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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 | |