Abstract
A reaction to the Hosansky article on Farm Subsidies in the "CQ Researcher" which discusses the Farm Bill implemented by President Bush on May 13 2002. The author illustrates how although the report contained sufficient information on the issue, it had an inward-looking bias and did not adequately emphasize the global impact of the U.S. Farm Bill. Furthermore the report is said to lack an international perspective of the issue and does not take a clear-cut stand on the merits or demerits of Farm Subsidies.

From the Paper
"The signing into law of the US Farm Bill in May 2002 has serious and profound international implications. These effects have only been mentioned in passing by the author and have not been analyzed or explained in sufficient depth. For example, the subsidies that have been built into the Bill (a massive 70% hike over the current levels) would result in overproduction of such food products as corn, wheat, cotton, rice and soybeans. This would drive down the market prices of these commodities and create huge surpluses in the United States. These products would then be exported to the poor countries of the world where the farmers cannot possibly compete with such low prices."

Tags:bill, U.S., researcher, CQ, poor, hosansky, global, farmer

Abstract
This paper first explains that cultural intelligence (CQ) is a comprehensive model of individual differences during cross-cultural adaptation consisting of four facets: meta-cognitive, cognitive, motivational and behavioral. Next, the author reviews the differences between the American culture and the Mexican culture with regards to how they pertain to effective leadership in the United States-Mexico border of California. The paper, which uses a literature review methodology, underscores that CQ and sensitivity facilitate very strongly effective leadership by recognizing and accepting the differences in others as being valuable and important to the whole.

Table of Contents:
Introduction
Research and Theory
Methodology
Results and Discussion
Conclusion

From the Paper
"Strategy is seen as one of the most important elements where decision making is concerned, and any organization will need to know where it is headed before it begins to move. If it fails to do this, it can find itself flounder, and without any kind of deliberate vision where the future is concerned. The idea of decision making is tied in very closely to conflict because it is generally these groups of individuals who might be experiencing conflict and who also are charged with making decisions for the organization."

Tags:interaction conflict diversity, decision-making process, personalities

Abstract
The paper demonstrates how cultural intelligence (CQ) is essential for any manager or professional to continue growing his career, as globalization has become a market dynamic. The paper discusses Hofstede's five cultural dimensions model and shows how it is foundational to the development of organizational strategies. The paper contends that having insights into how cultural variations influence management, and attaining CQ over time, are critical for global collaboration to accomplish organizational objectives. This paper contains figures.

Outline:
Introduction
Cultural Intelligence's Influence on Global Management Effectiveness
Global Team Performance and Cultural Intelligence
Hofstede's Contributions to Cultural Intelligence
Summary

From the Paper
"Globalization is accelerating the urgency that individuals from significantly different cultures are facing in their efforts to collaborate with each other to attain common objectives and goals. This urgency to collaborate and attain shared objectives rapidly is exacerbating the need for greater levels of cultural intelligence on the part of managers leading this globally-based projects and programs. Cultural Intelligence is often referred to as a Cultural Quotient (CQ), and is based on empirical measures of a managers' self-perception in four critical dimensions including strategy, knowledge, motivation and behavior (Earley, Mosakowski, 2004). It has been empirically proven that measuring a manager on these four dimensions indicates their ability to correctly interpret unfamiliar and new social and work-based contexts and blend into the social network and more rapidly form productive relationships as a result (Ang, Van Dyne, Koh, 2006)."

Tags:globalization, Hofstede, outsourcing, collaboration