Cross-cultural Training for Managers: Understanding Cultural Differences and Challenges

Running Head: CROSS-CULTURAL TRAINING
Cross-cultural Training
Name of Student
Name of University
Author Note

CROSS-CULTURAL TRAINING1
Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Discussion..................................................................................................................................4
2.1 Cultural Specificities in Singapore........................................................................................4
2.2 Cross-Cultural Differences and Challenges...........................................................................4
2.2.1 Hofstede’s Model of Cultural Dimension.......................................................................5
2.2.2 Hall’s Cultural Factors....................................................................................................7
2.2.3 The GLOBE Framework for Assessing Culture.............................................................9
2.2.4 Trompenaars Model of National Cultural Differences.................................................10
.......................................................................................................................................................10
2.3 Cross-Cultural Training.......................................................................................................11
2.3.1 Trainer Should Have Field Experience.........................................................................11
2.3.2 Using Proper Instructional Material.............................................................................11
2.3.3 Exploring the Language................................................................................................12
2.3.4 Teaching Business Etiquettes.......................................................................................12
2.3.5 Working with a Cultural Ambassador..........................................................................12
2.3.6 Sufficient Knowledge about the Country’s Current Affairs.........................................13
2.3.7 Briefing about the Environment...................................................................................13
2.3.8 Employee Accommodation..........................................................................................13
3.0 Conclusion...............................................................................................................................14

CROSS-CULTURAL TRAINING2
References......................................................................................................................................15

CROSS-CULTURAL TRAINING3
1.0 Introduction
According to Hofstede (2013), culture is the collective programming of the mind that
differentiates people of one category to the other. This category of people as defined by
Hofstede, could be a nation, could be ethnic group in a society, and could be a family unit or
could be any association in any part of the world (Tombleson and Wolf 2017). These categories
exhibit certain type of behavior, there are certain norms that are specific to the group, these
behaviors make the group unique and this is defined as the culture of the group. Cross-cultural
management is management process whereby employees from employees from different
backgrounds are taught to interact with each other (Matsumoto and Hwang 2013). Every culture
has certain typical ways of behavior and this might affect the way every employee in an office.
Some behaviors which are admissible in one culture may not be considered appropriate for
another, hence cross-cultural management is important for ensuring that every employee feels
comfortable in the office and the cultural difference do not come in the way of the work that they
are doing. Cross-cultural management teaches the employees the ways to handle clashes that
might occur due to the heterogeneity of culture (Binder 2016). For this report, the managers of
the lifestyle department of Marks and Spencer will be sent to Singapore to manage the lifestyle
section of the company. As these managers who originally hail from Dubai and are being sent to
Singapore, they need certain training to make sure that they do not offend the people of the
country and they know what to expect from the country, this training will be for 4 days and each
day something will be taught to them about the new country and the work culture there.