Cross Cultural Management Culture and Management Across the World

Question: Discuss about the Cross Cultural Management forCulture and Management Across the World. Answer: Introduction Cross cultural management is signified as the process of managing the team works in a diversified cultural environment. The cross cultural management initiates the preferences and practices of the business management in the global context. The adaptation of the diversified cultures and approaches is necessary in order to maintain the cross cultural management skills. According to Thomas and Peterson (2014), the intercultural interactions between the expatriates have enhanced the opportunity of accessing the wider business market along with the advanced technologies. The managers in the cross cultural management have to deal with numerous challenges, besides need to keep the sequential pace while making any relevant organisational decision. The study will be highlighting the interview questions of two expatriate employees in Singapore. The first interview will be reflecting the business dealing with the Chinese people. The diversified work attitudes and the value based understanding required for the skilled outcomes will be specified in the section. Second interview will be ensuring the business dealings in the Singaporean environment. The aim of the study is to discuss the challenges faced by the managers in executing business practices in the diversified cultural environment. The project will also outline the theoretical analysis regarding the issue specifications. In keeping concentration on the theoretical alignment, the suitable recommendation will be presented. Furthermore, the reflection will describe the experiences shared while conducting the research with other students. Section One The project is associated with two interview sections of two interviewees. The first interviewee is Dedra, who worked in General Motors. In the initial phase she was quite confused about selecting the proper location of her work. However, she finally selected Shanghai, the capital of China. While expatriating in China, she faced the diversity in working cultural and business practices. Apart from that, she also faced the diverse nature of people in dealing with the management practices. In this study, the different working cultures and required aspects of dealing with the business people in China will be described accordingly. In the second phase, the top management executives took the part in the second interview session. The interviewee is Alison Jansen, who is a foreigner from Denmark and working in Singapore. In both of the cases, the interviewees have to face the cross cultural environment. The latter consequences of the interview section included perspectives upon the participations of gay, transgender, bi-sexual, and lesbians in business practices. In spite of being a conservative country, Singapore people have conducted pink dot campaign to support LGBT. However, some people even do not support the participation of this group as well. Therefore, this interview section will highlight the performance of the company to work with people of diversified groups. Section Two Concept of Cross Cultural Management The cross cultural management is signifying the adoption of the inclusive management methods that provide insight to the diversified cultural aspects of the subsidiaries in different nations. The diversified forms of human race, different cultural development, and diversified cultural types are foreseen. Chanlat, Davel and Dupuis (2013) defined that the cross cultural management study is conducted to state the feasibility analysis of organisational structure and management mechanisms in diversified cultural atmosphere. On the other hand, Eisenberg, Hrtel and Stahl (2013) argued that the cross cultural management indicates the development of the generations by acquiring the advanced forms of business mechanisms. Concentrating on such conceptualised assertion, the components of cross cultural nature have been presented further. Hofstedes Model of Cultural Dimensions In considering the model of cultural dimensions, it is required to define six components. These components are generally representing the independent preferences amongst the different nation cultures. As per the Hofstedes Model of Cultural Dimensions, these six components are described further: Power Distance Index (PDI) The PDI dimension is explaining the degree of accepting the unequal distribution of powers. When the expatriate is working in the different cultural environment, it is required to adopt the cultural traits that are maintained in the very society (Romani and Claes 2014). As per the interview, it is reflecting that the Chinese people respect the decisions of the top management. It is true that the power distance between the management and the employees is quite prominent. However, the leadership approach in Chinese firms is always autocratic. The Chinese employees tend to maintain the suggestions and orders came from the upper management (Schaaper et al. 2011). On the other hand, the Singaporeans are more likely to make their independent decisions. However, the respectful behaviour of the Chinese people and the willingness of learning more are quite remarkable in such cases. Individualism Versus Collectivism (IDV) Rodrguez-Carvajal et al. (2014) explained that the major side of the dimension is specified as individualism, which is determining the evaluation of the self preferences. People tend to take care of themselves and their families in defending the power of individualism. On the contrary, the collectivism specifies the preferences of working in group. As per the case scenario, Dedra is the Singaporean employee who is accommodated in a place of Shanghai, China. She prefers the individualism context where she can make her own decisions. However, while shifting to the Chinese location, the scenario is quite different. People in China like to work in group and usually have faith on each other. In one aspect, this method is quite fruitful, as an employee gets the chance to learn more and develop their professional skills (Taras, Steel and Kirkman 2012). However, adoption of such culture is also quite challenging for the expatriate who belongs to different ideologies. Masculinity Versus Feminity This particular dimension has been representing the society preferences in terms of assertiveness, heroism, and materialistic rewards achieved through success. This dimension is much signifying the competitive scenario of the business management. On the contrary, the feminism stands for the degree of adaptation, modesty, cooperation, and quality of life. Some of the nations usually prefer the aggressive behavioural approaches while undertaking the management practices (Venaik and Brewer 2013). On the other hand, it is required to be much adaptive in case of expatriating in a different nation. The maintenance of such nature is the key to success as the business employee. Uncertainty Avoidance Index (UAI) The Uncertainty Avoidance Index dimension is expressing the degree of maintaining the justified attitude while dealing with the uncertainty and ambiguity. In concentrating on the cultural traits of Chinese people, it has been seen that they usually have the short term vision. They are usually interested in working on the current sequences rather than observing the long term aspects. Therefore, the aggressiveness in their business practices is much highlighted. In concentrating on such shrewd business behaviour, the people have less patience in dealing with the situational crisis. Therefore, the recognition of these aspects is necessary in determining the competitive advantage in the business management. Long Term Orientation Versus Short Term Normative Orientation The linking with the past affairs to deal with the current challenges and future construction is much prominent in this dimension. The competitive business usually looks for the long term orientation, which can build the significant future prospects in determining the longer success. In describing the case scenario, it can be inferred that while Singapore employees are much interested in setting the long term goals. However, the changing effects of globalisation create the diversified vision (Taras, Steel and Kirkman 2012). On the contrary, the Chinese business people are concentrating on the short term oriented goals performed in the current business market. For example, Chinese people manufacture the products and the services, which maintain the short product life cycle. However, people from Singapore face the challenges in making the long term goals with the Chinese business people. Therefore, the possibility of cultural conflict is much predicted in such cases. Indulgence Versus Restraints The indulgence refers to the free gratification of naturalistic human behaviour. On the contrary, the restraint determines the suppression of the gratification with the strict social norms. The business expatriates face some of the challenges regarding the acceptability of the society in a different country. The rules and regulations applied by the government can sometimes be difficult for the business conduction. Hence, the people from the different country need to concentrate on such social obligations related to the nationwide cultural values. The theoretical alignment with the case study scenario has been determining the diversified cultural influences on the business executions. While describing the diversified work culture, the adoption capabilities are much necessary for the expatriates. Dedra, the Singaporean employee may feel comfortable in the Chinese business market. However, she will also be interested in relocated to her native country. Even though the changing climate and business market may influence the lifestyle, it would be easier to be accustomed with the home culture. It is needless to say that the expatriation in the different country would be effective enough in developing the skills. Moreover, it helps in knowing the people of different cultures more specifically. The employee can even avail the opportunity for the future business purposes. Leadership in Cross Cultural Management The implementation of the proper leadership style is necessary in the cross cultural management. Leaders are the key drivers towards achieving the organisational excellence and due to such reason; it is required to select the proper leadership style (Du et al. 2013). The leadership style can be classified in diversified components. Autocratic leaders are suggesting the commands over the workforce while performing the organisational practices. The employees cannot take the participation in any decision making process. In analysing this particular case study, it can be inferred that the people in China are much reliable on their leaders. The autonomy decisions are much preferable in this business environment. Democratic leaders prefer the consultation with other employees before taking any relevant organisational decision. The Singaporean organisations usually prefer this type of leadership style while forming any group. Another leadership style is laissez-faire, which considers the power shifting from the managers to the employees. The employees do not receive the regular monitoring session from the seniors and the leaders believe in employees to implement the innovative thoughts. Transformational leadership style is directing the employees to develop their professional and personal skills (Muenjohn and Armstrong 2015). Finally, the transactional leadership style is the form of distributing rewards or punishments as per the performance outcomes of the employees. The adoption of the proper leadership style is necessary to promote the effective business practices. Moreover, the employees receive the necessary motivation to bring out the best performance outcomes. It is to be noted that the leadership style differ in diversified cultural traits. In China, leaders are much oriented in formulating the personal relationships with the subordinates, which enhances the skills of the employees in a more effic ient way. The coordination between the diversified cultural leaders can thus form a global leadership that will be effective enough in developing business goals. In keeping concentration on the extracted answers from the interview questionnaires, it has been seen that the Chinese people are much depended on the decisions made by the upper management. The authoritarian leadership style is much followed in China where Dedra was placed. Dedra Mentioned, the supervisor is all-powerful as in the patriarch. This statement has been specifying that the people in China tend to follow the traditional leadership style as well as the values of incorruptible and good moral. It is quite helpful in improving principles of equality and harmony. More specifically, it helps in developing the personal skills of the employees, as they are able to be monitored by the supervisors frequently. The business practices in China are mainly following the paternalistic style of leadership, which is considering the autonomy in decision making process. Negotiation Process According to Lee, Adair and Seo (2013), negotiation is specified as the process of discussing the third party agreement related to the organisational strategies. In considering the inter-organisational relationships, such as joint ventures, strategic alliance, mergers and acquisition, distribution and agreements, and licensing, the involvement of the negotiation process is much foreseen. It is to be noted that the global business has become much dominant in this current world. Thereafter, the people from diversified cultures are much relied on negotiation process. It is important to note that the persuasion styles differ as per the cultural traits. Therefore, the negotiation process in Canada, China, Japan, Brazil, Mexico, and France is different to each other. Some of the considerable factors have been influencing the process of negotiation in a prominent way. Verbal and non-verbal communication is one of the significant factors, which are needed to be taken into consideration. It is notified that the verbal and non-verbal communication is the origin of persuasion and it helps in identifying the feelings through words and body languages. On the other hand, some of the cultures even signify Time as the most preferable aspects in the negotiation process (Thomas and Peterson 2014). The maintenance of the punctuality is necessary. The effective decision making system is also essential during the execution period of negotiation process. Concentrating on these factors is necessarily needed to be implemented while promoting the negotiation process in the diversified cultural scenario. In determining the business process in China, it is noted that the negotiation process needs a much longer time to be executed. Chinese are much aware of the legitimacy and takes longer time to conclude any decision. Therefore, they usually try to analyse more deeply before considering any negotiation. Guanxi in China is thus much preferable and it signifies the effective relationship building with the business personnel. In China, people cannot conduct any business unless the associates trust the business. Chinese are more likely to take time for selecting any business partner and need a translator to lengthen negotiation process. Therefore, it is required to keep the records of the meetings, as the memories sometimes differ over time. Dedra has highlighted these major points in the interview session to clarify the entire negotiation process. Third Section Based on the questionnaire, the scheduled interviews are carried out to investigate the cross-cultural concepts for developing a useful understanding. In order to develop the section, critical analysis will be done to the outcomes of the interviews conducted by the help of questionnaires. The perspective of these interviews are different from each other, where the first interview focuses on an individual from Singapore working in China, second interview concentrates on the Singaporean working environment. Therefore, the findings of both the interviews address the cultural difference of these two countries from the perspective of the working environment(Altbach 2003). In order to develop the first interview, the primary feedbacks are collected from one of the employees of General Motor China (GM China). Dedra previously travelled her way from Singapore to Shanghai for working purpose, where she required to station in China for a permanent basis later according to the demand of her job roles. During the time of her employment, she had gained different kinds of experiences reflecting critical information regarding the working environment of China. Based on the collective feedbacks, the fact can be extracted that the Chinese people highly value the establishment of a strong relationship, as they love their language very much(Chan et al. 2014). It is observed that conducting business or achieving satisfactory results from the business context is highly difficult for the people coming from different country if they fail to develop a sustainable relationship with the local people. On the other hand, it can be acknowledged that the Chinese people are shrewd businesspersons, which makes it difficult for developing a strong enforcement with the effective engagement of policies and guidelines. The involvement of a sound implementation of business rules and guidelines is necessary for promoting the outcomes and achievement of business results in the superior manner. Theref ore, the result of the second interview successfully able to capture the mind-sets of the Chinese population from the perspective of conducting a business oriented practice(Leong and Berry 2010). Initially, the Chinese people lack of having long-term vision, as they tend to provide importance to the results occurring in a short period while the bigger picture behind the scenario is avoided continuously. Based on the feedbacks obtained and analysed, it can be stated that the people within the country are not process oriented, as they rather focus on becoming proactive instead of reactive to different business related scenarios. Based on the importance, they prioritise the face value regarding the business related processes and outcomes while engaging in different types of comparisons to focus greatly on their self-advantage. Based on the findings obtained from the second interview, the cultural understanding of the Singaporean working environment can be determined. It is majorly observed that the workplace of the country is highly comprised of people with their different orientations, such as lesbian, gay, bisexual, and transgender (LGBT)(Lewis 2012). Despite of having different supportive measures defined by the government to promote the development of a collaborative working environment, the majority of Singaporean does not reflect an understanding approach. Therefore, the individuals from the country or outside the country are required to participate in a diverse working environment as part of the different companies operating in Singapore. One of the major advantages of such environment is improving the communication and adaptability of the individuals as part of the workforce(Thomas 2015). Based on the investigation, the cultural differences among the people within the workplace are observed and it is suggested out of the different feedbacks that the Singaporean workplace culture possesses more adaptability. Furthermore, there are different workplace policies designed for shaping up different types of benefits for the expatriates associated with the operations of different companies within the country. The particular fact can be determined by conducting the interview with the HR of the organization(Wong 2012). On the other hand, considering the interview with the top management, it can be determined that the individuals at the superior level tend to provide importance to the individuals participation in the decision making process. Recommendation From the help of the investigation to difference in working culture of two different countries, it can be observed that the individuals often experience with significant number of challenges with the cultural involvement. Each country consists of individual sets of values, beliefs, religions, and opinions. Thus, the cultural difference emerges. For an individual coming from dissimilar culture, involving in a workplace and adopting according to the comfort level is highly difficult (WorldatWork. 2011). Communication challenge is one of the mostly observed challenges during the cross-cultural process within a country. The result of the interviews along with different historical experiences suggests that the basic priority should need to be provided to the cross-cultural communication to enhance the workplace commitment and productivity within a country. For boosting the cross-cultural communication and mitigating the issues, it is most important for the expatriates to develop a suitable bond based on the trusted relationship with the people across the different cultures. It is required to generate and maintain a strong correlation between the different components of trust and workplace productivity. Effectiveness of communication, rapport, and different actions carried out as part of the conflict management are the most essential elements of trust (Lewis 2012). These elements are needed to be covered by the different initiative designed by the government and population of the country to promote an affiliated working environment for the expatriates. From the perspective of the expatriates, they are required to adapt to the differences among the various cultures by respecting the transformations and supporting the development of a collaborative work environment. Conclusion The overall report is produced for developing fundamental knowledge regarding the key effects of national cultures on the different activities and management practices observed within the workplace. In order to identify the various effects, it is always essential to develop a suitable understanding related to the similarities and dissimilarities across the numerous cultures for determining the particular trends and concepts associated with the management practices and workplace benefits. In one scenario, the Singaporean employee has been adjusting with the business environment in China and experiencing the cultural diversification. On the other hand, Alison Jansen, who is the foreigner from Denmark, is working in Singapore. It is noted that the cultural traits in Denmark is completely different to the business environment in Singapore. The Singaporean society is somewhat reflecting the conservativeness whereas the cultural traits in Denmark is quite free. Hence, the cultural diversit y is creating the impact on the business practices as well. The leadership and negotiation approaches are thus effectively impacted by such cultural consequences. 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