed
application
of
metacognitiv
e concept
allows a
leader to gain
awareness of

their cogn
processe
underlyin
assumption
(Morris
2014).
enable
to buil
and tak
team beyon
cooperatin
a task
creativ
collaboration

Metacognitive ways are what you style to observe your progress concerning your
learning and the tasks at hand. It's a mechanism for dominating your thinking activities
and confirming you're meeting your goals. For example, metacognitive strategies for
learning a replacement language will embody the following:
Monitoring whether you understand the language lessons:
Metacogniti
ve
Strategie
s
When functional with people from different cultures, this is a framework and an
approach to help me understand how I think when working with them. Help to interact
with them and understand the language. Management is loosely defined as listening to
students for accuracy and fluency or checking whether they will plan activities and
students are doing well. Culturally intelligent leaders also control and direct their
learning processes. Consequently, they have established a solid motivatio n to learn the
metacognitive approach, either because they know it is beneficial or because others tell
them it is helpful (What is metacognition?, 2012).
Suppose you fail to grasp or understand the data rather than denying it and dealing
with that as you recognize it a lot. In that case, you may hurt not only the person
talking to you in a very different language because they suppose you know their
language and trust things. However, once they notice that It was simulated to find out
the language, they'll lose trust in you, damaging the relationship. Thus instead of
pretending to understand the language, settle for not knowing and create them believe
that you are attempting to understand the language, they will make you a credible
person and assist you within the best cooperation between you and these people (What
is metacognition?, 2012).

Identifying ways that assist you to boost your comprehension
Many people become conversant in having trainers and consultants give them data
about cultures to the purpose wherever they're passionate about the coach, mentor,
trainer, or consultant. However, they have to be specialists in cultural things through
metacognitive methods that appreciate adapting, monitoring, self-regulation, and self-
reflection. Culturally intelligent leaders will use Metacognition to assist themselves and
coach themselves to think through their thinking (What is metacognition?, 2012).

After knowing the metacognitive techniques, it helps us to be told the
assorted data. We are going to learn the way to try and do work fast. It
helps us to do sensible work. For example, if we do employment during a
Walmart. At that point, we take a pair of hours to complete the job. When
we know the metacognitive techniques, we learn the new information
concerning the works and do our add one hour. It helps to do our work
quickly (What is metacognition?, 2012).
Metacogniti
ve
Strategies
It also helps us to maintain our attitude and gives us a moral. Teachers who
use metacognitive strategies can positively impact students with learning
difficultie s by developing an appropriate plan for learning information,
which can be memorized and ultimately incorporated into the routine. As
students become more aware of their knowledge, they will use these
processes to acquire new information and become more independent
thinkers effectively. It gives us away (What is metacognition?, 2012).

We have to find out numerous ideas from the metacognitive techniques.
Once learning this to create our add scientific method, we've got to review
and sign in weekly to make it better. Once reviewing and checking the work,
we can communicate to finalize our work. It helps to create an
understanding of our learning (What is metacognition?, 2012).

Quantifying the Impact of
Application of Metacognitive
Strategies
The development of
metacognitive can be evaluated
through qualitative and
quantitative
measures.Quantitative measures
typically include the use of self-
report measures, often on a
Likert-style survey, whereas
qualitative measures depend on
coding of responses to open-
ended questions (Santangelo,
2016).
Quantitative measures provide
richer information but are difficult
and time consuming to analyze
whereas quantitative measure is
faster at the cost of lower insights. A
combination of qualitative and
quantitative measures should be
used to effectively measure the
impact of use of metacognitive
strategies. Regarding qualitative
measures, open ended questions
should be drafted according to the
situation where impact of
metacognitive strategies needs to

be measured (Santangelo, 2016). Regarding quantitative
measures, Metacognitive
Awareness Inventory (MAI)
questionnaire approach can be
adopted and used to access
the impact of strategies in a
work environment. The
questionnaire needs to be filled
by individuals before the
training and post three to six
months after training to access
the effectiveness of
metacognitive strategies in
day-to-day work situations.
Details of the questionnaire
and scoring methodology is
attached. Some of the
questions can be reworded to
make it applicable in work
setting.

• The cultural intelligence model is a framework that builds the capability of
cultural intelligence. This model underpins cultural intelligence assessment,
cultural intelligence training. This model can be applied to culturally
intelligent policy development, program design, client and community
engagement (Square Space, n. d.).
• Definition Cultural Intelligence
Cultural
Intelligen
ce Model
• According to Livermore (2011), Cultural intelligence is that the capability to
function effectively across a spread of cultural contexts, like ethnic,
generational, and organizational cultures.
• Our global economy is changing rapidly, so understanding the effect of
cultural intelligence can give you a benefit in the workplace.
• Importance of cultural intelligence
• Cultural intelligence assist in developing a great understanding of working
styles in other cultures.
• A culturally intelligent workforce will demonstrate better tolerance, trust
and understanding of worldwide colleagues.
· Cultural understanding will develop the sense that one method doesn't work
for everybody
· Cultural intelligence is important when working with emerging markets, as
management style and expectations may be different (TMA World, 2020).

Cultural
Intelligence
Model
Acquire Knowledge
Knowledge may be a central principle in intercultural training and is included
within the cultural intelligence model due to its importance to an individual,
irrespective of whether the person is leading or managing, to be attentive to
cultural systems (Cultural Intelligence for Leaders, 2012). We gain new
knowledge by way of observing what others do. Throughout our daily
interactions we pick some things from people from cultural differences and
other generational differences.
Build Your
Strategic Thinking
Once you gain
knowledge about
the culture, how
will you use it?
What aspect of
the knowledge
gained will you
use? Will all the
parts of
knowledge fit,
given the cultural
setting? These

questio
ns
addres
the
compo
nent
cultura
intellig
ence
that
speak
to you
ability
as a
leader
to
strategi
ze
acros
culture
s
(Cultur
al
Intellig
ence

Cultural
Intelligen
ce
According to McFate (2006) cultural intelligence or cultural quotient
(CQ) is " an intelligence, and thus the collection and analysis of
information for the purpose of organizational or national security
that pertains to the shared, learned customs, rituals, symbols,
meaning, behavior, and social norms that structures and informs
human behaviors and action that which represents the synthesis of
culture." Or, Cultural Quotient is the capacity to adjust to diverse
cultural settings easily (Earley et al, 2004). The social norms that
structure and inform human behavior consist of four elements
which are; Acquire, Build, Complete, and Do. In this concise training
module, I shall be explaining briefly the elements of the cultural
intelligence model and a suggested activity for each element to aid
comprehension of the cultural intelligence model.
Learning Objective
By the end of this training module, each participant will be able to

determine the elements of cultural intelligence related to
happenings in their working environment.

Self-Efficacy and
Cultural
Intelligence
• As a leader working with unfamiliar cultures, your self-efficacy
determines how you think, feel, and behave in cultural situations. It
is your beliefs about what you can and cannot do, your confidence
level in intercultural situations, and the results that it has on your
ability to adapt to another culture.
• Self-Efficacy is your belief that you can work through cultural issues
that can contribute to your perseverance in daunting, challenging
situations. This belief stirs up an internal motivation for you to be
successful and to fully engage in the problem. You are more likely to
set challenging goals and diligently work through activities (Cultural
Intelligence for Leaders, 2012).
• On the other hand, individuals with a lower self-efficacy tend to
doubt their abilities in unfamiliar cultural settings. They tend to
avoid challenging situations and sometimes visualize potential
failures and setbacks.

• They attribute their failures to not having the right competencies or
information for the situation, whereas those who have high self-
efficacy attribute failures to not putting in the right amount of effort
required.

Self-Efficacy
and Cultural
Intelligence
The term self-efficacy refers to an individual's confidence in their ability to
complete a task or achieve a goal (Hopper, 2021).
Self-Efficacy & Emotional Intelligence
Managing emotions is a full-time job. Emotional self-control is the ability
to stay calm and clear-headed during periods of high stress or during a
crisis. It is vital for leaders to develop ways of handling their disruptive
impulses and emotions, especially in intercultural situations.
Deciding to
choose one’s
attitude can
shift one’s
perspective and
thus create new
possibilities
(Cultural
Intelligence for
Leaders, 2012).
Self-Efficacy &
Mindfulness
Mindfulness is

that th
basic
human
ability
fully
present
consciou
of wher
we are
what we'r
doing,
not overl
reactiv
overwhelm
ed by wha
is goin
around
(Mindful
d).
Culturall
Mindfulness
techniques help
you to come to an
awareness of your
self-efficacy.
Through
mindfulness, you
learn to see your
perspective of a
situation, whether
objects, people,
places, or ideas are
involved which
makes self-efficacy
high (Cultural
Intelligence for
Leaders, 2012).

Self-Efficacy and Cultural
Intelligence
• Self-Efficacy & Mindlessness
Mindlessness can lead to learned helplessness, a term that describes a state of futility after having experienced multiple failures. Learned
helplessness also can appear in cultural interactions. People feel that working with people of other cultures is difficult, so they give up
quickly, make excuses, or they justify their beliefs. However, the self-efficacy of a mindless leader is said to be low (Cultural Intelligence
for Leaders, 2012).
• How to Develop Self-Efficacy
 Personal Experience: When you have gone through or done a similar thing before, you become confident of the outcome of that thing
and you believe you can do it. When an individual attempt a new task and succeeds, the experience can build up their confidence, thus
producing greater levels of self-efficacy associated with similar tasks.
 Observation: Observing others is more likely to affect our own self-efficacy when we feel that we are similar to the person we are
observing. Our self-efficacy for a given activity is more likely to increase when we see someone else succeed at that activity through

hard work, rather than natural ability.
 Support Others in Their Self-Efficacy Development: You increase self-efficacy by offering support and encouragement. (Hopper, 2021).

Are you feeling pressured about a
task?
Practi
ce
Step 1: Face your fears- directly
interacting with what you fear increases
your self-efficacy.

Step 2: Celebrate your Achievements-
when you celebrate your wins, you build
your self-efficacy. It makes you aware
that if you could achieve it, you can
achieve anything.

Conclusion
In this training we have been able to identify
the important aspect of culture that every
employee needs to know. This training used
practical steps that will help the employees
of the organization to identify their self-
efficacy, develop it in other to improve the
organizational culture.
Our training used effective cultural model
that will help our trainees to improve their
cultural intelligence, cultural awareness and
for them to understand the arm that cultural
impact can have on the organization. The
detailed knowledge pass through this
training to the employees will help our
trainees to have good cultural intelligence
which will promote better communication
and understanding in the work force that will
help the organization to improve their
productivity and performance.

References
• Cultural intelligence for leaders (v. 1.0). (2012, December 29). Lardbucket.
https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-leaders.pdf licensed under CC-BY-NC-SA 3.0.
• Drew, C. (2021, November 13). 13 examples of Metacognitive Strategies (2021). Helpful Professor. Retrieved
December 28, 2021, from https://helpfulprofessor.com/metacognitive-strategies/
• Hopper, E. (2021, August 11). Understanding Self-Efficacy. Retrieved from https://www.thoughtco.com/self-
efficacy-4177970
• Livermore, D. (2011). The cultural intelligence differences. Source: https://culturalq.com/wp-
content/uploads/2016/06/CQ-Difference-Chapter-1.pdf
• Lumen Learning. (n.d.). Values and Beliefs. Retrieved from https://courses.lumenlearning.com/wm-
introductiontosociology/chapter/values-and-beliefs/
• Metacognitive Awareness Inventory. (n.d.). Retrieved December 27, 2021, from https://www.rcsj.edu/Tutoring-
site/Gloucester-site/Documents/Metacognitive%20Awareness%20Inventory.pdf licensed under ASC 603 * 856-
681-6250.

References
• Mindful (n.d.) Getting Started with Mindfulness. Retrieved from https://www.mindful.org/meditation/mindfulness
-getting-started/
• Morris, M. W. (2014, August 7). Metacognition: The skill every global leader needs. Harvard Business Review.
Retrieved December 28, 2021, from https://hbr.org/2012/10/collaborating-across-cultures
• Santangelo, J. (2016, October 13). Improve with Metacognition. Retrieved December 28, 2021, from
https://www.improvewithmetacognition.com/selecting-quantitative-measure-metacognition/
• Schmitz, A. (2012, December 29). Cultural Intelligence for Leaders. Retrieved from
www.2012books.lardbucket.org: https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-leaders.pdf
• Square Space. (n. d.). Cultural Intelligence. Source: http://www.thecqmodel.com
• TMA World. (2020). 12 Reasons why more cultural intelligence is needed in the finance industry. Source:
https://www.tmaworld.com/2020/07/17/12-reasons-why-more-cultural-intelligence-needed-finance-industry/
• Unnamed. (2010). Introduction to Diversity Studies: Elements of Culture. Retrieved from
www.wtcs.pressbooks.pub: https://wtcs.pressbooks.pub/diversityintro/chapter/1-2-the-elements-of-culture/

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