In 21st Century as Global Market is Shrinking... Cross Cultural Adaptation is a Must!

Introduction

In 21st Century and in the era of Knowledge Based Industry when global market in shrinking cross culture adaptation is not only a MUST but is only a mantra to succeed. In my previous two employments, we had 15 and 24 nationals respectively from different countries and many of our people from India go on Deputation to other countries and many of them face challenges to cope-up with the cultural change...behavioral change.

Understanding Intercultural Sensitivity

In 21st Century as Global Market is Shrinking... Cross Cultural Adaptation is a Must!

Why you need to go out, India is a country with "Diversity in Culture". This diversity is the result of the coexistence of a number of religions as well as local traditions.

The beautiful temples of south India, easily identifiable by their ornately sculptured surface, in the desert of Kutch, Gujarat, on the other hand, the local folk pit themselves against the awesome forces of nature, in the extreme north is the high altitude desert of Ladakh, Local culture is visibly shaped by the faith - Buddhism - as well as by the harsh terrain.

With over one billion citizens, India is the second most populous nation in the world. It is impossible to speak of any one Indian culture, although there are deep cultural continuities that tie its people together.

In its quest for modernization, India has preserved its ancient civilization and never lost sight of the ideals that gave her strength through countless centuries. Science and technology has been steadily raising the living standard and prosperity of its people, but the nation of more than one billion people - one sixth of humanity - continues to live with some of its traditional values that go back 4,000 years and more. See this synthesis of tradition and modernity on your India Travel itinerary.

Developmental Model of Intercultural Sensitivity

"Global diversity is the recognition and development of skills to deal with differences on both international and domestic fronts." -Dr. Milton Bennett

How can we help employees in our organizations succeed in an increasingly complex workplace? Our function is to clarify what cultural competence is and why it is needed, and to help employees enhance understanding of their own culture, and increase their intercultural sensitivity and competence.
In 1986, Bennett created the Developmental Model of Intercultural Sensitivity, which shows a progression of stages people may go through in developing intercultural competency. Since then, he has partnered with Dr. Mitch Hammer of American University to develop the Intercultural Development Inventory (IDI). (The inventory is a set of statements that allows an individual to assess his/her developmental stage of intercultural sensitivity according to the DMIS. This tool is valuable because it measures people's ability to experience difference in relatively complex ways).

Why there is Resistance...Tool to understand resistance

Development of intercultural competence does not come without a struggle; some employees will protest these efforts. Bennett's model helps us understand that the basic form of resistance is a defense response. People who respond to diversity efforts in this way are often moving from the model's first stage of intercultural sensitivity, denial (a failure to recognize that cultural differences exist) into the second stage, defense (recognition of differences). Often, people at this stage may express concern about reverse discrimination. "Recognition of the fact that differences do exist carries a threat," he says. The reaction is to defend one's self. Bennett recommends listening carefully to the person's fears and to help them understand how the organization will continue to extend opportunities to this person's cultural group, even as efforts expand to include other cultural groups.

The model predicts that as time goes by, people can move from defense (stage two) into minimization (stage three). "With minimization, there's more recognition that we're dealing with people that are different, but there's still resistance to that idea," Bennett explains. "The belief is that somehow if we are more open in making sure that equal opportunity exists, everyone should be grateful and follow a set of rules." Someone in this stage may say, "Why can't we all just be Americans?" A person at this stage hopes that we will all converge into a single cultural position. Of course, this position assumes people are able and willing to shed their culture and take on American culture.

How to address backlash

Bennett recommends several approaches to addressing backlash:

· Cultural Self-Awareness: Help employees develop cultural awareness, including (if applicable) identification of European American ethnicity versus stopping at a more specific cultural self-awareness (such as Italian or Irish).

· Recognition of Cultural Capital: Prepare employees to deal with issues of privilege in a non-threatening way. Help them to identify their own cultural capital (what it means to belong to their own group and how that translates into institutional privilege).

· Establishing a Cultural Core: Facilitate an exploration of value commitment in the context of intercultural relativity.

In other words, we need to recognize that our values are culturally based. Then, we must develop the capability of working effectively with people with different values without feeling the need to give up our own values system. "I find that most diversity practitioners don't have the ability to deal with this," He says. "[The tendency is to think] if there aren't any basic values, which by the way are mine, how do we work and live ethically?"

Bennett envisions this model extending beyond domestic to international diversity efforts. "Global diversity is the recognition and development of skills to deal with differences on both international and domestic fronts," says Bennett.

Many organizations realize that diversity efforts involve on-going change strategies rather than one-time training events.

There is also a move toward coupling international and domestic diversity, and aligning intercultural competence with leadership development. "The danger [in these trends] of course is that international issues may be seen as diffusing other important [domestic diversity] issues," Bennett cautions. Our challenge, then, is to maintain the emphasis on domestic issues within the context of the larger global diversity effort.

Stages of Intercultural Sensitivity

In the '80's and 90's organizations have attempted to go beyond mere discrimination issues and even to "celebrate diversity." However, celebration of diversity falls far short of what is needed for effective collaboration between mainstream agencies and ethnic minority communities. For organizations or individuals to move beyond "celebration" to a real ability to work appropriately with cultural difference requires a planned sequence of development.

Bennett describes six stages of development in intercultural sensitivity. The stages provide a good framework for determining how to work with and improve the capacity for intercultural sensitivity and collaboration. Some of his stages of "cultural sensitivity" include behaviors or adaptations the authors include under the definition of "cultural competence."

1. Bennett refers to the first stage of the model as "denial." It means that people in this stage are very unaware of cultural difference. If mainstream agency staff are in this stage of intercultural sensitivity, a huge problem can be expected in the delivery of education, health, and social services for ethnic minorities, a gap that does currently exist when these groups are compared to Anglo Americans. The task for staff at this first stage of intercultural sensitivity is to recognize cultural differences that are escaping their notice.

2. Whereas in the first stage we do not "see" cultural differences, in the second stage of cultural competence we do perceive cultural differences; however, differences from ourselves or the norms of our group are labeled very negatively. They are experienced as a threat to the centrality and "rightness" of our own value system. Bennett calls this stage "defense."

3. In the third stage of intercultural sensitivity, minimization, we try to avoid stereotypes and even appreciate differences in language and culture. However, we still view many of our own values as universal, rather than viewing them simply as part of our own ethnicity. The task at the third level of intercultural sensitivity is to learn more about our own culture and to avoid projecting that culture onto other people's experience.

This stage is particularly difficult to pass through when one cultural group has vast and unrecognized privileges when compared to other groups. This problem is so invisible that persons in mainstream agencies are often mystified when representatives of ethnic minorities consistently withdraw from collaborative activities.

4. A reasonable goal for many mainstream agencies is to ensure that all staff achieve at least the fourth developmental level in intercultural sensitivity. The fourth stage in Bennett's model requires us to be able to shift perspective, while still maintaining our commitments to values. The task in this stage is to understand that the same behavior can have different meanings in different cultures. The comparisons that follow in the Toolkit can be particularly helpful for staff of mainstream agencies to improve their intercultural sensitivity in this stage of development. In order for collaboration to be successful long-term, this stage of intercultural sensitivity must be reached by the participants of the collaborative process. Bennett calls this stage "acceptance."

5. The fifth stage of intercultural sensitivity, adaptation, may allow the person to function in a bicultural capacity. In this stage, a person is able to take the perspective of another culture and operate successfully within that culture. This ability usually develops in a two-part sequence. It requires that the person know enough about his or her own culture and a second culture to allow a mental Shift into the value scheme of the other culture, and an evaluation of behavior based on its norms, not the norms of the first individual culture of origin. This is referred to as "cognitive adaptation." The more advanced form of adaptation is "behavioral adaptation," in which the person can produce behaviors appropriate to the norms of the second culture. Persons serving as liaisons between a mainstream agency and an ethnic minority group need to be at this level of intercultural sensitivity.

6. In the sixth stage, the person can shift perspectives and frames of reference from one culture to another in a natural way. They become adept at evaluating any situation from multiple frames of reference. Some representatives in cross-cultural collaboration may reach this level, but most probably will not.

Stage six requires in-depth knowledge of at least two cultures (one's own and another), and the ability to shift easily into the other cultural frame of reference. The task at this level of development is to handle the identity issues that emerge from this cultural flexibility. Bennett calls this final stage of intercultural sensitivity "integration."

Building Intercultural Development Inventory (IDI), a tool to build individual and team effectiveness

The ability to communicate effectively with people of different backgrounds, cultures, or perspectives is essential to creating an inclusive, productive, and innovative work environment. This is the basis for leveraging peoples' inputs to improve business results.

Each member of a team or an organization must build this competence to a degree consistent with their responsibilities and work. It is therefore important to be able to measure intercultural sensitivity and guide development for individuals, teams, and organizations.

The Intercultural Development Inventory, developed by Dr. Mitchell Hammer and Dr. Milton Bennett, is a 50-item, theory-based paper and pencil or web-based instrument that measures intercultural sensitivity as conceptualized in Dr. Bennett's Developmental Model of Intercultural Sensitivity (DMIS).

The DMIS is a framework for explaining the reactions of people to cultural differences. The underlying assumption of the model is that as one's experience of cultural differences becomes more complex, one's potential competence in intercultural interactions increases. Dr. Bennett has identified a set of fundamental cognitive structures (or "worldviews") that act as orientations to cultural difference.

The worldviews vary from more ethnocentric to more ethnorelative. According to the DMIS theory, more ethnorelative worldviews have more potential to generate the attitudes, knowledge, and behavior that constitute intercultural competence.

The IDI measures an individual's and/or group's fundamental worldview orientation to cultural difference, and thus the individual or group capacity for intercultural competence. As a theory-based test, the IDI meets the standard scientific criteria for a valid and reliable psychometric instrument.

Key Characteristics of the IDI

The IDI is currently administered as a paper and pencil instrument composed of 50 questions that are designed to measure an individual's sensitivity to and awareness of cultural differences. The survey consists of statements reflecting attitudes toward cultural difference, and responses are scored on a five-point Likert-type scale. The instrument takes approximately 20 to 30 minutes to complete. The results are compiled and a graphic profile of an individual or group's predominant stage of intercultural development is generated. In addition, IDI results provide a textual interpretation of an individual or group's stage of development and associated transition issues. Administration of the IDI is often accompanied by a pre-interview, in which respondents are asked about their backgrounds and prior experiences with different cultures. In addition, individuals and groups are provided with their IDI results in conjunction with a mandatory debriefing session that is facilitated by a trained and certified IDI administrator.

The IDI is a proprietary instrument that may only be administered by individuals who receive certification from the Intercultural Communication Institute (ICI).

Conclusion

Today, the importance of intercultural competence in both global and domestic contexts is well recognized. Bennett (1986, 1993b) posited a framework for conceptualizing dimensions of intercultural competence in his developmental model of intercultural sensitivity (DMIS). The DMIS constitutes a progression of worldview "orientations toward cultural difference" that comprise the potential for increasingly more sophisticated intercultural experiences. Three ethnocentric orientations, where one's culture is experienced as central to reality (Denial, Defense, Minimization), and three ethnorelative orientations, where one's culture is experienced in the context of other cultures (Acceptance, Adaptation, Integration), are identified in the DMIS.

References

1. Bennett, M.J. (1986). Towards ethnorelativism: A developmental model of intercultural sensitivity. In R.M. Paige (Ed.) Cross-cultural orientation: New conceptualizations and applications (pp. 27-70). New York: University Press of America.

2. Bennett, M.J. (1993). Towards ethnorelativism: A developmental model of intercultural sensitivity. In R. M. Paige (Ed.), Education for the intercultural experience (pp. 21-71). Yarmouth, ME: Intercultural Press.

3. Bennett, M.J. & Hammer, M. (1998).

4. Bikson, T.K., & Law, S.A. (1994). Global preparedness and human resources. Santa Monica, CA: Rand Institute.

5. Dougherty, D., Lynch, R.A., & Ohles, F. (2003). Review of the Intercultural Development Inventory (IDI) for assessing outcomes of a liberal arts education. Center of Inquiry in the Liberal Arts: Wabash, IN.

6. Endicott, L., Bock, T., & Narvaez, D. (2002, April). Learning processes at the intersection of ethical and intercultural education. Paper presented at the Annual Meeting of the American Educational Research Association, New Orleans.

7. Paige, R., Jacobs-Cassuto, M., Yershova, Y.A., & DeJaeghere, J. (2003). Assessing intercultural sensitivity: An empirical analysis of Hammer and Bennett's Intercultural Development Inventory. International Journal of Intercultural Relations, 27: 467-486.

In 21st Century as Global Market is Shrinking... Cross Cultural Adaptation is a Must!
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Sanjeev Himachali
E-mail: ss_himachali@yahoo.com, sanjeev.himachali@gmail.com
Blog: http://sanjeevhimachali.blogspot.com/

You can read my ITES-BPO related articles at http://www.bpoindia.org/research and http://www.contactcenterworld.com/articles.asp

Sanjeev (Himachali) Sharma, is a 29 yrs of age from India, having six years of experience in "Human Resource Development". By qualification, he is Bachelor of Science and Masters in Business Administration. He is also a Motivational and Inspirational writer and speaker.

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Breakfast, Lunch and Dinner in The Dominican Republic

The Dominican Republic has a long roster of delectable food common with countries nearby such as Puerto Rico and Cuba as they share similar cultural traditions. As such, their cuisine has Arab, Chinese, Spanish, Italian and African ingredients.

For breakfast, the locals like to eat tropical fruits like bananas, passion fruit, papaya, mangoes, pineapples, jagua and zapote. Breakfast is also never complete without their traditional mangu. With its savory taste, it serves as a perfect appetizer to start the day. This is prepared by mixing mashed plantains, taro and cassava, sometimes varying it a bit by adding squash called auyama. They add fried shallots, cheese, eggs or salami to add to its rich taste.

During lunch, don't be surprised if they serve you the Dominican flag. Also known as La Bandera Dominicana, this dish is prepared with white rice, meat from beef, pork, chicken or goat, and bean stew made from white, red or black beans or even pigeon peas. It is served with salad or steamed vegetables, making it a complete meal.

Breakfast, Lunch and Dinner in The Dominican Republic

Dinner is usually light on the stomach, which may be just a simple sandwich and a refreshing drink using natural fruit juices or a cup of hot chocolate or tea, depending on the season.

A festive treat for special events is a Dominican food called Sancocho, which is a stew prepared by mixing seven various kinds of meat, several tubers, and vegetables. Eat with them during Easter, and you will be delighted to taste their sweet beans called habichelas con dulce.

Discover the delightful cuisine that the Dominican Republic has to offer!

Breakfast, Lunch and Dinner in The Dominican Republic
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Pollux Parker is an adventurer who loves discovering secret island getaways in each country he visits. Pollux also likes to collect Dominican Flag and buy Dominican Flag.

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How to Tune a Tenor Ukulele

The tenor ukulele is becoming one of the most popular of the four sizes of ukulele (soprano, concert, tenor and baritone). Traditionally, it has been an instrument for skilled and experienced solo ukulele players (and is still the most popular ukulele amongst such people). However, with so many ukulele heroes playing the tenor ukulele, an increasing number of beginners starting with the tenor ukulele. This does create some confusion as there are a number of options for how to tune the tenor ukulele.

Re-Entrant C-Tuning

The re-entrant C (also called high-G sometimes) is the traditional way to tune the ukulele. The tuning is GCEA with the G string being higher than the C and E strings.

How to Tune a Tenor Ukulele

The C is the middle C of the piano.

The fourth fret of the C string will give you the note for the E string.

The third fret of the E string will give you the note for the G string.

The fifth fret of the E string will give you the note for the A string.

Low-G Tuning

This is slowly becoming the most popular tuning for the tenor ukulele. This tuning is also GCEA , but rather than being tuned high, the G string is tuned below the C string.

This gives the tenor ukulele more the feel of a guitar (the tuning of a low-G tenor ukulele is the same as the top four strings of a guitar capoed at the fifth fret). It gives the ukulele more options for playing bass notes: which can be very helpful when you are playing solo and need to provide your own bass line accompaniment.

Re-Entrant D-Tuning

This is a relatively new tuning for the tenor ukulele. The Aquila company make strings for the tenor uke that can be tuned DGBE. This is the same as a guitar but with the D string tuned high (the same as the G string in the re-entrant C tuning).

Conclusion

When you decide which tuning is the best for you, you need to take into account your own style of playing. If you are mostly a strummer, re-entrant C will probably be the best choice for you. If you are more interested in solo playing, low-G might be the one for you.

Once you've decided how to tune it, make sure the tenor ukulele that you buy is set up for that tuning and double check that you have bought the right size strings for your choice of tenor ukulele tuning.

How to Tune a Tenor Ukulele
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Learn more about the Tenor ukulele.

Al Wood writes at Ukulele Hunt about the Applause ukulele.

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Intercultural Conflict in the Workplace: every Organization's Nightmare

Conflict is a clash of values that is a common occurrence in the workplace. Add ethnic, geographic and lingual diversities to the conflict, and it will become the stuff of every organization's nightmare. Not to mention, the International Assignee's too.

More and more executives are expected to work internationally, hence business and social contacts between people of various nationalities increased. As these people come from disparate cultural backgrounds, geographical barriers gave way to communication barriers that lead to tensions and conflicts.

Intercultural Clash comes about when the initial stages of conflict experienced by members of a multicultural team were not sufficiently or soonest addressed. There are many reasons to this, for instance: the reluctance to confront the issue with the other party; nipping the problem in the bud soonest possible; and by allowing a trivial matter to fester. Also, there are team members who refuse to accept their failings; instead blaming others - and the entire host society for that matter - for their problems.

Intercultural Conflict in the Workplace: every Organization's Nightmare

As expounded further below, International Assignees and their fellow team members can minimize Intercultural Clashes by recognizing the contributing factors. It is entirely not possible to eliminate conflicts as there are people who flourish, or thrive, under pressure.

One may argue that I am biased against the International Assignee as evidenced under Factors Leading to Conflict below. However, studies had suggested it was mostly unhappy Assignees who cause premature repatriation. That is surely unnecessary costs to the organization; including additional expenses to expatriate replacements.

A. FACTORS LEADING TO CONFLICT

Assignees' Attitude and Mindset

1. Assignees' lack of cultural sensitivity impedes adjustments to their environment

2. Assignees' unwillingness to adapt and accept both host and other team members' cultural value systems

3. Assignees' lack of preparation for differences in cultural practices prior to assignment

4. Perceived hostile and harsh host environment that conflicts with Assignees' home values

5. Assignees imposing their assumed superior cultural values and practices onto other team members

The Environment

1. English is not the first or native language of team members which lead to a breakdown in communication

2. Corporate culture that Assignees find bewildering and illogical; or perceive as inferior

3. Team members' cultural practices contradict Assignees' deeply-held personal values or convictions

4. Assigned roles do not encourage Assignees to modify presumptions and assumptions made prior to engagement

5. Failure of [host country] Human Resources - and to a lesser extent, Assignees' Immediate Superior - for not assisting Assignees in integrating and adjusting to the environment

B. WAYS TO RESOLVE CONFLICT

Support from Human Resources and Immediate Superior

1. Encourage Assignees to talk about the conflicts; and advise them they are of Personality rather than Cultural by nature

2. Advise Assignees to work on a solution

3. Organize Team-Building indoor / outdoor courses where team members get to mingle and learn about one another

4. Organize intra-departmental social events where team members get to mingle and learn more about one another

If all else fails

1. Register Assignees for e2m Cross-Cultural Coaching

Intercultural Conflict in the Workplace: every Organization's Nightmare
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Multi-ethnic and polyglot Ange Teo is the Founder-Managing Director of e2m expat etiquette mentoring, a Singapore-based Cross-Cultural Communications Solutions Provider.

Having worked with some of the world’s leading Multinational Companies and Singapore-based Small Medium Enterprises for over 20 years; Ange Teo specialises in the areas of Information Technology, Secretarial/Administration, and Human Resources specifically Executive Search / Headhunting.

For more information about e2m Cultural Intelligence [CQ]-focused Communications Solutions, please visit http://e2mentoring.tripod.com

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Hurdles to Cross Cultural Business Communication

International businesses are facing new challenges to their internal communication structures due to major reforms brought about through internationalization, downsizing, mergers, acquisitions and joint ventures.
Lack of investment in cross cultural training and language tuition often leads to deficient internal cohesion. The loss of clients/customers, poor staff retention, lack of competitive edge, internal conflicts/power struggles, poor working relations, misunderstandings, stress, poor productivity and lack of co-operation are all by-products of poor cross cultural communication.
Cross cultural communications consultants work with international companies to minimise the above consequences of poor cross cultural awareness. Through such cooperation, consultancies like Kwintessential have recognised common hurdles to effective cross cultural communication within companies.
Here we outline a few examples of these obstacles to cross cultural co-operation:
Lack of Communication
It may seem obvious to state that non-communication is probably the biggest contributor to poor communication. Yet it continues to prove itself as the major problem within most companies.
Lack of communication with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information.
For example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which information can be withheld from staff. This will eventually result in an alienated staff base that feels divided from management and superiors.
If managers are too selective in providing information, this can cause suspicion and jealousy among staff and will eventually result in internal strife instead of cohesion.
A management which does not and will not communicate and interact physically with staff demonstrates a lack of interest, trust and respect.
In the West it is often the case that communication lines are vertical. Staff report up to managers and managers up to senior levels and so on. Ideally lines of communication should run both ways. Those with a subordinate place in the communication process tend to feel estranged, indifferent and possibly even belligerent.
Lack of communication in all its forms is unhealthy. Companies and managers must be aware of how, what and to whom they are communicating.
Language
Communication difficulties through language come in two forms:
Use of inappropriate language
Language carries with it subliminal meanings and messages transmitted through vocabulary, stress and tone. The wrong use of words or emotions hidden behind phrases can send messages that affect staff self-perception, confidence and attitude. Critical language causes poor interpersonal relationships and low self-confidence whereas supportive language and tones has the opposite effect.
Foreign Languages
These days, offices may have native speakers of over 50 languages all under one roof.  It is important that the main language of the office is established, whether it be English, French or Spanish. Once this is constituted all employees should only converse in the main language. This avoids exclusion of staff who can not understand other languages. In addition, a company should ensure that all its employees are fully conversant in the main language. Language tuition should be seen as a necessity not a luxury.
Culture
International businesses with a highly diverse workforce in terms of nationality and cultural background face challenges from the differences in language, values, belief systems, business ethics, business practices, behaviour, etiquette and expectations.
Cross cultural differences can negatively impact a business in a variety of ways, whether in team cohesion or in staff productivity. As we have seen above, different methods of communication are just one area in which cross cultural differences are manifested.
In such multicultural companies, objective help may be needed through a cross cultural consultant who will show teams and individuals how to manage communication and work together more cohesively and productively.
Company Culture
Company culture pertains to the internal culture of a company in terms of how it is managed. For example, does the company view its different departments such as sales, production, administration and HR as closed or open systems? A closed system is one in which a total lack of synergy exists between a sales and production department due to the structure and communication lines between the two. A consequence of such compartmentalization is that managers of departments have a tendency to become territorial. It is vital that team work, team building and team spirit are encouraged in order to create open systems.
Such measures are especially valid in joint ventures and mergers whereby co-operation between two or more companies requires their total commitment to an open system.
Understandably many companies are primarily focused on the financial and strategic side of company operations. International businesses are now realising that many of their business problems have roots in man-management and communication.
In summary, we can conclude that the biggest hurdle to effective cross cultural communication is a reluctance to invest in the expertise and resources needed to overcome the problems as outlined above. Cross cultural hurdles are easily negotiable with some objective and well-qualified assistance.
For more information please visit http://www.kwintessential.co.uk

Hurdles to Cross Cultural Business Communication

Hurdles to Cross Cultural Business Communication
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Neil Payne is Director of London based consultancy http://www.kwintessential.co.uk

 

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The BEST Foundations For Christian Ministries and Churches

The grantmaking climate has been volatile since a 22% decline in foundation assets in late 2008 caused a steep drop in foundation giving. The decline lasted throughout 2009. But in 2010 foundations are recovering their lost assets. The S&P Index has improved by 68% this past year, the largest one-year upturn that since the Great Depression. As a result, 70% of foundations expect to give more this year than last year. Smaller foundations, those most likely to support Christian ministries and churches, are twice as likely to give more in 2010 than they did in 2009.

Now is the time to ensure your ministry or church is aware of the best foundations so as not to waste time and energy looking for funding from the wrong sources. Opportunities for funding abound. Here are a few reasons...

the upswing in the market means more funds are available for your organization the number of foundations in the United States is soaring - about 2,000 new foundations are expected to spring up in 2010 the sooner you develop relationships with them the better wealth is shifting from individuals to foundations

The BEST Foundations For Christian Ministries and Churches

There are no less than 10,000 foundations with assets totaling around 0 billion that support Christian ministries and churches.

The following Christian-friendly foundations are good places to begin your search. They are ten of the best funders of Christian ministries and churches based on a number of factors. They give the majority of their funding to Christian ministries and churches, they specifically support evangelism, and they give on a national basis.

MJ Murdock Charitable Trust

The foundation was granted charitable status in December 1975 in Vancouver, Washington. The Trust's purpose is to support and enrich the quality of life in the Pacific Northwest by providing grants to organizations that seek to strengthen the region's educational, spiritual, and cultural base in creative and sustainable ways.

Grants are available for Building Funds, Matching Gifts, Equipment, Matching/challenge Funding, Program Funding, Research Funding, Seed Funding, and Project Funding. The Trust's funding interests include Education, Health & Human Services, Arts & Culture, Science, Medicine & Engineering, and Scientific Research. Between 2005 and 2009, 43 percent of the Trust's funds went to health and human services, 30 percent to education, 19 percent to scientific research, and eight percent to arts and culture.

The Trust is especially interested in funding scientific and research efforts that further the pursuit of knowledge. Its educational funding interests are projects and programs in both formal and informal settings...program enhancement and expansion...and new approaches consistent with an organization's mission and resources.

Its arts and culture funding priorities are educational outreach efforts and performance and visual Projects that enrich the culture of the region. The Trust funds health and human services efforts that address physical, spiritual, social, and psychological needs. It is especially interested in programs for youth.

Its average grant size is ,000. Its largest grant is million.

ARTHUR S DEMOSS FOUNDATION

The foundation was granted charitable status in March 1959 in Washington, DC. Its

primary purpose is to support Christian Evangelical purposes. Its funding interests include Christian Organizations & Churches, Kenya, Tanzania, Uganda, Children, and Youth & Families. Grants are available for Matching/challenge Funding, Program Funding, and Seed Funding. Grants are awarded to spread the Christian gospel through any means. This includes technical assistance to missionaries and missionary groups, and support for pastors, evangelists, preachers, and others who spread the Christian Gospel. Grants also support the printing and distribution of Christian literature, Bible and tracts, and audio and audio-visual communication.

The foundation's programs include Power For Living, which seeks to make as many people as possible throughout the world aware of the Biblical account and how people can get right with Christ; Executive Ministries, which focuses on turning business executives into disciples of Christ; Literature for Little Ones, which provides Christian literature and books, including the Bible to children.

The average size of its grants is 0,000. Its largest grant is -million.

C.I.O.S.

Christ Is Our Savior, Inc. (C.I.O.S.) was granted charitable status in February 1987 in Waco, Texas. C.I.O.S. provides grants for Program-related Investments/loans. An example of this is the three-year .1 million grant it awarded to Baylor University's Center For Family and Community Ministries in 2006. It funded a Center proposal that had four objectives... educating future community ministry leaders for churches... preparing these leaders through congregational field internships in the School of Social Work...producing community ministry resources and training for churches, much of which will be come from recent research within the school...and publishing a quarterly journal to be used as a resource for congregational leaders.

The average size of its grants is 5,000. Its largest grant is Million.

CHATLOS FOUNDATION INC

The foundation was granted charitable status in February 1955 in Longwood, Florida.

Its purpose is to proclaim the glory of God by funding nonprofit organizations in the US and around the globe.

Grants are available for Building Funds, Equipment, Operating Funds, Land Acquisition, Matching/challenge Funding, Program Funding, Publication Funding, and Technical Support. The foundation's funding interests include Bible Colleges & Seminaries, Religious Causes, Liberal Arts Colleges, Medical Issues, and Social Issues.

The foundation's average grant size falls between ,000 and ,000. Its largest grant is 0,000.

THE CROWELL TRUST

The Crowell Trust was granted charitable status in August 1941 in Colorado Springs, Colorado. Grants are available for Building Funds, Equipment, Operating Funds, Matching/challenge Funding, Program Funding, Scholarships. The foundation's funding interests include Christian Organizations & Churches, Missions, Religion, Theological Education, and Youth Ministries.

The foundation's mission is to provide grants that teach and actively help spread Evangelical Christianity. Its grants promote Evangelism and Discipleship, International Cross-cultural Missions, International Church Planting, US-focused Missions, Christian Higher Education, and Christian Leadership Development.

The average size of the foundation's grants is ,000. Its largest grant is 0,000.

TYNDALE HOUSE FOUNDATION

The foundation was granted charitable status in December 1966 in Carol Stream, Illinois.

Its purpose is to minister to the needs of the people through grants to Christian charities. Its charitable fund supports Christian work around the world. Although the foundation is most noted for its support for Christian literature projects, including new translations of the Bible in languages throughout the world, it also supports Christian Higher Education, Evangelism, Disaster Relief, and Social Services in the United States and abroad.

Grants are available for Conferences & Seminars, Operating Funds, Matching/challenge Funding, Program Funding, and Publication Funding. The foundation's funding interests include Christian Organizations & Churches, Human Services, Language & Linguistics, Literature, Protestant Organizations & Churches, and Religion.

The foundation's average grant size is ,000. Its largest ever grant is 0,000.

HUSTON FOUNDATION

The foundation was granted charitable status in August 1959 in Wayne, Pennsylvania.

The foundation's grants support health, social, and human services, arts and culture, Christian organizations, education, and public policy. Grants are available for Annual Campaigns, Building Funds, Emergency Funds, Equipment, Operating Funds, Matching/challenge Funding, Program Funding, Research Funding, Seed Funding, and Technical Support.

The primary purpose of the foundation is to fund ministries that have a strong Protestant, Christ-centered, Biblical-based foundation. This includes ministries that have an effective prayer and a unique calling by the Holy Spirit to promote evangelism and discipleship around the world. Nationally it focuses on secular issues, including humanitarian needs. It also seeks to encourage problem solving and innovative, practical approaches to meeting the changing needs of our regional, national, and international communities.

The average size of the foundation's grants is ,000. Its largest grant is 0,000.

A previous article also discussed the National Christian Foundation, the Maclellan Trust, and the Harry J. Lloyd Foundation. Combined these are the best foundations as of 2010 for Christian Ministries and churches.

The BEST Foundations For Christian Ministries and Churches
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Jeffrey J. Rodman is a Certified Fund Raising Executive (CFRE) and a Certified Grants Specialist (CGS). He is an experienced grantwriter, fundraiser, and nonprofit executive, who operates Here-4-You Christian Grant Consulting and Church Grant Writing providing consultation for grant writing to Christian ministries and Churches worldwide. Jeffrey received his BS and his M.Ed. from George Mason University.

Jeffrey supervises a team of writers, researchers, editors, and administrative staff in providing consultation for grant proposal writing, nonprofit development, and fundraising in almost every state and a dozen foreign countries and has worked on proposals to Federal, State, and Local government as well as to Foundations, Civic groups, and many others. He has written 100's proposals, secured millions of dollars in funding, and maintains a funding rate of nearly 80%.

Here-4-You Christian Grant Consulting
Jeffrey J. Rodman, CFRE, CGS, M.Ed.
President & CEO
Website: http://www.npfunds.com
Blog: http://npfunds.com/blog
Phone: 1-866-HERE-4-U-1

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Managing Cultural Diversity - A Key to Organizational Success

Organizations around the world has been realizing the cultural diversity within organization is not a negative aspect, rather can facilitate organizational stalk for glory (Papers4you.com, 2006). However it is not an easy task to manage employees with different cultural backgrounds. Nevertheless there are many policy guidelines that can make task easy.

On a broader perspective, cultural diversity can be manage through communicating (creating awareness among all employees about diverse values of peers through communication), cultivating ( facilitating acknowledgement, support and encouragement of any employee' success by all other workers), and capitalizing (linking diversity to every business process and strategy such as succession planning, reengineering, employee development, performance management and review, and reward systems) strategies ( Cascio, 1995).

There are many different innovative ways that organizations have adopted to manage diversity. For instance Tabra Incorporation, a small manufacturer of jewellery and accessories in California comprised of modest workforce is composition of Third World immigrants from Cambodia, China, El Salvador, Ethiopia, India, Laos, Mexico, Thailand, Tibet Vietnam and other nations. To acknowledge importance of their cultural association, at least 10-12 different flags are always hanged from the ceiling of its main production facility which represents the countries of origin of the employees. The owner's view point is 'I would like for this to be a little United Nations everybody getting along and appreciating each other's culture instead of just tolerating it'. (Bhatia & Chaudary, 2003)

Managing Cultural Diversity - A Key to Organizational Success

If cultural diversity can be managed effectively, there is a potential to use diverse workforce for organizational benefits. Cox and Balke (1991) asserts that multi-culturism is directly linked to organizational success as

Effectively managed multi culture companies have cost effective competitive edge

It helps in promoting minority friendly reputation among prospective employees

Diverse cultural corporations help to get better customers which has a variety of people

Diverse group of employees are perceived to be more creative and efficient in problem solving as compared to homogenous group

Ability to manage cultural diversity increases adaptability and flexibility of an organization to environmental changes.

Many organizational examples can be taken in this regard. In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest contact areas speak a total of 34 different languages. Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs. So dedicated diverse 'ethnic' kitchens gave Qantas a huge competitive edge that offers food based on customer's ethnic taste and requirements. Moreover Don's Smallgoods through literacy, language and cultural trainings increased cross-cultural communication and increased profits while lowering costs at the same time. Similarly The Cheesecake Factory had put special effort to understand Japanese quality and packaging culture as Asian employees assist management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)

Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success

References

Bhatia, S., K., & Chaudary, P., ( 2003),'Managing Cultural Diversity in Globalization- Key to Business Success of Global Managers- Insights and Strategies', New Delhi: Deep & Deep Publication Pvt Ltd

Cascio, W., F., (1995), 'Managing Human Resources' International Edition, US: McGraw Hill.

Cox, T. H., & Balke, S., (1991), 'Managing Cultural Diversity: Implications for Organizational Competitiveness' Academy of Management Executive, Vol 5, Issue 3, August 1991

Nankervis, A. Compton, R., & Baird, M., (2002) 'Strategic Human Resource Management'. 4th Edition. Victoria: Nelson Australia Pty Limited

Papers For You (2006) "P/HR/188. Views on diversity management", Available from Papers4you.com [19/06/2006]

Managing Cultural Diversity - A Key to Organizational Success
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Copyright © 2006 Verena Veneeva. Professional Writer working for http://www.coursework4you.co.uk.

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