UK-Singapore Cultural Differences at Work

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Based on his research from the 1970s, Hofstede produced a range of cultural dimensions that enable us to compare many countries

Differences between the UK and Singapore

The figure presented in the case study highlights some cultural differences between the UK and Singapore, which could have a great impact on the behavior of people from the two nations. The individualism dimension depicts that the UK citizens adopt higher levels of individualism than their Singapore counterparts do. The masculinity dimension indicates that persons from the UK behave in competitive ways while those from Singapore adopt more consensus approaches. The uncertainty avoidance dimension depicts that people from the UK are more worried about regard to ambiguities in the future than persons from Singapore. The UK is characterized by a lower level of the power distance dimension than Singapore. Thus, this could imply that persons from the UK behave in ways that do not exhibit major differences in society, unlike individuals from Singapore, who show relatively high levels of behavioral differences in the community.

Hofstede’s dimensions

Based on the information presented in the case study, three of Hofstede’s dimensions can be identified. First, Su Ling can be said to have a high level of uncertainty of avoidance because she believes that rigid codes of behavior should be followed about approaching issues in the organization. Second, a majority of the staff in the case study are characterized by low individualism because they involve others while making decisions for the company. Third, Su Ling has a high score of power distance because it is clear that she accepts inequality about various positions in the firm.

Limitations of the theory

About the case study, Hofstede’s cultural theory could be said that it has some limitations. All the personnel of the multinational firm is concerned about achieving excellent results through the adoption of collective measures. Thus, the theory cannot be applied because it would bring together low masculinity and high masculinity. The uncertainty avoidance dimension cannot be applied in a general manner in the case study. For example, Wati and Su Ling believe in maintaining rigid codes of conduct while Tom holds that practice is more important than principles.

An understanding of effective communication is vital when in a cross-cultural environment. Concerning Hall’s (1976) theory, discuss the communicationissues that have occurred between Su Ling, Wati, and Tom Henderson

Low-context cultural communication is clear in the case study. Su Ling believed in the adoption of clear and explicit messages about management. Besides, Wati held that the use of detailed explanations could go a long way in preventing any misunderstanding of Su Ling’s job requirements. On the other hand, Tom adopted high-context cultural communication, which was mainly characterized by nonverbal communication. The two styles of communication culminated in issues that were the reasons why Su Ling was often in dilemma.

Negotiation process and plan

The negotiation that Tom would have with the suppliers would be very important for the organization. Thus, it is important to adhere to the following stages of the negotiation process and plan:

Stage one: Planning

Establish the profiles of the suppliers.
Focus on finding the demands of their counterparts.
Select an appropriate negotiation site.

Stage two: Relationship building

Know the contacts of the main players in the negotiation team.
Aim at building mutual trust.
If possible, use intermediaries to establish mutual relationships.

Stage three: Exchange of information related to the tasks at hand

Research on the cultural differences associated with the people from Singapore about negotiations.
Show that you understand the viewpoints of the suppliers.
Do not provide ambiguous responses.

Stage four: Persuasion

Focus on your interests.
Offer practical recommendations.
Self-disclose crucial information.
The appeal in a normative way.
Interrupt professionally.

Stage five: Reaching an agreement

Understand what the suppliers would demand.
Start with extremes.
Reach a conclusion that would bring the most benefits to your firm.

Social responsibility

Definition of corporate social responsibility

From a personal viewpoint, CSR can be defined as the collection of activities that companies use to show commitment to bringing benefits to societies in which they operate. In a competitive business world, it is prudent for management teams of firms to prove that they impact society positively for business establishments to gain more market shares and competitive advantage.

Five key areas to review

For the firm to exhibit a commitment to CSR, it would be advisable for Tom to review the following five key areas:

Communication

Effective communication approaches are important in implementing CSR. The leader should aim at reviewing and executing the best communication strategies that would be critical in achieving CSR objectives.

Customer interests

Customers of the firm have unique interests that should be fulfilled through the provision of excellent products. Reviewing the interests would be essential in attaining the objectives of CSR.

Environmental benefits

Tom should focus on understanding the current environmental benefits that would be important in implementing CSR strategies because the environment plays an important role in business operations.

Supplier relations

A review of supplier relations would ensure that suppliers follow socially acceptable codes of conduct about business affairs. It would also help to achieve high levels of business trust and reputation.

Benefits to the community

A review of benefits to the community would help to show a commitment to CSR through community education and homelessness programs, among others. Such a review would also be important in improving product safety and quality.

Difficulties in implementing CSR in Singapore

The cross-cultural theory argues that people in various cultures behave in different ways. For example, people in the UK adopt different behaviors from those in Singapore. Tom might face the challenge of ineffective communication about executing CSR in Singapore. For example, it would be difficult to balance between verbal and nonverbal communication strategies when carrying out CSR. Also, people in the country have unique customer needs, which are quite different from those of the UK clients where Tom has worked for a substantial number of years.

Culture shock

Definition of culture shock

Culture shock can be defined as disorientation that is experienced by a person following immigration or visits to new regions that are characterized by new ways of life. If it is not handled well, it can lead to negative performance outcomes for a business establishment.

Four stages of culture shock

Figure 1. A graph showing the four phases of culture shock.

Honeymoon phase

At this stage, persons are characterized by high levels of positive attitudes. New people and places bring about aspects of challenges and freshness.

Culture shock/irritation phase

The phase is exemplified by several problems, which result in confusion, frustration, anxiety, and irritation. The problems arise because individuals are forced to adjust to new ways of life.

Adjustment phase

In this phase, persons commence to do away with their old habits and start to adopt new habits. They start to adopt patterns of behavior that characterize people in new places. However, the stage also involves a lot of risk-taking and experimenting.

Mastery/biculturalism phase

Persons who are almost fully recovered exemplify this stage. Thus, persons learn and appreciate local customs that would enable them to work with others. It is important to note that individuals internalize the new ways of life that they learn and utilize them in their interactions.

Importance of the information

Culture shock information would be important to someone new to a country in two ways. First, the information would prepare such a person to encounter a new culture that would be quite different from what he or she is used to in his or her country. Second, the person would be ready to learn the new culture and interact with new people effectively.

Managing culture shock

Employers can help to manage culture shock for personnel on overseas assignments by adopting the following four approaches:

Appropriate personnel and program assessment

The assessment would result in the deployment of the right persons who would have excellent technical and management skills. It would help to identify personal problems that would hinder a person from adjusting to culture shock.

Staff orientation and training

Employers should orient workers about language(s), geographical aspects, general culture, and specific culture. Besides, staff should be prepared so that they can understand and appreciate job environments and organizational requirements.

Support service

Employers should conduct frequent assessments to ensure that workers on foreign missions are motivated to work so that they would produce unique results. The assessments would also help to ensure that the work climate is appropriate.

Re-acculturation

After personnel completes their overseas assignments, their firms should aim at helping them to fit in their native land. Employers would adequately prepare their staff by allowing them to relearn some of the cultures that they would have forgotten.

References

Ramburuth P, Welch C (2004) Casebook In International Business: Australian and Asia-Pacific perspectives, Pearson, Australia

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