Most people use the word "literacy" to indicate the ability to recognize words on a page or to read in the simplest vernacular. Today, however, literacy has meant more. Our ability as individuals and culture depends on our continued growth in cultural thinking and our understanding of social norms. It requires an understanding of cultural and cultural landscapes based on examples and well-known knowledge in multiple fields to gain a global perspective. In his book "Global Literature," Robert Rosen discusses the acquisition of business acumen at several levels, including personal literacy, social literacy, business literacy, and cultural literacy, requiring "collaborative individualism" to use applicable knowledge for us. The people around us bring benefits.1
It's no longer just "getting along" is enough to be a world-class organization. It embodies a development organization that is consistent with the personal beliefs generated by historical precedents and cultural expectations. Rosen believes that this is provided by executive leadership. "Good leadership is the main catalyst for growth; poor leadership can be the main cause of business failure." 2 One of the tough realities of companies is to focus leadership on The number of businesses and their neglect of other areas or cultures will drive the organization to exceed average performance and achieve superior growth.
How do these literacy theories put into practice for companies today? Rosen raised five good questions for all companies, regardless of size, service market or country in which they operate. These five general business issues are as follows:
Where are we going?
2. How do we get there?
3. How do we work together?
4. What resources do we need?
5. How do we measure success?
Corresponding to the issues listed, companies must have and recognize the reasons for the company's exit or purpose. The business needs a roadmap or plan to move forward. Companies must leverage internal and external relationships through the network to gain knowledge of competitive advantage and core competencies. Companies must define and refine the resources they need to stay competitive through innovation and differentiation. Finally, it must know what must be measured to be successful. Every element is an integral part of becoming a company with global knowledge
Today's leaders must become constant students in world economics more than ever. Over the years, attention to economic growth has been the driving force behind the privatization or deregulation of many industries and markets. With the formation and expansion of the national economy, many countries have allowed physical obstacles to disappear and politics has become a secondary obstacle. This requires countries to recognize the steps that need to be taken first, to be competitive, and secondarily to remain competitive. The functional capabilities of the eight specific quantitative and qualitative factors described by Rosen are as follows:
o Openness: Is the economy open to international trade and finance?
o Finance: How is the financial market developing?
o Technology: What is the quality of the technology infrastructure?
o Labor: Is the labor market efficient and flexible?
o Government: What is the level of government regulation of the economy?
o Infrastructure: What is the quality of physical infrastructure [such as transportation and utilities]?
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o Management: Does enterprise management accept modern technical training?
o Institutions: How are justice and political institutions fair and stable?
Assuming that the above mentioned areas are listed, there are too many situations in each area, and it is necessary to work together to enable the organization to gain and maintain momentum in a highly competitive market. What is the importance of understanding and implementing literacy? The answer lies in some aspects of each culture that are based on a sense of history. Without knowing the past, today's companies have a hard time recognizing the emerging business model. The world is providing a new, unknown chaos for those leaders who do not need to manage for quite some time, if any. Chaos is forcing organizations and their leadership to change, requiring fast response times and flexibility to deal with turmoil.
Jason Jennings and Lawrence Horton wrote a book to deal with the speed requirements of today's business organizations. They say this:
"Most business people are busy working on their business or business, so that they never find time to start a business.
There is an understanding that leaders and organizations must recognize in their commercial literacy that sailing in chaos requires a sense of history. Without historical precedents, future survival will become difficult and future success will become impossible. Rosen called this a "historical futurist"6 and needed "a leader with commercial literacy..." to explore and celebrate the past, understand and possess the present, imagine and create the future... Every stage [building] is in "
Is there a word that is better than others? If so, which one, or do they have to work together to promote the organization's literate? Depending on what is happening, the leader must determine the literacy environment that governs the facts of his or her organizational decisions. Many leaders may indeed inherit a "leadership resistance to architecture" that is embodied in a "busy conspiracy"8 and offers them multiple challenges. Employees who are part of the organization may seem to be working or busy, but do not necessarily provide the forward-looking actions needed to create positive business inertia. Therefore, their organizations tend to be more at the "ecosystem level. In this ecosystem, more people can get the whole, and [their] people support and nurture each other in a trusting way."9 Although organized There is a problem with the actual function. This is in stark contrast to the rugged individualism embodied in the growth driven by technology companies over the past two decades.
Other leaders may have a completely different set of work environments that require not only creative approaches, but also creative decisions that consider the organization's literal bias. This may be based on any of a number of factors that indicate that the type of leader at the top of the organization and the type of organization itself are subject to historical and sociocultural bias. Only when the company self-assesses the values and real culture that are part of the environment can the organization ensure that the decision is true for the company's continued survival and progress.
"Several cultures have different concepts embedded in practical trust [this creates problems like this]: What is a commitment? Should I define my own interests as the interests of myself or my team? I should be more Focus on relationships or rules • Pragmatic trust needs to be disclosed. "10
Rosen said that "social literacy promotes the dissemination of knowledge" and that it must be effective. Communication must first "clear priorities and expectations", tell people what they need to do, and "create the right tone" by making people happy with the decision. 11
A truly global organization plays a role in an open atmosphere that promotes creativity, experimentation, and pragmatism through disclosure to grow its business in multiple countries and locations. As Jennings and Haughton above show, the company's speed of movement is critical. The technical processes that must be released and the ever-increasing amount of information create complex business equations that must be addressed to achieve prosperity. As a result, this aspect of social and cultural literacy has a large impact on most decision-making leaders by providing the necessary sense of history to understand the source of the organization and to provide the ability to identify repetitive situations within the organization. The future is indeed an unknown. However, by recognizing cultural and social norms, effective leadership can provide an effective organizational roadmap, but only by recognizing the input of the entire organization.
For leaders, it is more important to include literacy in the motion, or can it start at the lower level of the organization? Rosen provided a number of examples of high-level leadership interviews and survey questions supporting top-down theory. No case can be seen that organizational change is driven by the lower classes of the organization, indicating that leadership for change is essential to advancement. This is not to say that lower-level workers are not important to the growth process. In terms of contradictions, the leadership must provide "the best impatient, constructive pursuit of excellence [that] will generate enough anxiety to make people move forward without making them jealous." Rosen used the example of rubber band to say "if If you pull it too hard, it will break. If you don't pull too much, you won't maximize the potential of the band." 12 This lays the foundation for connected teaching, because the great leader is indeed excellent. Students are also excellent teachers.
"Work must be an insatiable curiosity and a hotbed of lifelong development for all employees. Learning comes from the creative juxtaposition of people, ideas and technology, not individual isolated efforts." Everyone's skills are integrated into it. Social literacy. "13
By recognizing these top skills, leaders and employees can recognize...
Orignal From: Defining cross-cultural literacy landscapes
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