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Please read the cases in Chapter 7 - Cultural Intelligence in Action. Answer the following questions in a short answer format, and highlight your...

Please read the cases in Chapter 7 – Cultural Intelligence in Action. Answer the following questions in a short answer format, and highlight your answers in yellow. Each question must be answered in at least 3 sentences or more (excluding quotes/references), Times New Roman, 12-point font, and cited in the proper APA format.

Please read the cases in Chapter 7 – Cultural Intelligence in AcTon. Answer the following quesTons in a short answer format, and highlight your answers in yellow. Each quesTon must be answered in at least 3 sentences or more (excluding quotes/references), ±imes New Roman, 12-point font, and cited in the proper APA format. Case Study 1: Resistance to Change Victor is the head of a division in a state agency. He has been in his management posiTon for 15 years and has worked his way up to his current posiTon. ±hroughout his career, he has seen many people leave and join the department. He has stayed because he enjoys public service and working with familiar faces in the agency. He also knows that he brings his many years of experiences in a public agency to the table when solving problems. His personality Fts the working environment of a state agency; he likes working with the familiarity of rules and procedures. Victor is proud of his service, but he is really looking forward to his reTrement, which, for him, is not coming soon enough. Within the last few years, lots of changes have occurred on a department level that is also changing much of the familiar procedures, rules, and norms that Victor has been accustomed to during his 25 years in the department. Some of these changes include hiring younger sta², reorganizaTon of job responsibiliTes, performance plans to increase sta² competencies and skills in new areas, and recent layo²s to help balance the budget. As part of his a³empt to make his mark on the division, and to bring in past experiences that he thinks can be of value, Victor proposed numerous ideas for the division at a sta² meeTng. His sta² —which, in recent years, has become increasingly more diverse in demographics and cultural backgrounds— suggests improvements and changes to his ideas. ±hey are not so sure that his changes are the most appropriate given the overall strategic direcTons of the department. ´urthermore, they are not sure how they can implement strategies when the ideas call for outdated resources and technology. Some of the younger sta² members are more vocal and menTon recent trends and pracTces in strategic thinking that could be more beneFcial to accomplishing the division goals. Victor views these suggesTons as a³acks directed at him and as resistance on the part of the sta². He feels like every Tme he makes a suggesTon, he is thrown a curveball from one of the younger sta² members. Why is this happening to him now? He knows he has to manage this. He cannot let this type of dynamic go on for an addiTonal Fve years—or could he? 1. What cultural assumpTons fuel Victor’s perspecTve as a leader of a state agency? 2. Where does Victor’s moTvaTon to lead come from? 3. How would you describe Victor’s self-concept and the inµuence of it on his leadership? Case Study 2: Young, ConFdent, and Moving too ²ast Julia, who is 26 years old, recently graduated from the University of Chicago with her master’s degree in social work. She is a conFdent young woman who is used to making quick decisions, and she greatly values her independence. She graduated at the top of her class and, throughout her course of study, was
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known by her peers and professors as a “go-to person” for resolving conFicts and ±nding strategic, innovaTve approaches to social work. She is highly moTvated and passionate about social jusTce and social change issues, parTcularly those involving poverty and housing. She has high expectaTons in her career as a social worker and has found a job working with a local nonpro±t organizaTon that provides transiTonal housing to people who are homeless. Her boss, Joanne, holds her in high regard, but now, in her second month of the job, Julia is increasingly annoyed by her boss’s constant micromanagement and quesToning of her decisions. “Come to me before you make a major decision. I don’t want you to move so fast on your own,” Joanne says. Julia asks, “Have I made any mistakes so far?” “No,” Joanne retorts, “but I feel that you need to check in with me before you move on with some projects. You’ve only been here for two months and there’s a lot of stu² you sTll need to learn.” “Well, tell me what they are. I’m eager to learn everything so I can do my job be³er,” Julia replies. “I don’t think you’re ready yet. ´here’s a lot to learn about this job. Believe me, I was like you, too, when I was younger, but over the years I’ve learned that it takes Tme and paTence to do this work. It’s fast paced and working in this ±eld can be emoTonally draining. We just can’t a²ord to make mistakes when we do this work.” Julia cannot believe what she is hearing. Here she is, eager and moTvated to take on more work, and Joanne says that it is too overwhelming. She thinks, “ What kind of work environment is this that won’t let me use skills and knowledge ?” ´his week, Julia is furious. She worked on a slide presentaTon for a major donor and prepared a report about the progress of the organizaTon’s clients, for which Joanne commended her. Nevertheless, she was told bluntly that she could not be a part of the donor meeTng. “´his is ridiculous,” Julia thinks. “I’m moving on. I’ll stay here unTl I get something be³er, but I sure am going to start looking around.” 1. What beliefs and values “root” Joanne and Julia to their self-concepts? 2. What suggesTons do you have for Joanne and Julia when working with a person of another generaTon? 3. How would you suggest Joanne and Julia use the cultural intelligence principles to resolve this intercultural situaTon? Case Study 3: Building a MulTcultural ±eam—Is it Worth it? Kalia works in a large business, managing a diverse team of eight individuals. ´wo of her employees are in their early 20s, two in their 30s, three in their late 40s, and one in her late 50s. µour members of her team are Caucasian and the other four are Hispanic, African American, Asian, and African. Her younger employees are fairly new, having been there for less than two years. Most of her team members have worked with the organizaTon for 5 to 10 years, and her most senior sta² has been there for 25 years, 10 years longer than Kalia has been in her leadership posiTon.
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Running Head: CULTURAL INTELLIGENCE AND SELF CONCEPT Cultural intelligence and Self-Concept
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University of Affiliation: CULTURAL INTELLIGENCE AND SELF CONCEPT 2 Case study 1
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