CROSS CULTURE MANAGEMENT INTERVIEW
By (Name)
Course’s Name
Instructor’s Name
Institution
Location of the Institution
Table of Content
Interview代写 Tell me about one of your overseas assignments, from the time when you first learned about the possibility of going to Singapore.
Contents Interview代写
Table of Content ———————————————-1
Cross-Cultural Management ———————————————-2
Introduction ———————————————-2
Background information of the interviewee ———————————————-2
Interviewee insight (with Mr. Robert) ———————————————-2
Analysis and evaluation ———————————————-4
Personal reaction level ———————————————-4
Analytical level ———————————————-5
Conclusion ———————————————-6
References ———————————————-8
Cross-Cultural Management
Introduction Interview代写
Many organizations are diversifying their market to other countries. Globalization has enabled the transfer of human resources from one branch to another in different countries. As results, different cultures are transferred to other organizations thus cross-cultural management become important (Browaeys and Price, 2008).
Mr. Robert was transferred for an assignment to a Singapore branch of HCl Technologies where he was responsible to make the branch profitable in the new market. The reason he was transferred to Singapore branch in an acting capacity as the branch manager is that of his 15 years’ experience as the senior manager at HCL Technologies. Interview代写**格式
Mr. Robert is an MBA degree holder with background experience in business development thus he was chosen and trusted with Singapore HCL branch manager in an acting capacity. The project seeks to interview Mr. Robert to get his experiences in a foreign country with different culture and people. His view forms the basis for discussion on cross-cultural management perspectives on managing ethical conflicts and managing work and motivation of workers.
Background information of the interviewee Interview代写
Mr. Robert is a senior manager of HCL Technologies in Malaysia. He is an MBA holder with over fifteen years of working experience in senior management levels. In the last six months, he was working as acting manager of one of the HCL Technologies branches in Singapore. Interview代写**格式
In Malaysia, he was responsible for making major decisions affecting the organization which included investments in new technologies, the establishment of new technologies, important financial decision, and more. His assignment as the acting manager aimed at supporting the branch in the new market where he was expected to use his experience and expertise in the senior management.
Interviewee insight (with Mr. Robert) Interview代写
1.Tell me about one of your overseas assignments, from the time when you first learned about the possibility of going to Singapore.
Answer: This happened six months ago when the company I was working with gave the assignment to work in Singapore. The assignment came as a surprise to me because I have never worked in a foreign country before nor was I expecting such a great offer from my employers. I was assigned the task of the acting manager to one of the company branches operating in Singapore.
a.Did you prepare this immersion in another cultural environment? If yes how? Interview代写
Answer: Of course I had to prepare psychologically that I will go to a new environment with a different culture and work ethics. I had to do research about Singapore and its people with their values, belief, and behaviors at work.
2.What did you think when you first heard you were going to Singapore? Interview代写
Answer: I thought new people, a new working environment, and a new culture. At first, I saw this challenging but it was a learning experience for my career growth.
3.What were the first few days like?
Answer: I was lonely and lost. I must accept experienced newness syndrome. I was confused by the new environment and need to be home where being used to live.
4.Were there things that surprised you about the way people thought of Singapore? Interview代写
Answer: I was surprised with how people are very meticulous in going about their daily jobs. In Singapore, people have a culture of working with time and make sure least time is wasted where applicable.
5.What was your first big “aha” about culture?
Answer: Culture is just a way people live and go about their daily works. The culture was not as I thought previously about the hostility I might face. Culture is good especially when you learn and appreciate how people live and work.
6.How would you sum up your six months? Interview代写
Answer: My stay and work in Singapore were adventurous and full of learning experiences from the natives. The experience attained will help me to adapt to any other new working environment. I learned to work with different people away from my home culture.
7.Did you have someone who could explain the local culture to you and that you could confide in?
Answer: My employer had arranged for that. I could not have made it without a confidant. She made sure am well oriented with local culture through visits to public places and during my assignment.
8.How did people see you? Interview代写
Answer: They saw me as a positive motivation in the workplace. They were also interested in learning my culture which I saw as a sought of cultural exchange. This helped me a lot in created a strong bond that existed in those six months of my assignment.
9.Can you describe your relationship with your co-workers?
Answer: I cannot complain about my co-worker. Like I stated, their interest in cultural exchange helped me a lot in creating a good relationship with them.
10.What did you think about your job? Interview代写
Answer: The work gave me a chance to interact with different people at all levels in the organization. The work was a chance to learn and develop my management skills.
11.What was the most important thing you learned in those first six months?
Answer: I learned how to work with people of different cultures ranging from beliefs, values, and behaviors. Learning how to work with people of a different culture was great.
12.What did your family/spouse think about living in Singapore?
Answer: I must acknowledge it was not easy for them especially my wife and children. They were used to seeing me at home but that changed when I went abroad for six months.
13.Who did you mainly socialized with (people from your own culture, third-country expatriates, or host-country nationals)?
Answer: I mainly socialized with the locals from Singapore. This is because they were the majority co-workers and those who worked under my line of command.
14.How many host country co-workers did you interact with on an average day? Interview代写
Answer: Because of the nature of my work, on average I socialized with more than 10 local people.
15.How many did you supervise? What was that like?
Answer: The branch had more than 50 permanent workers and the rest were casuals. I supervised more than 100 workers. I was happy to be entrusted with the management of such a group of workers.
16.Did you feel you changed as a result of working in Singapore? If so how? Interview代写
Answer Am not same like before I went to Singapore. That working experienced changed me. It changed how I relate to people while at work. Also being able to appreciate other people’s beliefs, values, and behavior which shape how they relate and work.
17.What was it like to come home?
Answer: Is good to be at home especially to my family. Am happy to come back and use what learned here.
a.Did you prepare your “cultural” repatriation? If yes, how?
Answer: Not really. Six years is not long enough to forget my work and organizational culture. However, I had to tune my mind back to my country.
18.Do you feel you get to use the skills you acquired abroad in your current job? Interview代写
Answer: Yes, appreciating different cultures and values
19.What advice would you give to a friend who was on his/her way to a foreign assignment?
Answer: It is a learning experience and career diversification too.
Analysis and evaluation
Personal reaction level Interview代写
Working in a foreign country is definitely not an easy task considering the cultural differences in terms of beliefs, values, and behaviors of workers. My take is that one feels out of place with totally new environment especially the language barrier. Before I interviewed Mr. Robert my opinion on his experiences was quite different as I imagined him managing people who he did not understand their ways and work behavior. I saw him facing resistance from workers which result in a disabled chain of command in the organization. Although I might overly pessimistic, it is natural for someone to worry about the unknown. Interview代写**格式
One of the main challenges that I felt I would face is the interactions problems with the co-workers and the juniors.
I also expected to hear him talk of facing resistance by the virtue of him being a foreigner in the workplace. How his management works will be undermined by the communication barriers in the chain of commands, how he will be able to manage his psychological conflicts and organization culture and requirements, and how he will be effective in offering his services for the good of the all in the organization in the whole new environment far from his home country.
Observing work ethics and upholding the organizational standards, to me seemed challenging. Interview代写
I feel that, in the process of performing his management tasks, the aspect of ethical differences will arise which may slow his management efforts. To me, cross-cultural management requires prior experiences which Mr. Robert did not have. Therefore, the worker’s behaviors in form of beliefs, values, and behaviors will come between the management job and the achievement of the organization objectives.
In addressing the issue of workers motivations in the midst of cultural conflicts also become a major problem.
The communication barriers that might exist between Mr. Robert and the co-workers seem an uphill task to handle. He had a responsibility to create a working environment that motivates employees to work. The difficulty in interactions with the workers will prove difficult in coming up with effective reward systems and work incentives. Interview代写**格式
I also feel that as the leader will be unable to come up with better compensation schemes. This is because the communication breakdowns will it difficult for employees to negotiate for better terms with the management. Therefore, it will take an adaptive manager to come to terms with these facts while keeping up with the responsibility vested in him/her (Luthra and Dahyia, 2015).
Analytical level Interview代写
The interview with Mr. Robert has cleared my doubts and pessimistic thinking about working as an expatriate. His experiences as the acting manager and how he was able to adapt to the environment exhibit a character of the effective cross-cultural manager. I have learned that to succeed as the expatriate manager, one must have the ability to be adaptive by learning to leave with the new work culture rather than working to change the worker’s culture (Harvard Business Review, 2004). It is also a virtue to manage the conflicts of workers beliefs, values, and behaviors while balancing it with organization requirements. Interview代写**格式
Mr. Robert is one instance of a global ethical leader because he successfully managed an organization he had neither prior knowledge about nor experience.
A global leader is one who has competence in managing people’s cultures by reciprocating that for the better working environment. He was able to manage the challenges likely to be faced in such an environment and steer HCL Technologies to the intended market orientation. Some of the challenges he was likely to faces were:
- Adapting to the new beliefs, values, and behaviors of the people of Singapore
- Communication barriers in terms of language differences, or style of communication
- Resistance from the workers. This challenge was likely to arise because of him being a foreigner
- The workers may appreciate his presences and hence his contribution to the HCL Technologies
He was able to balance his beliefs, values, and behaviors with organizational requirements. Interview代写
This included foregoing some of the home practices to fit in the current working culture. To achieve this required flexibility, agility, and commitment of the global leader. According to the interview, Mr. Robert practically exhibited these critical characters hence he was able to survive the turmoil of ethical conflicts (Kok-Yee Ng, Van Dyne AND Soon Ang, 2009). Interview代写**格式
A manager’s capacity to manage cross-cultural differences is important in managing work and workers motivation.
It is the responsibility of a leader to create an environment where workers feel motivated to achieve the organization goals (Conrad, Ghosh and Isaacson, 2015). The global leader is able to build a good working environment by his/her ability to communicate change and value to the workers. In an environment where cultural differences exist, the motivation of workers may be a challenging task. Interview代写**格式
This is because of the innate and personality variations across the organization which basically forms the foundation of a relationship with the workers and thus affects the interactions that exist. Therefore, it is the responsibility of the global leader to be aware of these variations and be able to come up with strategies for building better relationships and working environments to motivate employees (Walsh and Gittell, 2004).
The global leader understands the culture of the workers to be able to come up with ways of improving their appreciation of roles in the organization. Interview代写
Further understanding the psychology behind the motivation to work is of great importance (Benjamin and Flynn, 2006). These approaches will assist the leader to come up with workers’ incentives and rewards. Getting it wrong in workers analysis may lead to ineffective reward and incentive systems which may lower the worker’s morale. The cross-cultural management also looks at workers development in terms of compensation and working opportunities. Interview代写**格式
A global leader needs to provide opportunities for workers career growth within the organization by providing achievable metrics for promotions and compensation. Therefore, the holistic work management and motivation need to focus on workers culture, incentives and rewards, and compensation and career growth opportunities.
Conclusion Interview代写
The interview with Mr. Robert has given me new insight on adapting to the new cultures by providing a room for learning the foreign culture while allowing the co-workers learn from my culture. These two ways learning culture learning and adoption process create bonding and interactions with the workers. Interview代写**格式
It will also help in relationship building with the workers hence better working conditions for the expatriates (Walsh and Gittell, 2004). Therefore, more research is required on the aspect of cultural exchange between the global leader and the workers and how it becomes effective in cross-culture management.
References Interview代写
Luthra, A. and Dahyia, R. (2015). Effective Leadership is all about Communicating Effectively: Connecting Leadership and Communication. International Journal of Management and Business Studies, [online] 5(3), pp.1-6. Available at: https://www.mcgill.ca/engage/files/engage/effective_leadership_is_all_about_communicating_effectively_luthra_dahiya_2015.pdf [Accessed 5 July 2018].
Conrad, D., Ghosh, A. and Isaacson, M. (2015). Employee motivation factors. International Journal of Public Leadership, 11(2), pp.92-106.
Kok-Yee Ng, Van Dyne, L. And Soon Ang (2009). From Experience to Experiential Learning: Cultural Intelligence as a Learning Capability for Global Leader Development. Academy of Management Learning & Education, 8(4), pp.511-526.
Browaeys, M. and Price, R. (2008). Understanding cross-cultural management. Harlow, England: Financial Times/Prentice Hall.
Benjamin, L. and Flynn, F. (2006). Leadership style and regulatory mode: Value from fit?. Organizational Behavior and Human Decision Processes, 100(2), pp.216-230.
Harvard Business Review. (2004). Cultural Intelligence. [online] Available at: https://hbr.org/2004/10/cultural-intelligence [Accessed 6 July, 2018].
Walsh, D. and Gittell, J. (2004). The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance. Industrial and Labor Relations Review, 57(3), p.474.
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