How do boundary-spanning organizations use their choices for leadership positions? How could hybrid organizations and leaders improve the effectiveness of those organizations in order to increase the chances of success for their business organizations in East Asia? How can we observe the best practices that could guide foreign managers to adjust in host business environment in East Asia? To answer these questions, the author presents a theoretical framework and investigates the preferences and networkability in the corporate, market and living environment of expatriated managers in China and Japan.
Paper from former director of children's services highlights lack of progress in developing leadership skills of black, Asian and minority ethnic professionals, and provides tools to help create culturally competent organisations
In: Children's services: social policy, research, and practice ; journal of the Division of Child, Youth, and Family Services of the American Psychological Association, Band 5, Heft 3, S. 231-243
Dependency attorneys who represent children in child abuse and neglect proceedings engage in cross‐cultural lawyering. Beyond the inevitable cultural differences between lawyer and child client in terms of education, development, and age, there are often differences in race, sexual orientation, language, neighborhood of residence, and countless other cultural dimensions. Cultural differences can lead to miscommunications and misunderstandings between attorney and client, which in turn hurt the quality of representation. Increasing the cultural competence of an attorney can improve the attorney's ability to work effectively with children from different cultures. Unfortunately, very few states currently require cultural competence training for attorneys who represent children. This article calls for making cultural competence training mandatory for all dependency attorneys to improve the quality of representation for children involved in the dependency system.
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