OB Term Paper- Group 1 Batch B

Cultural Intelligence and Team Effectiveness

Organizational Behavior Term Paper

Submitted by:

Group 1- Section B

Rakhi Verma (SMBA 11022)

Vatsala Ratanpal (SMBA11032)

Abhishek Shukla (SMBA 11033)

Akriti Agrawal (SMBA 11035)

Amit Kumar(SMBA 11036)

Anjana Carri(SMBA 11037)

Table of Contents

Abstract 2

Introduction 3

Review of Literature4

Methodology 16

Results 17

Discussions and recommendations 21

References…………………………………………………………………………………… 23

Annexure

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ABSTRACT

The purpose of this paper is to investigate the role of cultural intelligence (CQ) in establishing

multinational teams and its association with team effectiveness. A sample of employees from

two reputed companies in the UAE, HSBC Bank and Petrofac were surveyed with respect to

their cultural intelligence and the effectiveness of their teams. The relation between Cultural

Intelligence (measured as CQ) and team effectiveness was determined using Pearson’s

coefficient analysis. Our findings suggest that CQ has an impact on the performance level of

teams. The higher the CQ, the more adjusting are the team members. Thus, this would contribute

to the success of the teams. This paper also concludes by suggesting some measures by which

team effectiveness and cultural intelligence could be improved.

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INTRODUCTION

Cultural Intelligence (CI) is the ability to make oneself understood and the ability to create a

fruitful collaboration in situations where cultural differences play a role.

CI consists of three dimensions that correspond to the classical division between emotion,

understanding and action.

In a business world of non-stop change, innovation and globalization, companies have come to

realize the importance of developing skills for staff to work effectively across culture.

Companies such as. General Motors, Hewlett-Packard, IBM, Lucent Technologies, Nissan, Price

Waterhouse Coppers, Toyota etc. take pride in their cultural diversity. In the global scramble for

talent, organizations aspire to be the employer of choice. They hope to attract, develop, and

retain the best talent in their organizations. Organizations such as Novartis and Nike see the

competitive advantage in hiring culturally intelligent people.

(Source: http://www.ccl.org/leadership/pdf/publications/lia/v24n5question.pdf )

Cultural intelligence has now become a requirement for being successful today. It affects various

aspects such as negotiations, conflict-resolutions and most importantly, communication (as s

discussed in the later sections of the report). Thus, in order to function effectively in a new

cultural context, executives must be able to quickly understand each new setting based on

complex cultural cues, and be committed to understanding the new culture and overcoming his

or her limitations within it while applying effective actions demanded by specific cultural

situations.

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REVIEW OF LITERATURE

CULTURE:

Culture consists of shared patterns of ideas and behaviors. It might also be considered as an

‘operational code’ that is valid for an entire group of people. Culture conditions the individual’s

range of action and ideas, including what to do and not to do, how to do or not do it, and whom

to do it with or not do it with. Culture also includes under what circumstances the ‘rules’ shift or

change. Culture influences how people make judgments about what is right and wrong, assesses

what is important and unimportant, categorizes things, and deals with things that do not fit into

existing categories. Cultural rules are flexible in practice.

Cultural Intelligence(CQ) and its importance:

The ability to interact effectively in multiple cultures has recently been labeled cultural

intelligence (CQ). It can also be defined as,

CQ is a capability that allows individuals to understand and act appropriately across a

wide range of cultures (Thomas, 2006).

It is thought to be a ‘‘culture-free construct that applies across specific cultural

circumstances’’ (Ng & Earley,2006).

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It is a person’s capability to adjust to diverse cultural situations (Ang, Van Dyne, & Koh,

2006; Earley & Ang, 2003) and effectively adapt to various cultural settings (Ng &

Earley, 2006).

Peterson (2004) stated that CQ ‘‘is the ability to engage in a set of behaviors that uses

skills (i.e., language or interpersonal skills) and qualities (e.g., tolerance for ambiguity,

flexibility) that are tuned appropriately to the culture-based values and attitudes of the

people with whom one interacts’’.

Understanding culture, cultural frameworks and their related components provide a useful

starting point for one to stereotype cultures and sense-make intercultural interactions (Osland and

Bird 2000). However, one’s cultural orientation is influenced by the context (Leung, Bhagat,

Buchan, Erez, and Gibson 2005). Characteristics of a particular situation may make certain

cultural values more salient than others, and individuals often engage in cross-cultural

codeswitching accordingly (Hong, Morris, Chiu, and Benet-Martinez 2000; Molinsky 2007).

Consequently, rather than relying on cultural stereotypes, one needs to be cognizant of the

dynamics of culture in each intercultural encounter. Besides, CQ is becoming important for the

following reasons:

1. Globalization has turned the world into a global village, with many companies setting up

shop in numerous countries. Thus, one is bound to encounter a culturally diverse

workforce. It, therefore, important that one develops knowledge about other culture in

order to avoid any miscommunication.

2. Cultural misunderstandings can contribute to more disagreements and disputes. Detecting

disagreements and conflicts can itself be challenging. For example, members with an

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individualistic and low power-distance orientation tend to be direct and forthright in voicing

disagreements. In contrast, members with a collectivistic and high power-distance orientation are

often reluctant to disagree openly with others, as this will make them lose face. Cultural

sensitivity is needed to accurately understand these behaviors and to decipher potential

underlying currents of disagreements that may not be obvious on the surface. Communication is

particularly important as it underpins the other processes such as collaborative problem solving,

and planning and task coordination (Ellis, Bell, Ployhart,Hollenbeck34, and Ilgen 2005)

3. Culture also affects the way team members resolve conflict (Holt and DeVore 2005).

Generally, individuals high in collectivism (typical in countries such as China) tend to

avoid and withdraw during conflict resolution, because of the high value they place on

relationship and harmony. In contrast, those high in individualism (typical of countries

such as the United States) tend to adopt a more confrontational style, because of the high

value they place on individual rights and achievement (Tinsley 1998; 2001). These

preference differences add another level of complexity to intercultural conflict resolution.

4. Research has shown that culture affects creativity and problem solving. For example,

individuals with high power distance are generally less comfortable with suggesting

creative ideas (Levina and Vaast 2008). Further, members may have different perceptions

about the importance and effectiveness of user involvement and participation. For

example, members may have different expectations of who should be the one making

decisions. Members with high power distance orientation (typical in countries such as

China and India) usually expect decisions to be made not as a team, but by superiors in

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the organization. Thus, by having knowledge of other cultures, one can avoid developing

wrong opinions about the others.

Components of Cultural Intelligence(CQ):

CQ is a relatively new construct developed by Earley and Ang (2003) which is anchored on

Sternberg and Detterman’s multidimensional model of intelligence (Sternberg and Detterman

1986).The latter proposed that intelligence is best conceptualized as an integrative framework of

mental intelligence that comprises metacognitive and cognitive capabilities; motivational

intelligence; and behavioral intelligence. Thus, CQ is conceptualized as a multidimensional

construct comprising four dimensions—metacognitive, cognitive, motivational, and behavioral

CQ—with specific relevance to functioning in culturally diverse settings (Earley and Ang 2003).

Figure 1: shows the components of Cultural Quotient (Source: Early, 2004)

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Metacognitive CQ refers to an individual’s cultural consciousness and awareness during

intercultural interactions. Metacognitive CQ fcuses on higher order cognitive processes, and

involves capabilities to plan, monitor, and revise mental models of cultural norms. Individuals

high in metacognitive CQ are consciously aware of their own as well as others’ cultural

preferences and assumptions. They consciously plan for the intercultural interaction, reflect

during the interaction, and adjust their mental models accordingly. Consequently, metacognitive

CQ enables individuals to develop new heuristics and rules for social interaction in novel cultural

environments.

Cognitive CQ refers to an individual’s knowledge of the norms, practices, and conventions in

different cultures. This has been the traditional focus of most cross-cultural training, educating

individuals on the different behaviors and practices in different cultures (e.g., the importance of

face and gifts in China).However, given the wide variety of cultures in the contemporary world,

it can be a Herculean task to learn and acquire knowledge about the nuances of all the different

cultures. Cognitive CQ, therefore, emphasizes the knowledge of various aspects such as the

legal, political, economic and social systems of different cultures and basic frameworks of

cultural values (e.g., Hofstede 1980).Individuals with high cognitive CQ are those who

understand the similarities and differences across cultures.

Motivational CQ refers to an individual’s capability to direct attention and energy toward

learning about and functioning in intercultural situations. Individuals with high motivational CQ

are high in intercultural self-efficacy and motivation. Individuals with high levels of confidence

and interests in experiencing novel cultural settings will have a greater drive to engage in

intercultural interactions. They are also more likely to persevere in the face of intercultural

difficulties or setbacks.

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Behavioral CQ refers to an individual’s capability to exhibit appropriate verbal and nonverbal

actions during intercultural interactions. Individuals high in behavioral CQ possess a wide and

flexible repertoire of behaviors, and are able to exhibit appropriate behaviors based on the

specifics of the situation. This includes verbal (e.g., choice of culturally appropriate words and

tone) and nonverbal (e.g., gestures, facial expressions) behaviors, both of which are salient

features of social interactions.

How is CQ useful in organizations?

1. Education and Internships

Organizations may choose to partner with universities in the form of providing study abroad

internships and scholarships, either at the undergraduate or graduate level. The internships could

be used as a way of screening and training potential employees, similar to how many accounting

firms often use internships as a way to screen prospective candidates, in some cases even before

they enter their last year of college.

2. Training

Some have suggested that firms do not prepare individuals enough for international assignments

(Johnson et al., 2006); yet, training has been identified as one of the key activities that will

contribute to expatriate return on investment (McNulty & Tharenou, 2004). Therefore, it is

important for organizations to determine how to appropriately train individuals for international

assignments. Since education abroad seems to impact CQ at various levels, it is possible that

firms should consider training individuals in the foreign countries as opposed to

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their home country. This approach may be useful not only for those who are expatriates, but also

for those who interact with individuals from other countries as part of their work. Additionally, it

is possible that individuals who have had multiple vacation experiences abroad, and who are

therefore probably high in motivational CQ, would like to receive additional training on

interacting effectively in other cultures. Organizations could target training programs to them,

and design the programs to enhance overall CQ by using their vacationing experiences abroad as

the foundation to build on their cultural knowledge. It may be necessary to tailor training

programs on CQ to fit the differing levels of cultural understanding that employees have.

3. Expatriation

Selecting individuals for expatriate assignments is often a difficult task; yet, it is thought to be a

key aspect of the return on investment in an international assignment (McNulty & Tharenou,

2004). Firms should consider examining employees’ CQ level prior to sending them abroad,

which should help to minimize some of the common cultural issues that often occur during these

assignments. Understanding what can increase CQ will aid organizations during this process, and

allow organizations to develop more successful expatriates.

4. Global leadership

Global leadership skills have become increasingly important in the dynamic work environment,

and it has been suggested that cultural intelligence can even lead to developing global leadership

success. In global organizations high levels of CQ are likely to influence the success of global

leadership, so firms should consider individuals who have had multiple global assignments and

some education abroad. Even if a leader does not intend to leave his or her home country,

selecting the appropriate person to interact with foreign subsidiaries should have a positive effect

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on the organization. that found many non-financial benefits to long term international

assignments (McNulty & Tharenou, 2004). Firms may want to reevaluate their decisions.

TEAM WORK AND EFFECTIVENESS:

Teams are built fundamentally because “two heads are better than one”. Belonging to a team, in

the broadest sense, is a result of feeling part of something larger than oneself. The bigger picture

drives your actions; your function exists to serve the bigger picture. Teams provide a setting

where politics can be worked out and diverse individuals can come together to share their

cultures and backgrounds. It is important to rely on other team members to delegate the workload

and to learn from individual experiences.

Advantages of a Multi-national team:

There are many advantages to creating diversified teams that focus on a common goal and work

towards a universal solution. Companies and associations are increasingly realizing the

importance of diversity in teams in this modern society. Employees from different cultural

backgrounds bring with them a wealth of diverse experiences and thus the benefits of individual

brainstorming are tremendous. By creating diverse teams, with people of different backgrounds

and cultures, the group can help prevent groupthink. Diversity provides a greater variety of

perspectives and ideas, which can lead to more creative solutions. Leveraging workplace

diversity is now important for competitive advantage.

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Disadvantage of Multi-national team:

1. Language: One of the first disadvantages of working in an international team can be the

impact of language. Two people might be using the same words, but understand one another on a

completely different level. Multi-International teams have individuals who will not be able to

converse in their native tongue. Undoubtedly, this will lead to some form of misunderstanding

when working together for at least one member of the group.

2. Vocabulary- The vocabulary that we and others use can sometimes be confusing to others

who do not speak the same native language. Many miscommunications can arise if one is not

aware of the speech and vocabulary used and how it is interpreted by the receiving party.

3. Language Style- Varying nationalities communicate differently. When working in teams

some individuals may be very direct and blunt, while others may be indirect and vague in their

communication. Each person may interpret these language styles differently. It is important to

recognize the differing language styles and the common misunderstandings that can come from

it. Accents, pronunciation, slang and the use of idioms can also cause fundamental

misunderstandings.

4.Non Verbal Communication- A majority of communication is done through non-verbal

communication. Non-verbal communication has an enormous impact on intercultural

communication because of the way in which it can be misinterpreted from one culture to the

next.

5. Unwillingness to express ideas- The inferiority complex where team members feel they

cannot express themselves in the language that is being used, so they do not express their ideas.

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6. Attitudes toward time-The difficulty in dealing with international teams is that each culture

has a different attitude toward time. This can cause problems when prioritizing tasks and

completing tasks within certain deadlines.

7• Different Value Systems- Peoples’ values are expressed through what they say and what they

do. Therefore people working together from different cultural backgrounds may find that they

approach and execute tasks differently because of differences in their cultural values.

Understanding differences in value systems helps us to understand how and why individuals may

behave differently to ourselves. This can help teams to work more effectively together and make

the most of the benefits that those differences offer.

8. Preconceptions & Stereotypes-Stereotypes are the tendency we have to simplify the world

by putting people into a category, and then fitting the individual into the stereotype of that

category. If one interacts with a team member from a particular country, he/she may have the

tendency to put another a future team member in the same category as the first team member

with whom they interacted.

How Cultural Intelligence Affects team Effectiveness:

Conflict resolution:

Conflict is often inevitable in teams, and cultural misunderstandings may in fact contribute to

more disagreements and disputes. For example, members with an individualistic and low power-

distance orientation tend to be direct and forthright in voicing disagreements. In contrast,

members with a collectivistic and high power-distance orientation are often reluctant to disagree

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openly with others, as this will make them lose face . Cultural sensitivity is needed to accurately

understand these behaviors and to decipher potential underlying currents of disagreements that

may not be obvious on the surface.

Collaborative Problem Solvin

Research has shown that culture affects creativity and problem solving. For example, individuals

with high power distance are generally less comfortable with suggesting creative ideas (Levina

and Vaast 2008). Further, members may have different perceptions about the importance and

effectiveness of user involvement and participation. For example, members may have different

expectations of who should be the one making decisions. Members with high power distance

orientation (typical in countries such as China) usually expect decisions to be made not as a

team, but by superiors in the organization. This is based on the belief that those higher in the

hierarchy can be trusted to make the right decision, given their greater knowledge and

experience. In contrast, members with low power-distance orientation (typical in countries such

as the United States) are likely to prefer participative decision making, as they believe that

everyone hasequal rights and the potential to contribute to the decision (Sagie and Aycan 2003).

This suggests that user involvement and participation may be more accepted bymembers with

low power-distance orientation.Differences in power-distance orientation can also affect the

dynamics in team discussions.

Communication

Communication is a necessary component of any team. Communication is particularly important

as it underpins the other processes such as collaborative problem solving, and planning and task

coordination (Ellis, Bell, Ployhart, Hollenbeck, and Ilgen 2005). In global teams, members often

differ in language, communication styles, and nonverbal behaviors. These differences can result

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in miscommunication, which can, in turn, affect trust, cohesion, and team identity (Shachaf

2008).

As seen from above, cultural intelligence is important in order to maintain cordial relations with

others in the company. Any lacking in CQ can lead to misconceptions and miscommunication

and eventually conflicts. In addition, other processes such as collaborative problem solving and

planning and task coordination are adversely affected. All these, would, thus, affect team

effectiveness. While on the other hand, high CQ can imply one’s ability to understand and adapt

to other cultures in a positive manner. This would clearly help one in avoiding stereotyping and

perception formation, misconception and miscommunication and would help in enhancing the

team effectiveness. Several studies carried out previously support this. For instance, in a study

carried out by Khani, Etebarian and Abzari (2011), where they interviewed employees from a

steel company in Saudi Arabia, it was concluded that cultural intelligence and its facets were

positively linked to group effectiveness.Keeping in mind about the increasing importance of CQ

in the workplace environment, this paper attempts to establish a co-relation between CQ and

team effectiveness and suggest few measures to improve CQ and team effectiveness.

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METHODOLOGY

A survey regarding cultural intelligence and team effectiveness was conducted in the

month of November 2011 to obtain data for this study. Questionnaires were distributed to

20 employees working in multicultural teams in HSBC Bank and Petrofac, Dubai.

Measurement of Cultural Intelligence was done as a four-factor-20 item scale developed

by Early and Ang in 2003 (Lawrence,2011)., which measures cultural quotient (CQ) at

three levels: cognition, motivation and behavioral (See Annexure ). This part was

measured using a 5 point scale from 1=Strongly disagree to 5= Strongly agree. The

questionnaire for team work effectiveness was obtained from the website of a

consultancy firm, MindTools ™ (See Annexure).From the responses received from the

employees , the relationship between the levels of cultural intelligence and team

effectiveness in each organization was determined using the Pearson’s coefficient.

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RESULTS

I. Descriptive Analysis :

The respondents interviewed from both HSBC Bank and Petrofac , both located in Dubai are

demographically described in the following tables:

Table 1: represents the gender of the respondents

Gender No. of respondents Percent (%)

Male 13 86.7

Female 2 13.3

Total 15 100

Table 2: represents the age groups of the respondents

Age group Frequency Percentage Frequency (%)

21-25 1 6.7

26-30 4 26.7

31-35 3 20

36-40 2 13.3

41-45 3 20

Over 45 2 13.3

Total 15 100

Table 3: shows the nationalities of the respondents

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Nationality No. of respondent Percent (%)

Indian 4 26.7

Pakistani 3 20

Filipino 3 20

Egyptian 2 13.3

Syrian 1 6.7

Sri Lankan 2 13.3

Total 15 100

Table 4: Represents the duration of time spent by the respondents, in the UAE.

Length of time spent

in UAE Minimum

Maxim

um

10 months 7years 8motnhs

Graphs were plotted to give an overview of the range of CQ and the team effectiveness

levels that the respondents had. The CQ levels ranged between 50 and 80 (maximum of

100) while the levels of team effectiveness ranged between 45 and 70 (maximum of 75)

(see Figure 2). In the second graph, a comparison was done between the levels of both the

parameters between different nationalities. While Indians and Pakistanis almost matched

in terms of CQ levels and team effectiveness, the SriLankans and Filipinos were high on

CQ but low on team effectiveness. Egyptians and Syrians were average in both respects.

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 150

10

20

30

40

50

60

70

80

90

Culture Quotient and Team Effectiveness Levels in Respondents

CQEffectiveness

Figure 2: shows the levels of cultural quotient and team effectiveness in the respondents surveyed.

Filipino Indians Pakistanis Egyptians Syrian Sri Lankans0

10

20

30

40

50

60

70

80

Variations in culture quotient and team effectiveness levels between nationali-ties

Mean CQMean team effectiveness level

Figure 3: shows the variations in cultural quotient and team effectiveness levels between respondets of different nationalities..

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II. Descriptive Statistics:

Pearson’s coefficient was used to analyze the co-relation between CQ and Team

effectiveness. The null hypothesis was framed as follows:

“There is no significant co-relation between cultural intelligence and team effectiveness.”

The co-efficient was calculated using the software available in the Virtual Statisics

Laboratory of Rice University (http://onlinestatbook.com/rvls.html). The results are shown

below:

r r2 SlopeY

InterceptStd. Err. ofEstimate

0.731 0.535 0.751 4.632 6.0251

P one-tailed 0.001

two-tailed 0.0019

Figure 4: Shows the data summary after calculating Pearson’s coefficient

The Pearson correlation coefficient was computed to assess the relationship between the amount

of water that one consumed and rating of skin elasticity. There was a positive correlation

between the two variables, r = 0.751, n = 15, p = 0.0019 (Figure 3) Overall, there was a strong,

positive correlation between cultural intelligence and team effectiveness. The higher the CQ the

greater the team efficiency.

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CONCLUSIONS AND RECOMMENDATIONS:

Our findings suggest a strong positive co-relation between Cultural Quotient and Team

Effectiveness. This can be linked to the fact that in a multinational team , members with a high

CQ can adjust with others. This, in turn , would allow them to understand their less adjusting

counterparts. As a result, there would be fewer cases of miscommunications and mis-

understanding.All this would contribute to the establishment of an effective and successful team.

The group’s opinion is that being a part of a multinational team, managers need to help teams to

overcome obstacles and improve team effectiveness. The following recommendations can be

made in order to enhance team effectiveness:

Leaders must make teams understand the importance of their mission and how it

contributes to the overall business strategy.

Clear rules for social interaction must be created. For this, leaders need to make sure that

the team has engaged in a well-conceived, facilitated process to help them develop

mutual trust and understanding.

Providing up-to-date communication and decision-making technologies helps a team

establish valuable task-related monitoring and reporting processes.

Members of multi-national teams must be aware of the fault lines within groups and must

attempt not to cross the line. Where they recognize the potential for fault lines to develop,

members can take steps to overcome the group’s splitting into competing factions. Even

small actions can have a big impact on the group’s ability to develop a unified culture.

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Previous studies show that more successful multinational teams rotated their places so

that they could get exposure to all members, thereby lowering perceived differences

among them and encouraging the creation of a hybrid culture (Early,2000)

At least one member high in CQ and another who has a reasonably high CQ need to be

present in the team, so that inter-cultural conflicts are minimized.

The following recommendations can be made in order to enhance CQ:

For those with a low CQ should initiate assessing their current capabilities using

either a self-assessment instrument (e.g., Earley & Mosakowski, 2004) or

feedback from colleagues such as 360-degree performance reviews. Based on the

outcome, managers can use specific techniques to improve their weak facet(s) of

CQ.

To improve the meta-cognitive part of cultural intelligence, managers should

devise learning strategies that focus them on noticing clues about the local culture

and comparing and contrasting these clues with their own culture to develop a

continuously updated map of the local environment.

Those managers weakest on the motivational component of CQ need to focus on

enhancing their cultural self-efficacy. Self-efficacy increases when they gain

newskills to manage threatening activities and that self-motivation is best

sustained by adopting subgoals that lead to large future ones. This suggests that

managers seeking to improve their CQ should set small goals first, perhaps

learning local greetings or having informal social interaction with foreigners.

Once they feel confident in these capabilities, managers can move to more

demanding interactions

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REFERENCES

1. Bird, A., Osland J.S., (2000). Beyond sophisticated stereotyping: Cultural sensemaking in

context, Academy of Management Executive. Vol. 14, no. 1, pp 65-79.

2. Leung,K., Bhagat, R.S., Buchan,N.R., Erez,M., and Gibson , C.B. (2005) Culture and

international business: recent advances and their implications for future research, Journal

of International Business Studies ,no. 36, pp. 357–378

3. Hong, Y.; Morris, M.W.; Chiu, C.; Benet-Martínez, V.( 2000) Multicultural minds: A

dynamic constructivist approach to culture and cognition. American Psychologist, Vol

55, no.7, pp.709-720

4. Molinsky, A., (2007).Cross –cultural codeswitching: The psychological challenges in

adapting behavior in foreign cultural interactions. Academy of Management Review, Vol.

32, No. 2, 622–640.

5. Khani A., Etebarian,A., Abzari, M.,(2011). The relationship between cultural intelligence

and group effectiveness in Mobarakeh steel company. African Journal of Business

Management .Vol. 5, no.17, pp. 7507-7510.

6. Ang, S., Van Dyne, L.,Koh, C., Ng, K.Y., Templar, K.J., Tay, C., Chandrashekhar, N.A.

(2006). Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and

Decision Making, Cultural Adaptation and Task Performance.Management and

Organization Review,vol.3, no. 3, pp 335-371.

7. Amiri, A.N., Moghimi, S.M., Kazemi, M.,(2010). Studying the Relationship between

Cultural Intelligence and Employees’ Performance. European Journal of Scientific

Research. Vol.42 No.3. pp.432-427.

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8. Early, P.C., Gardener, H.K.(2005). Internal Dynamics and Cultural Intelligence in

Multinational Teams. Elsevier, pp 1-31.

9. Early, P.C., Mosakowski, E. (2004), Cultural Intelligence.retreived on 27 November

2011, from http://home.sandiego.edu/~pavett/docs/msgl_503/CulturalIntelligence-

HBR.pdf

10. Moynihan,L.M.,Peterson, R.M.,Early, P.C. (2006).Cultural Intelligence and Mutinational

team experience: Does the experience of working in a multi-national team improve

cultural intelligence? Research on Managing Groups and Teams, Volume 9, 299–323

11. Adidam, P.T., Gajre, S.,Kejriwal,S.,(2009). Cross-cultural competitive intelligence

strategies. Marketing Intelligence & Planning/Vol. 27 No. 5, 2009, pp. 666-68.

12. Neal,M.,(2010). When Arab-expatriate relations work well Diversity and discourse in the

Gulf Arab workplace. Team Performance Management .Vol. 16 No. 5/6, pp. 242-266

13. Livermore,D. (2010). The Cultural Intelligence Difference,retrieved on 27 November

2011, from http://davidlivermore.com/wp-content/uploads/2011/03/CQ-Difference-

Chapter-1.pdf

14. Plum,E., Cultural Intelligence. Retreived on 28 November 2011, from

http://www.culturalintelligence.org/What%20is%20CI.htm

15. Tan, J.S.(2004). Cultural Intelligence and the Global Economy.Leadership in action!

Retrieved on 29 November 2011, from

http://www.ccl.org/leadership/pdf/publications/lia/v24n5question.pdf

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ANNEXURE :

Questionnaire Form:

PART –A

The questionnaire has a total of 23 questions. Please tick next to the appropriate choice.

1. Gender: Male Female

2. Length of Time in UAE: years months.

3.Nationality:

4. Age Group: : 21-25 : 26-30 : 31-35 : 36-40 : 41-45 : Over 45.

Please answer all of the questions by writing the number that best reflects your experiences

in the UAE.

5. I am conscious of the cultural knowledge I use when interacting with people with different

cultural backgrounds.

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1= Strongly disagree, 2= disagree, 3= neutral , 4= agree, 5 = strongly agree

6. I adjust my cultural knowledge as I interact with people from a culture that is unfamiliar to

me.

7. I am conscious of the cultural knowledge I apply to cross-cultural interactions.

8. I check the accuracy of my cultural knowledge as I interact with people from different

cultures.

9. I know the legal and economic systems of other cultures.

10. I know the rules (e.g., vocabulary, grammar) of other languages.

11. I know the cultural values and religious beliefs of other cultures.

12. I know the marriage systems of other cultures.

13. I know the arts and crafts of other cultures.

14. I know the rules for expressing non-verbal behaviors in other cultures.

15. I enjoy interacting with people from different cultures.

16. I am confident that I can socialize with locals in a culture that is unfamiliar to me.

17. I am sure I can deal with the stresses of adjusting to a culture that is new to me.

18. I enjoy living in cultures that are unfamiliar to me.

19. I am confident that I can get accustomed to the shopping conditions in a different culture.

20. I change my verbal behavior (e.g., accent, tone) when a cross-cultural interaction requires it.

21. I use pause and silence differently to suit different cross-cultural situations.

22. I vary the rate of my speaking when a cross-cultural situation requires it.

23. I change my non-verbal behavior when a cross-cultural interaction requires it.

24.I alter my facial expressions when a cross-cultural interaction requires it.

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PART- B

The questionnaire has a total of 15 questions. Please tick next to the appropriate choice.

StatementNotat all

Rarely

Sometimes

Often

Very

Often

1 My team is knowledgeable about the stages of development teams can be expected to go through.

2 Team members are provided with a great deal of feedback regarding their performance.

3 Team members are encouraged to work for the common good of the organization.

4 There are many complaints, and morale is low on my team.

5 Team members don't understand the decisions that are made, or don't agree with them.

6 People are encouraged to be good team members, and build good relationships.

7 Team members are provided with development opportunities.

8 Meetings are inefficient and there is a lot of role overlap.

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9 Team members are encouraged to commit to the team vision, and leaders help them understand how their role fits into the big picture.

10

Team members are often given a chance to work on interesting tasks and stretch their knowledge and capabilities.

11

The team understands what it needs to accomplish and has the resources needed to be successful.

12

Conflict and hostility between members is a pervasive issue that doesn't seem to get better.

13

People feel that good work is not rewarded and they are not sure what is expected of them.

14

Team members balance their individual needs for autonomy with the benefits of mutual interdependence.

15

Working relationships across units or functions is poor, and there is a lack of coordination.

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Thank you for your time. Much appreciated.

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