Cross Culture Analysis Assesment Report

CROSS CULTURE ANALYSIS 0
CROSS CULTURE ANALYIS
System04121
4/5/2020

CROSS CULTURAL ANALYSIS 1
Cross culture and business
PSYCHOLOGICAL BARRIERS
You ought to develop your own personality to handle intercultural teams effectively.
You can't really contravene your own desires. This may be unauthentic and unqualified. I'm
acquainted with a French boss who went to the USA. He noticed that his traditional French
design, based on "faulty" instead of "perfect," eroded the trust of his staff. He knew what the
issue was, but thought that the "American" solution was false. As quickly as he could, he
moved to France (Disabato, Goodman, Kashdan, Short, & Jarden, 2016
4- LANGUAGE BARRIERS
Every team has a shared language, but it causes social differences between
participants because certain individuals become more fluent than others. Those with less
fluent English in regional teams prefer to refrain from contact and the team may not get the
feedback they need. This can be tough if people move too soon or use too much language to
comprehend what's being said. This may also affect the understanding of people's abilities
and success. I served with an agency that claimed that non-English speakers did not have the
same job prospects as English speakers.
GEOGRAPHICAL DISTANCE
Within multinational virtual teams, the chances are not as in the conventional
workplace setting for citizens to communicate and build ties with each other. So the fewer
individuals you meet, the less details you exchange. There is also more complicated

CROSS CULTURAL ANALYSIS 2
teamwork among virtual teams. Groups outside the headquarters can also be removed. In the
other side, leaders of the headquarters party might believe other Participants don't participate.
There may also be a barrier regarding variations in time zones. Sometimes, if you are not in
the office, you can live with fewer comfortable hours. I know a very talented woman who left
a leading role worldwide (Johnson & Cullen, 2017).
Hoftsfeed for Malaysia
POWER DISTANCE
In this aspect Malaysia has very high scores (score 100), indicating that people
embrace a hierarchical hierarchy in which everyone has a seat and no more argument is
required. The hierarchy of an organization is considered to reflect inherent inequalities;
centralization is common, subordinates are expected to be told what to do. Leadership issues
are not well understood.

CROSS CULTURAL ANALYSIS 3
INDIVIDUALISM
Malaysia is a collectivistic organization with a ranking of 26. It is apparent in a long-
standing dedication to the "friend," be it a spouse, a larger society or a broader friendship.
Collectivist patriotism is of paramount significance and overrides any such societal laws and
legislation. Such a community promotes close ties, in which each person assumes
accountability for their group's colleagues. Offenses contribute to guilt and lack of identity in
collectivist cultures. The partnership of employer and employee (like a family bond) is
viewed socially; recruiting and advancement take the community of workers into account.
Leadership consists of staff members.
MASCULINITY
A low score (Feminine) on the factor indicates that social predominance and the
standard of life are essential to some. A female culture is one that demonstrates progress in
quality of life and does not stick out from the crowd. The simple question is what motivates
individuals who aspire to be the greatest (male) or want (female) what they do.
A choice for this element cannot be calculated with an intermediate score of 50.
UNCERTAINTY AVOIDANCE
Across this measure, Malaysia scores 36 and thus has a weak choice for avoiding confusion.
Low UAI cultures have a casual mind-set under which behavior is more relevant than ideals,
and divergence from the norm is harder to accepted. In businesses with low UAIs, people
think that further regulations are required and should be scrapped or modified whether they

CROSS CULTURAL ANALYSIS 4
are vague or not effective. Timetables are versatile and where necessary hard work is carried
out but not for its own sake. Precision and timeliness are not normal; creativity is not treated
as risky.
LONG TERM ORIENTATION
Malaysia has a regulatory system regardless of the low score of 41 in this field.
People in these cultures are eager to create the absolute truth; they are conventional of
thinking. I have deep regard for customs and a fairly low desire to invest for the future.
INDULGENCE
The high score in Malaysia of 57 indicates the society is indulgent. Individuals in
communities ranking high in indulgence are usually able to understand their needs and
aspirations for life and pleasure. They are confident and ambitious. They have a good
outlook. Therefore, they prioritize free time, behave according to the desires and use the
money they desire (Kite, Togans, & Case, 2018).
Hoftsfeed for Australia
POWER DISTANCE
This aspect is small in Australia (36). Hierarchy is developed inside Australian
institutions, supervisors are often open and administrators become competence dependent on
the experience of particular staff and teams. Both managers and workers anticipate
collaboration and regular exchange of information. Communication is often casual,
straightforward and participatory.

CROSS CULTURAL ANALYSIS 5
INDIVIDUALISM
Australia is a strongly individualistic society with a ranking of 90 on this measure.
That results in a loosely-knit community in which individuals trust them and their immediate
family to look after themselves. Employees are anticipated to be independent and
demonstrate programs in the corporate environment. Therefore, judgments about recruiting
and advancement within the trade system are based about competence or proof of what one
has achieved or may achieve (Kite, Togans, & Case, 2018).
MASCULINITY
In this region Australia scores 61 and is perceived to be a "guy" business.
Comportments at school, at work, and at play are focused on the universal principles where
people "always aspire to be the best they can" in where "the winner takes all." Australians are
proud of their successes and milestones in existence and provide the foundation for decisions
to hire and encourage at work. Conflicts at the person level are settled and the goal is to gain.
UNCERTAINTY AVOIDANCE
The ambiguity management aspect has to do with the way a culture approaches the
idea that the future may never be known: do we seek or actually attempt to influence the
future? This uncertainty contributes to fear and multiple communities have learned different
methods of coping with this fear. Throughout the study on the Avoidance of Uncertainty, the
degree to which the community participants feel challenged by uncertain or unclear
circumstances and have developed values and structures that seek to avoid these. On this
level, Australia has a rather moderate 51 (Bird, & Mendenhall, 2016).
LONG TERM ORIENTATION
Throughout this aspect, Australia averages 21 and therefore has a positive
community. People in these cultures are eager to create the absolute truth; they are

CROSS CULTURAL ANALYSIS 6
conventional of thinking. I have deep regard for customs and a fairly low desire to invest for
the future (heldon, Rauschnabel, Antony, & Car, 2017).
INDULGENCE
Australia is an indulgent country with a strong ranking of 71. Individuals in
communities ranking high in indulgence are usually able to understand their needs and
aspirations for life and pleasure. They are confident and ambitious. They have a good
outlook. Moreover, they put a greater emphasis on recreation, behave according to your
desires and invest money.
'Within cross-cultural interactions, people's vocabulary and attitudes
are driven by their cultural expectations of communicative conduct.'
Cross-cultural contact has become strategically essential for businesses as a
consequence of development of the multinational economy, technology, and Internet.
Intercultural contact is essential for any organization with different workers or plans National
company strategy. This kind of communication includes a sense of how individuals of diverse
cultures interact, connect and interpret the environment around them.
Within an organisation, intercultural cooperation is about knowing various market
practices, values and methods of contact. Cross-cultural interactions may have significant
influences on language variations, high-context and low-context society, non-verbal gaps and
power gap (Rufín, Bélanger, Molina, Carter, & Figueroa, 2018).

CROSS CULTURAL ANALYSIS 7
REFERENCES
Bird, A., & Mendenhall, M. E. (2016). From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business, 51(1), 115-126.
Disabato, D. J., Goodman, F. R., Kashdan, T. B., Short, J. L., & Jarden, A. (2016). Different
types of well-being? A cross-cultural examination of hedonic and eudaimonic well-
being. Psychological assessment, 28(5), 471.
Johnson, J. L., & Cullen, J. B. (2017). Trust in cross‐cultural relationships. The Blackwell
Handbook of Cross
‐Cultural Management, 335-360.
Kite, M. E., Togans, L. J., & Case, K. A. (2018). Cross-cultural attitudes toward sexual
minorities. Culture across the curriculum: A psychology teacher’s handbook, 407-
426.
Kite, M. E., Togans, L. J., & Case, K. A. (2018). Cross-cultural patterns of
attachment. Handbook of attachment: Theory, research, and clinical applications,
852-877.
Rufín, R., Bélanger, F., Molina, C. M., Carter, L., & Figueroa, J. C. S. (2018). A cross-
cultural comparison of electronic government adoption in Spain and the USA.
In Technology adoption and social issues: Concepts, methodologies, tools, and
applications (pp. 476-493). IGI Global.
Sheldon, P., Rauschnabel, P. A., Antony, M. G., & Car, S. (2017). A cross-cultural
comparison of Croatian and American social network sites: Exploring cultural
differences in motives for Instagram use. Computers in Human Behavior, 75, 643-
651.