Descripciones mejoradas de Syndetics:

Our increasingly globalized society demands a higher level of sophistication when working cross-culturally and internationally in local, state, and federal governments; tribal corporations; and nonprofit organizations. Cultural Competence for Public Managers offers guidance on how to become a leader in developing cultural competence in your organization. It provides a conceptual foundation and successful examples for developing cultural competence, including competencies for international collaborations.

The authors clearly define terms and provide their own cultural competence model that will add significantly to the current field. They describe the rapidly changing worldwide demographics that are bringing new cultures into many countries and societies. They also examine the issues that culturally diverse landscapes create in the United States, Asia, Europe, Africa, and Latin America, highlighting the differences between assimilationist and the multicultural viewpoints. Drawing on a wide range of examples from universities; local, state, and federal governments; health care service providers; and nonprofit organizations, the book illustrates management practices that are then extended into the relevant cultural context. It also includes examples of cultural missteps and cultural competencies that have worked in practice.

Written in an accessible format and style, the book provides practical and useful standards and performance measures, proven coaching and mentoring guides, as well as templates, checklists, exercises, and guidelines. It includes a DVD with coaching guides, checklists. Organized thematically, the book defines the scope of cultural competencies, highlights best practices, and describes variations in responsibility for administering cultural competence for executives, managers, supervisors, and employees.

Tabla de contenidos provista por Syndetics

• Supplemental Material and Templates(p. xiii)
• Preface(p. xv)
• Acknowledgments(p. xvii)
• Authors(p. xix)
• Part I Introduction to Cultural Competence: Do I Really Need to be Culturally Competent?
• 1 Why Cultural Competence Is Important(p. 3)
• 1.1 Introduction to and Short History of Cultural Competence(p. 4)
• 1.2 Why Public Managers Need to Be Culturally Competent(p. 9)
• 1.3 Obstacles to Cultural Competence(p. 13)
• 1.4 Cultural Characteristics(p. 16)
• 1.5 Perceptions of Time(p. 17)
• 1.6 Other Dimensions of Culture(p. 20)
• 1.6.1 Power Distance(p. 20)
• 1.6.2 Individualism(p. 21)
• 1.6.3 Masculinity(p. 21)
• 1.6.4 Uncertainty Avoidance(p. 21)
• 1.6.5 Long-Term versus Short-Term Orientation(p. 22)
• 1.6.6 Other Aspects of Culture(p. 23)
• 1.7 Questions That Need to Be Asked about Cultural Competence(p. 24)
• 1.8 Why a New Cultural Competence Model Is Needed(p. 25)
• 1.9 What Public Managers Need to Know about Cultural Competence as a Leadership Competence(p. 26)
• 1.10 Top 10 Reasons Why Cultural Competence Is Important(p. 27)
• 1.11 Summary and Conclusion(p. 28)
• 2 How Globalization and Immigration Are Changing the World(p. 31)
• 2.1 Introduction(p. 31)
• 2.2 The United States(p. 32)
• 2.3 Europe(p. 36)
• 2.3.1 Cultural and Diversity Issues for European Countries(p. 37)
• 2.4 Asia(p. 39)
• 2.4.1 Cultural and Diversity Issues in Asia(p. 39)
• 2.5 Central and Latin America(p. 40)
• 2.6 Africa(p. 40)
• 2.6.1 Kenya(p. 41)
• 2.6.2 Botswana(p. 41)
• 2.6.3 Cameroon(p. 41)
• 2.6.4 Madagascar(p. 41)
• 2.6.5 Mozambique(p. 42)
• 2.6.6 South Africa(p. 42)
• 2.6.7 Tanzania(p. 42)
• 2.6.8 Uganda(p. 42)
• 2.6.9 Zambia(p. 42)
• 2.7 Additional Commentary on Generational Issues(p. 43)
• 2.8 Additional Commentary on International Cultural Issues(p. 43)
• 2.9 Summary and Conclusion(p. 44)
• 3 Defining Cultural Competence for Public Managers(p. 45)
• 3.1 Introduction(p. 45)
• 3.2 Research on Cultural Competence(p. 46)
• 3.3 Definitions of Cultural Competence(p. 48)
• 3.4 Cultural Intelligence and Its Contribution to Cultural Competence(p. 51)
• 3.5 Cultural Intelligence and Leadership(p. 54)
• 3.6 Understanding Diversity, Social Equity, and Cultural Competence(p. 57)
• 3.6.1 Social Equity(p. 61)
• 3.6.2 Cultural Competence in Public Administration(p. 62)
• 3.7 Toward Cultural Competence Standards: Where We Stand Today(p. 63)
• 3.7.1 National Association of Social Workers(p. 63)
• 3.7.2 National Center for Cultural Competence(p. 64)
• 3.7.3 The Tilford Group(p. 65)
• 3.8 Summary and Conclusion(p. 66)
• 4 Cultural Competencies(p. 69)
• 4.1 Introduction(p. 70)
• 4.2 Developing the Foundation Cultural Competencies(p. 70)
• 4.3 The Foundation Cultural Competencies(p. 73)
• 4.4 Respecting and Understanding Culture(p. 75)
• 4.4.1 Cautions(p. 78)
• 4.5 Communicating with Culturally Diverse Employees(p. 81)
• 4.6 Creating Common Ground or a Shared Culture(p. 83)
• 4.7 Being Adaptable and Flexible(p. 86)
• 4.8 Inclusiveness as a Way to Create Effective Teams and Collaboration(p. 88)
• 4.9 Summary and Conclusion(p. 90)
• Part II Cultural Competence For Executives, Managers, Supervisors, And Employees
• 5 Experiences from Successful Multicultural and Diversity Programs(p. 93)
• 5.1 Introduction(p. 93)
• 5.2 Cross-Cultural Lessons(p. 94)
• 5.2.1 Workplace Environment(p. 104)
• 5.3 The Multicultural Leadership Program(p. 108)
• 5.4 Examples of Public Sector Initiatives(p. 110)
• 5.4.1 The City of Seattle's Race and Social Justice Initiative(p. 110)
• 5.4.2 University of Vermont(p. 111)
• 5.5 Learning from the Private Sector and Public Sector Initiatives(p. 113)
• 5.5.1 Learning from the Private Sector(p. 113)
• 5.5.2 Learning from the Public Sector(p. 114)
• 5.6 Summary and Conclusion(p. 115)
• 6 Cultural Competencies for Executives(p. 117)
• 6.1 Introduction(p. 117)
• 6.2 Cultural Competencies for Executives(p. 118)
• 6.3 The Political Appointee and Career Civil Servants(p. 121)
• 6.3.1 Political Transitions and Their Effects on Managers(p. 123)
• 6.3.2 Using the Foundation Cultural Competencies to Bridge the Political and Civil Service Boundaries(p. 124)
• 6.4 Major Department Heads(p. 125)
• 6.5 Leveraging Diversity(p. 125)
• 6.6 Creating the Future by Leveraging Diversity as a Strategic Goal(p. 127)
• 6.7 Preparing the Organization to Be Culturally Competent: Shaping the Organizational Culture(p. 131)
• 6.8 Communicating to Inspire Diverse and Multicultural Employees(p. 137)
• 6.9 Developing and Mentoring Managers to Be Culturally Competent(p. 137)
• 6.10 Summary and Conclusion(p. 138)
• 7 Cultural Competencies for Middle Managers and Supervisors(p. 141)
• 7.1 Introduction(p. 141)
• 7.2 Cultural Competencies for Managers and Supervisors(p. 144)
• 7.3 Developing Culturally Competent Managers(p. 145)
• 7.4 Mentoring Multicultural Managers(p. 146)
• 7.5 Becoming a Culturally Competent Mentor(p. 147)
• 7.6 Mentoring Career Skills(p. 149)
• 7.6.1 Mentoring on Reputation and Credibility(p. 151)
• 7.6.2 Mentoring on Relationships as a Way of Creating Effective Multicultural Teams(p. 153)
• 7.6.3 Visibility(p. 154)
• 7.6.4 Conflict Resolution(p. 156)
• 7.7 Supervisors(p. 158)
• 7.7.1 Creating Effective Diverse and Multicultural Teams(p. 161)
• 7.7.2 Working through Touchy Issues(p. 161)
• 7.7.2.1 Performance Issues(p. 161)
• 7.7.2.2 Cross-Cultural Issues(p. 161)
• 7.8 Summary and Conclusion(p. 163)
• 8 Cultural Competencies for Employees(p. 165)
• 8.1 Introduction(p. 165)
• 8.2 Cultural Competencies for Employees(p. 166)
• 8.3 Establishing Leadership Cultural Competencies for Employees(p. 169)
• 8.3.1 Managerial Cultural Competencies and Executive Core Qualifications(p. 170)
• 8.3.2 Leading Change(p. 170)
• 8.3.3 Leading People(p. 173)
• 8.3.4 Results-Driven Goals(p. 174)
• 8.3.5 Business Acumen(p. 175)
• 8.3.6 Building Coalitions(p. 178)
• 8.3.7 OPM Executive Core Qualifications, Technical Competence, and Cultural Competence(p. 179)
• 8.4 Developing a Long-Term Career Plan(p. 179)
• 8.5 Creating a Long-Term Career in Diverse and Multicultural Organizations(p. 181)
• 8.5.1 performance(p. 182)
• 8.5.2 Reputation and Credibility(p. 184)
• 8.5.3 Developing Relationships(p. 186)
• 8.5.4 Visibility(p. 186)
• 8.6 Acquiring Diverse and Multicultural Mentors(p. 187)
• 8.7 CreatingiRelationships with Diverse and Multicultural Employees(p. 188)
• 8.8 Executive Protocols and Manners(p. 188)
• 8.9 Summary and Conclusion(p. 190)
• Part III Building the Culturally Competent Organization
• 9 Establishing the Organizational Cultural Competence Framework(p. 193)
• 9.1 Introduction(p. 193)
• 9.2 The High-Performance Organization(p. 196)
• 9.3 How Current and Futute Situations Set the Stage for Culturally Competent Practices(p. 197)
• 9.4 Reasons for Culturally Competent Policies(p. 198)
• 9.5 The Culturally Competent Organization(p. 199)
• 9.6 Defining Diversity(p. 199)
• 9.7 Creating Culturally Competent Practices(p. 200)
• 9.8 Creating a Supportive Organizational Climate(p. 203)
• 9.9 Summary and Conclusion(p. 205)
• 10 Human Resource Management and Cultural Competence(p. 207)
• 10.1 Introduction(p. 207)
• 10.2 The Evolving Field and Its Inattention to Diversity(p. 207)
• 10.3 Managing Diversity(p. 208)
• 10.4 Obstacles in Diversifying HRM Curricula: A Lack of Teacher Preparation and Coverage(p. 209)
• 10.5 Why Is HRM Curricular Reform Needed?(p. 211)
• 10.6 Elements of Diversity(p. 213)
• 10.7 Creating Culturally Competent Orientation Programs(p. 218)
• 10.7.1 Defining Diversity and Cultural Diversity(p. 219)
• 10.8 Cultural Competence Organizational Measures(p. 223)
• 10.9 Human Resources as the Feedback Loop fot Policy Development(p. 225)
• 10.10 Summary and Conclusion(p. 226)
• 11 Using Cultural Competence to Develop International Collaborations(p. 229)
• 11.1 Introduction: Cultutal Competence in Context(p. 229)
• 11.2 Race Theory(p. 230)
• 11.3 What's Up with Xenophobia?(p. 233)
• 11.4 The Recent Passage of Arizona's Controversial Bills(p. 234)
• 11.5 International Collaborations for Public Managers(p. 236)
• 11.5.1 Domestic Considetations(p. 237)
• 11.5.2 Developing International Relationships(p. 238)
• 11.6 Creating International Opportunities(p. 239)
• 11.7 Developing International Relationships(p. 244)
• 11.7.1 Universities and International Collaborations(p. 245)
• 11.8 Working through Difficult Issues(p. 246)
• 11.9 Maintaining International Relationships(p. 248)
• 11.10 Summary and Conclusion(p. 248)
• Part IV Cases In Cultural Competence
• 12 Cultural Competence in Health Care(p. 253)
• 12.1 Introduction(p. 254)
• 12.2 The Federal Governments Role in Developing Cultural Competence in Health Care(p. 256)
• 12.3 Delivery of Services(p. 260)
• 12.4 Culturally Competent Health Administration(p. 262)
• 12.4.1 Growing Our Own: The Rio Grande Valley's Strategy for Coping with the Nursing and Allied Health Shortage(p. 262)
• 12.4.1.1 Case Study Summary(p. 262)
• 12.4.1.2 Case Study Solution(p. 263)
• 12.4.1.3 Case Study Results(p. 263)
• 12.5 Culturally Competent Hospital Administration(p. 264)
• 12.5.1 Leading Organizational Change: Advancing Quality through Culturally Responsive Care (LEAD)(p. 264)
• 12.5.1.1 Case Study Summary(p. 264)
• 12.5.1.2 Case Study Solution(p. 264)
• 12.5.1.3 Case Study Results(p. 265)
• 12.6 Culturally Competent Human Services Administration(p. 265)
• 12.6.1 The Cultural Competency Initiative, National Consumer Supporter Technical Assistance Center (NCSTAC), Mental Health America(p. 266)
• 12.6.1.1 Case Study Summary(p. 266)
• 12.6.1.2 Case Study Solutions(p. 266)
• 12.6.1.3 Case Study Results(p. 267)
• 12.7 Additional Resources on Cultural Competency in Health Care(p. 268)
• 12.7.1 California Health Care Safety Net Institute(p. 268)
• 12.7.2 Cross Cultural Health Care Program(p. 268)
• 12.7.3 National Center for Cultural Competence, Georgetown University Center for Child and Human Development(p. 269)
• 12.8 Medical Tourism(p. 269)
• 12.9 Summary and Conclusion(p. 271)
• 13 Cultural Competence in Higher Education(p. 273)
• 13.1 Introduction(p. 273)
• 13.2 Reasons for Higher Education Cultural Competency Models(p. 275)
• 13.3 The Tilford Group Cultural Competence Model(p. 280)
• 13.3.1 The Tilford Group's Process Model(p. 282)
• 13.3.2 Diversity Competencies(p. 282)
• 13.4 Challenges in Building a Cultural Competency Curriculum(p. 283)
• 13.5 Overcoming Obstacles to Culturally Competent Faculty(p. 284)
• 13.6 Cultural Competence for University Administrators(p. 286)
• 13.7 Summary and Conclusion(p. 288)
• 14 Resolving Difficult Employee Issues(p. 291)
• 14.1 Introduction(p. 291)
• 14.2 Defining the Types of Employee Problems(p. 292)
• 14.2.1 Irresolvable Employee-to-Employee Problems(p. 292)
• 14.2.2 Emerging Context for Cross-Cultural Problems(p. 293)
• 14.2.3 Start and End with Assistance from the Human Resource Office(p. 295)
• 14.3 Discovering the Real Problem or Issue(p. 295)
• 14.4 Working through Emotionally Charged Issues(p. 300)
• 14.5 Communicating to Resolve Issues(p. 303)
• 14.6 Moving beyond the Issues(p. 306)
• 14.7 Summary and Conclusion(p. 309)
• 15 The Human Resource Office: The Last Resort(p. 313)
• 15.1 Introduction(p. 313)
• 15.2 When to Use Human Resources in Troubleshooting Difficult Issues(p. 335)
• 15.2.1 Traditional Role of the HR Office in Troubleshooting Difficult Issues(p. 315)
• 15.2.2 Using Human Resources to Troubleshoot Difficult Issues in a Culturally Competent Organization(p. 319)
• 15.3 Setting the Stage for Using Human Resources as an Impartial Mediator(p. 321)
• 15.4 Using Human Resources as an Early Warning System(p. 326)
• 15.5 Establishing a Long-Term Relationship with Human Resources(p. 330)
• 15.6 Summary and Conclusion(p. 332)
• Part V Where Do We Go From Here?
• 16 What the Future Holds: More Change(p. 337)
• 16.1 Introduction(p. 337)
• 16.2 What Tomorrow Will Look Like(p. 340)
• 16.3 The Changing Face of Organizations(p. 343)
• 16.4 Remaining a Step Ahead(p. 346)
• 16.5 Culturally Competent Leadership for Tomorrow(p. 348)
• Appendix: Cultural Competence Literature and Legislation(p. 349)
• References(p. 365)
• Index(p. 381)

Notas de autor provistas por Syndetics

Espiridion Borrego, University of Texas Pan American, Edinburg, USA

Richard Gregory Johnson III, University of Vermont, Burlington, USA