Cultural Competence for Public Managers

Transcription

1 Cultural Competence for Public Managers Managing Diversity in Todays World Espiridion Borrego Richard Greggory Johnson III L-oC) CRC Press V^ J Taylor & Francis Croup ^"-^ Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business

2 Contents Supplemental Material and Templates Preface Acknowledgments Authors xiii xv xvii xix PART I: INTRODUCTION TO CULTURAL COMPETENCE: DO I REALLY NEED TO BE CULTURALLY COMPETENT? 1 Why Cultural Competence Is Important Introduction to and Short History of Cultural Competence Why Public Managers Need to Be Culturally Competent Obstacles to Cultural Competence Cultural Characteristics Perceptions of Time \ Other Dimensions of Culture : Power Distance : Individualism Masculinity Uncertainty Avoidance Long-Term versus Short-Term Orientation Other Aspects of Culture Questions That Need to Be Asked about Cultural Competence Why a New Cultural Competence Model Is Needed What Public Managers Need to Know about Cultural Competence as a Leadership Competence Top 10 Reasons Why Cultural Competence Is Important Summary and Conclusion 28 2 How Globalization and Immigration Are Changing the World Introduction The United States :.' 32

3 vi Contents 2.3 Europe Cultural and Diversity Issues for European Countries Asia Cultural and Diversity Issues in Asia Central and Latin America Africa Kenya Botswana Cameroon Madagascar Mozambique South Africa Tanzania Uganda Zambia Additional Commentary on Generational Issues Additional Commentary on International Cultural Issues Summary and Conclusion 44 Defining Cultural Competence for Public Managers Introduction Research on Cultural Competence Definitions of Cultural Competence Cultural Intelligence and Its Contribution to Cultural Competence Cultural Intelligence and Leadership Understanding Diversity, Social Equity, and Cultural Competence Social Equity 61' Cultural Competence in Public Administration..:^ Toward Cultural Competence Standards: Where We Stand Today National Association of Social Workers National Center for Cultural Competence The Tilford Group Summary and Conclusion 66 Cultural Competencies Introduction Developing the Foundation Cultural Competencies The Foundation Cultural Competencies Respecting and Understanding Culture Cautions Communicating with Culturally Diverse Employees 81

4 Contents vii 4.6 Creating Common Ground or a Shared Culture Being Adaptable and Flexible Inclusiveness as a Way to Create Effective Teams and Collaboration Summary and Conclusion 90 PART II: CULTURAL COMPETENCE FOR EXECUTIVES, MANAGERS, SUPERVISORS, AND EMPLOYEES 5 Experiences from Successful Multicultural and Diversity Programs Introduction Cross-Cultural Lessons Workplace Environment The Multicultural Leadership Program Examples of Public Sector Initiatives The City of Seattle's Race and Social Justice Initiative University of Vermont Ill 5.5 Learning from the Private Sector and Public Sector Initiatives Learning from the Private Sector.' Learning from the Public Sector Summary and Conclusion Cultural Competencies for Executives Introduction Cultural Competencies for Executives The Political Appointee and Career Civil Servants Political Transitions and Their Effects on Managers Using the Foundation Cultural Competencies to Bridge the Political and Civil Service Boundaries Major Department Heads Leveraging Diversity Creating the Future by Leveraging Diversity as a Strategic Goal Preparing the Organization to Be Culturally Competent: Shaping the Organizational Culture Communicating to Inspire Diverse and Multicultural Employees Developing and Mentoring Managers to Be Culturally Competent Summary and Conclusion Cultural Competencies for Middle Managers and Supervisors Introduction Cultural Competencies for Managers and Supervisors 144

5 viii Contents 7.3 Developing Culturally Competent Managers Mentoring Multicultural Managers Becoming a Culturally Competent Mentor Mentoring Career Skills Mentoring on Reputation and Credibility Mentoring on Relationships as a Way of Creating Effective Multicultural Teams Visibility Conflict Resolution Supervisors Creating Effective Diverse and Multicultural Teams Working through Touchy Issues Performance Issues Cross-Cultural Issues Summary and Conclusion Cultural Competencies for Employees Introduction Cultural Competencies for Employees Establishing Leadership Cultural Competencies for Employees Managerial Cultural Competencies and Executive Core Qualifications Leading Change 170 8:3.3 Leading People Results-Driven Goals Business Acumen Building Coalitions OPM Executive Core Qualifications, Technical Competence, and Cultural Competence Developing a Long-Term Career Plan Creating a Long-Term Career in Diverse and Multicultural Organizations Performance Reputation and Credibility Developing Relationships Visibility Acquiring Diverse and Multicultural Mentors Creating Relationships with Diverse and Multicultural Employees Executive Protocols and Manners Summary and Conclusion 190

6 Contents ix PART III: BUILDING THE CULTURALLY COMPETENT ORGANIZATION 9 Establishing the Organizational Cultural Competence Framework Introduction The High-Performance Organization How Current and Future Situations Set the Stage for Culturally Competent Practices Reasons for Culturally Competent Policies The Culturally Competent Organization Defining Diversity Creating Culturally Competent Practices Creating a Supportive Organizational Climate Summary and Conclusion Human Resource Management and Cultural Competence Introduction The Evolving Field and Its Inattention to Diversity Managing Diversity Obstacles in Diversifying HRM Curricula: A Lack of Teacher Preparation and Coverage Why Is HRM Curricular Reform Needed? Elements of Diversity Creating Culturally Competent Orientation Programs Defining Diversity and Cultural Diversity Cultural Competence Organizational Measures Human Resources as the Feedback Loop for Policy Development, Summary and Conclusion Using Cultural Competence to Develop International Collaborations Introduction: Cultural Competence in Context " Race Theory What's Up with Xenophobia? The Recent Passage of Arizona's Controversial Bills International Collaborations for Public Managers Domestic Considerations Developing International Relationships Creating International Opportunities Developing International Relationships Universities and International Collaborations Working through Difficult Issues 246

7 Contents 11.9 Maintaining International Relationships Summary and Conclusion 248 PART IV: CASES IN CULTURAL COMPETENCE 12 Cultural Competence in Health Care Introduction : The Federal Government's Role in Developing Cultural Competence in Health Care Delivery of Services Culturally Competent Health Administration Growing Our Own: The Rio Grande Valley's Strategy for Coping with the Nursing and Allied Health Shortage Case Study Summary Case Study Solution Case Study Results Culturally Competent Hospital Administration LEADing Organizational Change: Advancing Quality through Culturally Responsive Care (LEAD) Case Study Summary Case Study Solution Case Study Results Culturally Competent Human Services Administration : The Cultural Competency Initiative, National Consumer Supporter Technical Assistance Center (NCSTAC), Mental Health America Case Study Summary Case Study Solutions Case Study Results..= Additional Resources on Cultural Competency in Health Care California Health Care Safety Net Institute Cross Cultural Health Care Program National Center for Cultural Competence, Georgetown University Center for Child and Human Development Medical Tourism Summary and Conclusion Cultural Competence in Higher Education Introduction Reasons for Higher Education Cultural Competency Models The Tilford Group Cultural Competence Model The Tilford Group's Process Model Diversity Competencies 282

8 Contents xi 13.4 Challenges in Building a Cultural Competency Curriculum Overcoming Obstacles to Culturally Competent Faculty Cultural Competence for University Administrators Summary and Conclusion Resolving Difficult Employee Issues Introduction Defining the Types of Employee Problems Irresolvable Employee-to-Employee Problems Emerging Context for Cross-Cultural Problems : Start and End with Assistance from the Human Resource Office Discovering the Real Problem or Issue Working through Emotionally Charged Issues Communicating to Resolve Issues Moving beyond the Issues Summary and Conclusion The Human Resource Office: The Last Resort Introduction When to Use Human Resources in Troubleshooting Difficult Issues Traditional Role of the HR Office in Troubleshooting Difficult Issues Using Human Resources to Troubleshoot Difficult Issues in a,culturally Competent Organization Setting the Stage for Using Human Resources as an Impartial Mediator Using Human Resources as an Early Warning System Establishing a Long-Term Relationship with Human Resources Summary and Conclusion 332 PART V: WHERE DO WE GO FROM HERE? 16 What the Future Holds: More Change Introduction ; What Tomorrow Will Look Like The Changing Face of Organizations Remaining a Step Ahead Culturally Competent Leadership for Tomorrow 348 Appendix: Cultural Competence Literature and Legislation 349 References 365 Index 381