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The Purnell Model for Cultural Competence is a broadly utilized model for teaching and studying intercultural competence, especially within the nursing profession. Employing a method of the model incorporates ideas about cultures, persons, healthcare and health professional into a distinct and extensive evaluation instrument used to establish and evaluate cultural competence in healthcare.
Hofstede's cultural dimensions theory is a framework for cross-cultural psychology, developed by Geert Hofstede. It shows the effects of a society's culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis. [1] Hofstede's cultural dimensions theory.
Cultural psychology is often confused with cross-cultural psychology.Even though both fields influence each other, cultural psychology is distinct from cross-cultural psychology in that cross-cultural psychologists generally use culture as a means of testing the universality of psychological processes rather than determining how local cultural practices shape psychological processes. [12]
7 Dimensions of Culture. Trompenaars's model of national culture differences is a framework for cross-cultural communication applied to general business and management, developed by Fons Trompenaars and Charles Hampden-Turner. [1] [2] This involved a large-scale survey of 8,841 managers and organization employees from 43 countries. [3]
Transcultural nursing is how professional nursing interacts with the concept of culture. Based in anthropology and nursing , it is supported by nursing theory , research , and practice . It is a specific cognitive specialty in nursing that focuses on global cultures and comparative cultural caring, health, and nursing phenomena.
The cultural care theory aims to provide culturally congruent nursing care through "cognitively based assistive, supportive, facilitative, or enabling acts or decisions that are mostly tailor-made to fit with individual's, group's, or institution's cultural values, beliefs, and lifeways" (Leininger, M. M. (1995).
Examples of this would be employee professionalism, or a "family first" mantra. Trouble may arise if espoused values by leaders are not in line with the deeper tacit assumptions of the culture. [4] Shared basic assumptions are the deeply embedded, taken-for-granted behaviours which are usually unconscious, but constitute the essence of culture.
Behind that novel combination is a purposeful effort arising in human motivation. This articulation would suggest that we are just beginning to understand what might be required for a more robust theory of culture and culture change, one that brings coherence across many disciplines and reflects an integrating elegance.