Cultural Competence with External Groups

As a leader or manager in public and nonprofit organizations, it is often a central responsibility to work with external groups. Normally, the process involves having the management skills to build relationships with them, diplomacy, as well as the cultural competency to enable smooth communication with the groups. With the changing demographics, the public and private sector require managers that are culturally competent. The purpose of this paper is to provide examples of how communicating with external groups is essential to working within a networked structure. It also provides an example of demonstration of cultural competence with external groups to develop strong collaborative governance structures.

Communicating with external groups helps in public relations. It improves the perception of people towards the company, which is very important especially during this age. Communication defines the image of the company to the community, investors, and customers. The public gets to understand the environmental efforts and company workplace of the organization (Johnson & Borrego, 2009). Another example of how external communication is important is that it enables the employees to adopt the newly used technology for external communications. Initially, traditional print methods were still used. However, today external communications are facilitated by digital methods such as the use of websites and social media platforms. This helps in maintaining the required networked social structure (Rice, 2008).

Cultural competence with external groups can be developed by developing organizational values which value diversity. These values should be clearly stated in the code of conduct as well as the portfolio of the company. They help to portray a good image toward the external groups as well as other partners who share the same values. Institutionalizing cultural knowledge by integrating policies that are culturally diverse helps to develop competency. Such values are important in developing a network and portraying a good image (Johnson & Borrego, 2009).

References

Johnson, R. G., & Borrego, E. (2009). Public administration and the increased need for cultural competencies in the twenty-first century. Administrative Theory & Praxis, 31(2), 206-221.

Rice, M. F. (2008). A primer for developing a public agency service ethos of cultural competency in public services programming and public services delivery. Journal of Public Affairs Education, 21-38.