cross cultural management

Assignment 1 - Expatriate Interview

The assignment requires your team to: a) Undertake two separate interviews with two people that experienced expatriation – One from Singapore who lived abroad and One non-Singaporean who works/ or worked in Singapore; NOTE: this individual cannot be a member of your team or class; b) Analyse the content of the interview(s) using the knowledge you gained from this module; and c) Write a report of your analysis, including the transcript of the interview(s) in an appendix.

Your task is to undertake two separate interviews with two organization members (profit/non-profit; private/public are all acceptable organizations) who have worked or are currently working overseas. One must be Singaporean and the other non-Singaporean and they must have lived and worked for a period of at least six months in a country other than their own. This also includes foreign nationals who are currently working in Singapore. The purpose of the assignment is to provide you with personal exposure to expatriate issues and, more broadly, to the issues facing people who work and live in a culture different than the one they grew in. Therefore I recommend you to aim ideally for a male and a female interviewee. In preparing the interview and the report, pay attention to the following points:

· Identify two expatriates you would like to interview (ideally from two different organizations). Decide on a general direction and time needed (a reasonable length would be half an hour to an hour long; you may go longer if they have the time).

· Establish contact and gain permission for interview. We expect most interviews to be face-to-face. In exceptional cases, we will consider allowing interview in other formats.

· List the topics that you would want to address. We recommend you read closely all nine chapters from your textbook before you finalize your topic list.

· Compose questions to address each of the topics you have chosen. Structure a general interview plan (e.g., the order of questions) before commencing the interviews and use it consistently in both interviews. At the interview: you may ask your interviewee’s permission to be recorded—that will help you be more relaxed and natural during the conversation. Alternatively, assign some of the team members to take notes, while one main person at the time conducts the interview—you may want to change roles during the interview.

Report:

For the first section of your written report, briefly describe the interviewee(s) (e.g., age, gender, countries where s/he worked and lived in, educational and professional background). If a person wishes to remain anonymous, you may use his/her first name or initials in the report; however, you should be ready to submit full name, for verification purposes, if we ask you to. Describe the persons’ present job and organization and the job and organization they had when working in the foreign country.

In the second section of the report analyze the experience of your interviewees. Review what you heard from the interviews and assess it in light of what you learned in the module. Which aspects substantiate or relate to some of the studies covered in lectures? Are there any issues you learned about that contradict or are not covered by the models and studies addressed in lectures and in the readings? Are there models or cultural dimensions that you found especially useful to make sense of challenges or opportunities faced by your interviewees? Use short extracts of the interviews to support your analysis or make clear reference to which section of the interview transcripts you are referring to.

In the third section of the report, analyze and evaluate the content of the interviews, lining back to the theory and chapters covered in lectures. For example, if your group found some answers surprising, state it briefly and tell us what surprised you and why as well as what was consistent with existing theory and research (including the models and cultural dimensions).

The appendices include the transcript of the interviews, the log of your team work process and individual reflective papers as detailed below:

· Transcript of the two interviews you conducted. List the questions you asked followed by a quoted answer from the interviewees. You may include your comments or explanations too, if you feel they contribute to understanding the dynamics and content of the interview (for example: the interviewee sighted at that question and had a hard time answering or, the phone rang and we had to stop at this point, that’s why she did not finished her answer, etc.)

The submitted Group Report will have the following format:

1. Title Page - project title and group members (include student numbers)

2. Abstract – overview of the project (no more than 150 words)

3. Table of Contents – each section, sub-section and page numbers

4. Introduction – tells the reader what the project report is about, the project aims and outlines the process to achieve the aims

5. First section: short presentation of your interviewees

6. Second section – this sets out how the project was completed, explains key concepts, presents theory / practice on the topic (as pertinent), interview discussion and application to theory. While much of the section will be descriptive, it is important that the group engages in some analysis and reports on this – link theory to the practical interview. There will be a number of headings / sub headings in this section – depending on the description and analysis undertaken.

7. Third section: Group’s analysis and evaluation of the interviews – application of theory to your findings in order to demonstrate the ability to apply knowledge.

8. Recommendations – based on your research what do you recommend to future candidates to expatriation, or to companies dealing with expatriation?

9. Conclusion – this will consist of a short paragraph which summarizes the discoveries and learning from the project completion – what new insights emerged from doing the project.

10. Bibliography – reference all sources from journals, websites, books et cetera.

11. Appendices

· Transcript of the interview

· Detailed log of your team work process

· Individual Reflective reports

Assignment Overview:

 Format: the interview report should be max 2,500 words excluding title page, abstract, table of content, references and the appendices. It is recommended that the second part will be about 1,200 words and the third part to be about 700 words using Time New Roman, 12 pt font and 1.5 spacing. Please ensure that your report is well laid out with appropriate headings, content and references (using the Harvard format). NOTE: Sample interview questions are included in Appendix 4 FOR REFERENCE ONLY. NOTE: you must customize and design your own questions appropriate for the interviews.

· Grading Scheme:

· Relevance and clarity of your analysis (30%)

· Course concepts/models applied (30 %)

· Choice of the quotes (interview extracts) to illustrate your statements and analysis (20%)

· Group’s reflection on a specific element of the interview or the group-work process (20%)

My modules chapters

Chapter 1 – the new global realities

Chapter 2 – the new global managers

Chapter 3 – the cultural environment

Chapter 6 – communicating across cultures

Chapter 7 – negotiating global agreements

Chapter 8 – leading global organizations

Chapter 9 – managing global workforce

Chapter 10 – working with global teams

Chapter 11 – living and working globally

My groupmate works(pages 5 to pages 10)

Leadership second section CHAPTER 8

“Leadership is hard to define, but you know it when you see it.” Said by Warren Bennis (Leadership expert ,US) .We begin with a simple question : what is leader ship ?it can roughly divided into organizational leadership and effective leadership. And as a result of the existence of economic globalization and multinational companies, leadership should be consider in a global context, contemporary approaches to global leadership can be divided into three directions:

* Universal approach : leader as leader

* Contingency approach :leader as local manager

* Normative approach :leader as global manager

In order to know more about the interviewee’s company leadership styles, dimensions and their feelings or relationship with their managers, we set the questions more subjective and directly. such as required them describe the relationship between employees and managers , and how a manager lead a team to meet its goals and objective and perform successfully , we believe that we can get more details from the interviewees’ answers to understanding their line manager’s behaviors and transformational leadership in across cultures environment. The questions are around the above three approaches, we aim to know the line manager’ behavior as a team leader both in local and global condition.

Leadership third section

According to the answers of both sides, Du zheng and Jian hui’s manager adopt Democratic style leadership in their organizations, focus of power is more with the group as whole , especially in the decision-marking , the manager prefer discuss with whole team and willing to accept new and better ideas from the team . In our opinion, the Democratic style is more suit for international organization, In western countries such as Australia the power distance between managers and employees is not high and In Singapore a well-known Multicultural blend eastern country , the leadership style is more open than other traditional eastern countries .Du zheng also mentioned the Singapore working environment is different with China’s .This is reflected in the management style of the leader or manager. From the interviewee’s answers we can see their manager influence the employee in attaining some goal within a effectiveness method.

Negotiation CHAPTER 7

A negotiation is a communication process in which multiple parties discuss problems and issues in order to reach a solution. Negotiations occur almost on daily basis, be it in office and in daily life. In any disagreement, individuals understandably aim to achieve the best possible outcome for their position, however, the principles of fairness, seeking mutual benefit and maintaining a relationship are the keys to a success outcome.

Negotiators from polychromic cultures tend to start and end meetings at flexible times, takes breaks when it seems appropriate, be comfortable with a high flow of information, expect to raed others thoughts of minds, sometimes overlap talk, view start times as flexible and not take lateness personally.

Negotiators from monochromic cultures tend to prefer prompt beginnings and endings of meeting, schedule breaks, deal with one agenda at a time, prefer to talk in sequence , rely on specific detailed and explicit communication , view lateness as lack of respect.

Conflicts can arise at any point of time during neotoigation. There are many different ways to respond to conflict situations, some conflict styles involve a considerate or cooperative approach while others involve a competitive or passive approach.

The dominant culture in the west is more towards individualistic and the East is more towards collectivism. Individualists and Collectivists view conflict differently. Collectivists place a high value on harmony, getting along and see conflict as a sign of social failure.

Individualists also feel discomfort with conflict, it is acknowledge as an inevitable part of the life that must be dealt with.

Collective culture will be more comfortable with fellow team member addressing conflict together rather than seeking advice from someone outside the team. Individualists may prefer seeking someone outside the team.

Understanding the impact of cultural difference is important who work in intercultural contexts, since culture affects many communicational that lie at the heart of conflict resolution techniques.

Hofstede dimension! (CHAPTER 3)

Power distance:

Australia scores low on this measurement (36). Inside Australian associations, progressive system is set up for accommodation, bosses are constantly open and administrators depend on individual workers and groups for their mastery. Both administrators and workers hope to be counseled and data is shared as often as possible. In the meantime, correspondence is casual, immediate and participative.

Individualism

Australia, with a score of 90 on this measurement, is an exceptionally Individualist society. This deciphers into a freely weave society in which the desire is that individuals take care of themselves and their close families. In the business world, representatives are required to act naturally dependent and presentation activity. Additionally, inside the trade based universe of work, procuring and advancement choices depend on legitimacy or confirmation of what one has done or can do.

Masculinity

A high score (Masculine) on this measurement shows that the general public will be driven by rivalry, accomplishment and accomplishment, with achievement being characterized by the "victor" or "best-in-the-field." This quality framework begins in school and proceeds for the duration of one's life – both in work and relaxation interests.

A low score (Feminine) on the measurement implies that the prevailing qualities in the public eye are nurturing others and personal satisfaction. A Feminine society is one where personal satisfaction is the indication of achievement and emerging from the group is not praiseworthy. The crucial issue here is the thing that persuades individuals, needing to be the best (Masculine) or preferring what you do (Feminine).

Australia scores 61 on this measurement and is viewed as a "Manly" society. Conduct in school, work, and play depend on the common values that individuals ought to "endeavor to be as well as can be expected be" and that "the victor takes all". Australians are glad for their victories and accomplishments in life, and it offers a premise for procuring and advancement choices in the working environment. Clashes are determined at the individual level and the objective is to win.

Uncertainty Avoidance

The measurement Uncertainty Avoidance needs to do with the way that a general public manages the way that the future can never be known: would it be advisable for us to attempt to control the future or simply let it happen? This equivocalness carries with it tension and diverse societies have learnt to manage this nervousness in various ways. The degree to which the individuals from a society feel undermined by vague or obscure circumstances and have made convictions and organizations that attempt to evade these is thought about in the score Uncertainty Avoidance.

Australia scores an exceptionally middle of the road 51 on this measurement

Long Term Orientation

This measurement portrays how every general public needs to keep up some connections with its own past while managing the difficulties of the present and future, and social orders organize these two existential objectives in an unexpected way. Regularizing social orders. which score low on this measurement, for instance, want to keep up time-regarded conventions and standards while seeing societal change with suspicion. Those with a society which scores high, then again, take a more

logical methodology: they support thrift and endeavors in present day instruction as an approach to plan for what's to come.

Australia scores 21 on this measurement and subsequently has a standardizing society. Individuals in such social orders have a solid worry with building up the supreme Truth; they are regulating in their reasoning. They show awesome appreciation for conventions, a generally little penchant to put something aside for the future, and an emphasis on accomplishing snappy results.

Indulgence

One test that faces humankind, now and previously, is the extent to which little kids are mingled. Without socialization we don't get to be "human". This measurement is characterized as the degree to which individuals attempt to control their wishes and driving forces, in light of the way they were raised. Moderately powerless control is called "Liberality" and generally solid control is called "Limitation". Societies can, in this way, be portrayed as Indulgent or Restrained.

With a high score of 71, Australia is an Indulgent nation. Individuals in social orders arranged by a high score in Indulgence for the most part display an eagerness to understand their driving forces and longings with respect to appreciating life and having a fabulous time. They have an inspirational demeanour and have an inclination towards good faith. What's more, they place a higher level of significance on relaxation time, go about however they see fit burn through cash as they wish.

CHAPTER 3

* Power Distance (PDI) – Power distance is the degree to which less effective individuals in an association will acknowledge and anticipate that power will be conveyed in an unexpected way. China positions 80 on PDI which is high. This implies there is a great deal of force separation amongst subordinates and bosses, yet that it is acknowledged and ordinary.

* Individualism/Collectivism (IDV) – This is regardless of whether individuals think with the mindset of "I" or "We." The American society is extremely "I" engaged, implying that we concentrate more on facilitating ourselves and vocations versus advancing our area of expertise or gathering. Then again, China positions 91 on IDV, implying that they are exceptionally collectivistic and think as a gathering versus exclusively. This can be seen with the high measure of in-gatherings and out-gatherings.

* Masculinity/Femininity (MAS) – This is the main measurement where the Americans and the Chinese rank correspondingly. China positions 66 for this measurement, which means they are exceptionally determined by effective, rivalry, and accomplishments. The Chinese will regularly put work before family or entertainment. This estimation can be found in the way that Chinese workers will leave their families to go work at mechanical offices for long term, showing how basic work truly is to them.

* Uncertainty Avoidance (UAI) – This is the second measurement where Americans and Chinese rank comparatively also. China positions 40, which means they acknowledge vague circumstances and are not discouraged by them. It might appear like China has a considerable measure of principles and controls set up to stay away from questionable or unverifiable circumstances, be that as it may they will twist and changes the standards as circumstances require it. The Chinese dialect is additionally extremely uncertain; the Chinese characters are difficult to translate or comprehend on the off chance that it is not your local dialect.

* Long-term/Short-term Orientation (LTO) – The Chinese rank greatly high on long haul introduction at 118, which means they concentrate on ingenuity and persistence, and that they will devote however much time is required to accomplish their objectives. This is found in the very tedious Chinese transaction prepare, the time required to manufacture trust and long haul connections, and their emphasis on long haul results versus transient objectives. These social measurements are profoundly inserted in a nation's way of life and are hard to comprehend unless you are brought up there. The Chinese culture should be concentrated on and thought about before entering any coupling contracts. Not understanding these social measurements can harm to any relationship you are attempting to work with the Chinese.

CHAPTER 6

Communication across cultures

Both Du Zheng and Jian Hui has faced problems communicating with the locals from the countries they have moved to live in and worked at. Du Zheng who came from a Chinese speaking country faced difficulties in interacting with locals in Singapore because of the diverse languages that we possess, such as dialects and “broken English” known as Singlish. Jian Hui too faces his own share of problems in Australia, an English speaking country. This is because of the colloquial terms used, different phonetics and emphasis on words are different compared to Singapore.

Both of them have adapted to different settings by learning. Du Zheng learned through watching videos and trying to understand and speak Singapore’s language whereas Jian Hui had to learn the colloquial terms and the different phonetics. Less was taught in the module that the adjustments to communicating in a different cultural settings can be overcome by adapting and developing the right mind-set to learn.

Du Zheng who came from an Asian culture understands how attention and interpretation are given to a high context message, thus the cultural screens are not so much an impediment. Jian Hui chose to speak on a common topic such as weather or sports and avoiding inappropriate topics, improving his chances for an effective communication exchange.

(Section 3)

In both the interviews, culture appears to be more collective as the manager would gather the whole to discuss and is open to accepting new and better ideas. And in Australia, long-term orientation is seen in question 19, more of an emphasis to complete the tasks on time and plan ahead for any future delays or setbacks and mentioned by interviewees that there is more jobs handled by lesser people in Singapore which could create a tighter timeframe to finish the work. Adding on from Du Zheng in question 17, employees in different departments do not help each other which puts Singapore, an Asian culture, under individualistic and more on short-term orientated culture.