Cultural learning and adjustment Sample Clauses

Cultural learning and adjustment. Mentoring across national borders is a challenge. Before a mentoring plan can be made, mentee and mentor need to understand the mentee's cultural assumptions and values, and be aware of the values and orientations of the cultures with whom they work. Once they both understand similarities and differences between the cultures (for example need for a closely scheduled timetable, or understanding that their communication style is not clear to those from other cultures), they can make progress towards achieving their goals (Xxxxxxxxx & Xxxxxxxxxxx, 0000, p. 95). For mentoring a person from a different culture, the mentor needs to be able to determine how their own culture and the culture of their mentees will influence their communication. For mentors to be effective across cultures they must be culturally literate and be sensitive to the needs of individuals from different cultural backgrounds. Cultural literacy means understanding the values, beliefs and symbols of the dominant culture and how they are reflected in assumptions and behaviors. It also means a person understands the values, beliefs and symbols of the organization that are reflected in the employee's assumptions and behaviors. Xxxxx Xxxxxx (1996) developed a theory about three different levels of the organizational culture: basic assumptions, values and beliefs, artifacts and creations. Basic assumptions are fundamental beliefs that are so taken for granted that most people in a cultural unit subscribe to them not in a conscious way. Values and beliefs consist of reasons or justifications for people behaving as they do. Trust, effort, and basics of reward distribution and honesty included to this level. The third level is called cultural artifacts and creations. This level includes norms, language, symbols, rites and ceremonies, myths and stories, and taboos (Xxxxxxxxx, 2005, p. 538-541). By understanding these levels in the organization a mentor can teach them to a mentee that is coming in to a new organizational culture. All organizations develop a unique culture or character wherein employees share common values and beliefs about work-related issues. These organizational values often include deeply held beliefs about leadership. In many cases, leaders and, particularly, founders are instrumental in creating and encouraging the culture (Xxxxxxxxx, 2000, p. 7). Cross-cultural mentoring gives an opportunity to understand different cultures for both mentors and mentees. Mentors and mentees need t...
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Related to Cultural learning and adjustment

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