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Supplemental Material and Templates | |
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Preface | |
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Acknowledgments | |
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Authors | |
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Introduction to Cultural Competence: Do I Really Need to be Culturally Competent? | |
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Why Cultural Competence Is Important | |
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Introduction to and Short History of Cultural Competence | |
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Why Public Managers Need to Be Culturally Competent | |
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Obstacles to Cultural Competence | |
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Cultural Characteristics | |
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Perceptions of Time | |
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Other Dimensions of Culture | |
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Power Distance | |
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Individualism | |
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Masculinity | |
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Uncertainty Avoidance | |
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Long-Term versus Short-Term Orientation | |
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Other Aspects of Culture | |
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Questions That Need to Be Asked about Cultural Competence | |
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Why a New Cultural Competence Model Is Needed | |
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What Public Managers Need to Know about Cultural Competence as a Leadership Competence | |
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Top 10 Reasons Why Cultural Competence Is Important | |
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Summary and Conclusion | |
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How Globalization and Immigration Are Changing the World | |
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Introduction | |
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The United States | |
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Europe | |
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Cultural and Diversity Issues for European Countries | |
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Asia | |
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Cultural and Diversity Issues in Asia | |
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Central and Latin America | |
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Africa | |
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Kenya | |
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Botswana | |
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Cameroon | |
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Madagascar | |
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Mozambique | |
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South Africa | |
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Tanzania | |
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Uganda | |
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Zambia | |
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Additional Commentary on Generational Issues | |
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Additional Commentary on International Cultural Issues | |
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Summary and Conclusion | |
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Defining Cultural Competence for Public Managers | |
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Introduction | |
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Research on Cultural Competence | |
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Definitions of Cultural Competence | |
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Cultural Intelligence and Its Contribution to Cultural Competence | |
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Cultural Intelligence and Leadership | |
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Understanding Diversity, Social Equity, and Cultural Competence | |
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Social Equity | |
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Cultural Competence in Public Administration | |
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Toward Cultural Competence Standards: Where We Stand Today | |
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National Association of Social Workers | |
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National Center for Cultural Competence | |
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The Tilford Group | |
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Summary and Conclusion | |
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Cultural Competencies | |
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Introduction | |
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Developing the Foundation Cultural Competencies | |
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The Foundation Cultural Competencies | |
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Respecting and Understanding Culture | |
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Cautions | |
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Communicating with Culturally Diverse Employees | |
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Creating Common Ground or a Shared Culture | |
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Being Adaptable and Flexible | |
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Inclusiveness as a Way to Create Effective Teams and Collaboration | |
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Summary and Conclusion | |
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Cultural Competence For Executives, Managers, Supervisors, And Employees | |
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Experiences from Successful Multicultural and Diversity Programs | |
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Introduction | |
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Cross-Cultural Lessons | |
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Workplace Environment | |
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The Multicultural Leadership Program | |
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Examples of Public Sector Initiatives | |
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The City of Seattle's Race and Social Justice Initiative | |
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University of Vermont | |
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Learning from the Private Sector and Public Sector Initiatives | |
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Learning from the Private Sector | |
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Learning from the Public Sector | |
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Summary and Conclusion | |
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Cultural Competencies for Executives | |
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Introduction | |
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Cultural Competencies for Executives | |
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The Political Appointee and Career Civil Servants | |
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Political Transitions and Their Effects on Managers | |
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Using the Foundation Cultural Competencies to Bridge the Political and Civil Service Boundaries | |
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Major Department Heads | |
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Leveraging Diversity | |
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Creating the Future by Leveraging Diversity as a Strategic Goal | |
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Preparing the Organization to Be Culturally Competent: Shaping the Organizational Culture | |
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Communicating to Inspire Diverse and Multicultural Employees | |
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Developing and Mentoring Managers to Be Culturally Competent | |
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Summary and Conclusion | |
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Cultural Competencies for Middle Managers and Supervisors | |
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Introduction | |
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Cultural Competencies for Managers and Supervisors | |
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Developing Culturally Competent Managers | |
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Mentoring Multicultural Managers | |
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Becoming a Culturally Competent Mentor | |
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Mentoring Career Skills | |
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Mentoring on Reputation and Credibility | |
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Mentoring on Relationships as a Way of Creating Effective Multicultural Teams | |
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Visibility | |
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Conflict Resolution | |
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Supervisors | |
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Creating Effective Diverse and Multicultural Teams | |
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Working through Touchy Issues | |
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Performance Issues | |
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Cross-Cultural Issues | |
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Summary and Conclusion | |
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Cultural Competencies for Employees | |
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Introduction | |
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Cultural Competencies for Employees | |
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Establishing Leadership Cultural Competencies for Employees | |
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Managerial Cultural Competencies and Executive Core Qualifications | |
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Leading Change | |
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Leading People | |
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Results-Driven Goals | |
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Business Acumen | |
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Building Coalitions | |
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OPM Executive Core Qualifications, Technical Competence, and Cultural Competence | |
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Developing a Long-Term Career Plan | |
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Creating a Long-Term Career in Diverse and Multicultural Organizations | |
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performance | |
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Reputation and Credibility | |
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Developing Relationships | |
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Visibility | |
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Acquiring Diverse and Multicultural Mentors | |
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CreatingiRelationships with Diverse and Multicultural Employees | |
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Executive Protocols and Manners | |
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Summary and Conclusion | |
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Building the Culturally Competent Organization | |
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Establishing the Organizational Cultural Competence Framework | |
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Introduction | |
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The High-Performance Organization | |
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How Current and Futute Situations Set the Stage for Culturally Competent Practices | |
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Reasons for Culturally Competent Policies | |
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The Culturally Competent Organization | |
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Defining Diversity | |
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Creating Culturally Competent Practices | |
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Creating a Supportive Organizational Climate | |
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Summary and Conclusion | |
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Human Resource Management and Cultural Competence | |
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Introduction | |
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The Evolving Field and Its Inattention to Diversity | |
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Managing Diversity | |
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Obstacles in Diversifying HRM Curricula: A Lack of Teacher Preparation and Coverage | |
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Why Is HRM Curricular Reform Needed? | |
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Elements of Diversity | |
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Creating Culturally Competent Orientation Programs | |
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Defining Diversity and Cultural Diversity | |
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Cultural Competence Organizational Measures | |
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Human Resources as the Feedback Loop fot Policy Development | |
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Summary and Conclusion | |
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Using Cultural Competence to Develop International Collaborations | |
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Introduction: Cultutal Competence in Context | |
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Race Theory | |
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What's Up with Xenophobia? | |
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The Recent Passage of Arizona's Controversial Bills | |
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International Collaborations for Public Managers | |
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Domestic Considetations | |
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Developing International Relationships | |
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Creating International Opportunities | |
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Developing International Relationships | |
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Universities and International Collaborations | |
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Working through Difficult Issues | |
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Maintaining International Relationships | |
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Summary and Conclusion | |
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Cases In Cultural Competence | |
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Cultural Competence in Health Care | |
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Introduction | |
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The Federal Governments Role in Developing Cultural Competence in Health Care | |
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Delivery of Services | |
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Culturally Competent Health Administration | |
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Growing Our Own: The Rio Grande Valley's Strategy for Coping with the Nursing and Allied Health Shortage | |
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Case Study Summary | |
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Case Study Solution | |
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Case Study Results | |
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Culturally Competent Hospital Administration | |
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Leading Organizational Change: Advancing Quality through Culturally Responsive Care (LEAD) | |
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Case Study Summary | |
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Case Study Solution | |
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Case Study Results | |
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Culturally Competent Human Services Administration | |
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The Cultural Competency Initiative, National Consumer Supporter Technical Assistance Center (NCSTAC), Mental Health America | |
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Case Study Summary | |
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Case Study Solutions | |
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Case Study Results | |
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Additional Resources on Cultural Competency in Health Care | |
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California Health Care Safety Net Institute | |
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Cross Cultural Health Care Program | |
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National Center for Cultural Competence, Georgetown University Center for Child and Human Development | |
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Medical Tourism | |
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Summary and Conclusion | |
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Cultural Competence in Higher Education | |
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Introduction | |
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Reasons for Higher Education Cultural Competency Models | |
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The Tilford Group Cultural Competence Model | |
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The Tilford Group's Process Model | |
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Diversity Competencies | |
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Challenges in Building a Cultural Competency Curriculum | |
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Overcoming Obstacles to Culturally Competent Faculty | |
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Cultural Competence for University Administrators | |
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Summary and Conclusion | |
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Resolving Difficult Employee Issues | |
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Introduction | |
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Defining the Types of Employee Problems | |
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Irresolvable Employee-to-Employee Problems | |
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Emerging Context for Cross-Cultural Problems | |
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Start and End with Assistance from the Human Resource Office | |
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Discovering the Real Problem or Issue | |
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Working through Emotionally Charged Issues | |
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Communicating to Resolve Issues | |
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Moving beyond the Issues | |
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Summary and Conclusion | |
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The Human Resource Office: The Last Resort | |
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Introduction | |
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When to Use Human Resources in Troubleshooting Difficult Issues | |
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Traditional Role of the HR Office in Troubleshooting Difficult Issues | |
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Using Human Resources to Troubleshoot Difficult Issues in a Culturally Competent Organization | |
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Setting the Stage for Using Human Resources as an Impartial Mediator | |
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Using Human Resources as an Early Warning System | |
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Establishing a Long-Term Relationship with Human Resources | |
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Summary and Conclusion | |
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Where Do We Go From Here? | |
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What the Future Holds: More Change | |
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Introduction | |
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What Tomorrow Will Look Like | |
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The Changing Face of Organizations | |
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Remaining a Step Ahead | |
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Culturally Competent Leadership for Tomorrow | |
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Appendix: Cultural Competence Literature and Legislation | |
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References | |
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Index | |