Cross Cultural Management: Understanding Cultural Differences in Canada and South Africa

This report analyzes the cultural differences between Canada and South Africa using cross-cultural models. It also includes challenges, recommended training programs, and considerations for foreign assignments.

Running head: Cross Culture Management
Cross Cultural Management
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Contents
Introduction......................................................................................................................................2
Cultural Overview...........................................................................................................................2
Cross Cultural Differences..............................................................................................................2
Hofstede Cultural Dimension.......................................................................................................2
Trompenaars Cultural Dimension....................................................................................................5
Foreign Assignment Preparation.....................................................................................................7
Consideration...................................................................................................................................8
Cross cultural Training....................................................................................................................8
Conclusion.....................................................................................................................................10
Bibliography..................................................................................................................................11

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Introduction
The research report is prepared on ‘Cross-Cultural Management’. It is conducted on two
countries including Canada and South Africa. Cross-Culture model is used to determine and
analyze the cultural differences prevailing between the countries, as it is essential for a Global
business achievement. Its success is also marked by its performance based on the understanding
of cultural diversity of a country. The key purpose of the research report is to develop a better
knowledge of cultural theories and models in respect of both the countries. Apart from Cross-
Cultural differences, it also includes the challenges and recommended trainings and programs. In
order to support the business success, required considerations and effective preparations are also
included.
Cultural Overview
Singapore attains the population of 2.7 million. It has four official languages including English,
Tamil and Malay. The working language of the country is English (Culture, 2019). In Singapore,
business meals are not usually preferred for meetings. However, Dining is used to build
entertainment, strengthen the business and social relation in the organization. Modest business
gifts are usually shared by the Singaporean has to express obligations. Punctuality is given due
consideration in the Singapore business culture (Trade, 2019).
South Africa has a population of 55 million people of diverse culture (Atlas, 2019). English is
considered as a second official language in South Africa. South Africans are considered friendly
as they express their affection openly. In the business culture, they often show respect to the
authority holders in the workplace. Further, business lunch and dinners are usually shared among
the South Africans and they attain great preference for Non-veg in such meetings (Expatica,
2019). They value punctuality and prefer personal meetings to develop connection in the
business culture. Moreover, exchanging gift is considered as a part of their business culture
(Trade, 2019).
Cross Cultural Differences
Hofstede Cultural Dimension
Figure 1: Cross cultural differences

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Source: (Insight, 2019)
Power Distance- Singapore has scored high ranking in this dimension. It suggests that power is
centralized and it is in the hands of top authorities only. Subordinates rely heavily on top
authorities. The flow of communication is formal towards the top authorities. Further,
communication is usually indirect with the top level. There is low interpersonal relationship
between the Top authorities and the subordinates in the workplace. In case of South Africa,
Power distance is intermediate in the work place. It means that a great proportion of African
employees are satisfied with the hierarchical distribution of power. In the workplace, the flow of
communication between the upper and lower department is formal to some extent (Rinne et al.,
2012).
High power distance enhances the effort of an organization to conduct its operation in Singapore.
The challenge emerged is to minimize the dependence of subordinates on the top authority
holders as it will reduces the degree of delayed output from the lower level department.
Moreover, another challenge is to develop fruitful relations between the different authority
holders in the workplace.
Individualism -Singapore attains a low ranking in this factor. It means that Singaporean usually
considered themselves as a part of a group. They pay active participation in groups including
organization and family groups. They pay prior attention towards developing better relation with
the other staff members. They usually maintain harmony among the workplace and attain a huge
respect for others. Moreover, the flow of communication is indirect. South Africa is considered
as a highly individualistic country. It means that Africans attains high preference for themselves.

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They take less interest in groups and associations in the workplace. Moreover, they share poor
relation with the co-workers. Hence, African employee’s mutual relations depend on their
personal gain and benefits (Hofstede, 2011).
As in South Africa, employees prefer being individualistic in the workplace. It develops a
challenge for an organization to develop certain collectivism among them for better team
performance. Moreover, to enhance the mutual bond they share with the staff members. This will
help in developing harmonious environment in the organization.
Uncertainty Avoidance – It is the degree to which individual feel deviated from the ambiguous
situations. A very low score is attained by Singapore in this dimension. It suggests that
Singaporeans do not avoid ambiguous situation in the workplace. They have the capacity to
deals with the uncertain conditions and factors prevailing in the organization. Africa has received
an average score in this cultural factor. It states that Africans has low preference for uncertain
situation and work in the workplace. Further, they usually prefer relaxed attitude thus avoids
threats from the uncertainty (Oliver, 2011). Hence, it develops a challenge for an organization to
introduce new technology and newer production methods as African’s deviates from new and
uncertain situations.
Long Term Orientation - Singapore has attained a good ranking in this cultural element. It
states that Singaporeans pay prior interest towards long-term investment. Further, they feel
content by achieving gradual results. In case of Africa, people have strong cultural values and
belief and they usually rely on them. African employees are normative in their approach. It
means, they have the capacity to judge actions correctly and favor rules and norms prevailing in
the organization. Moreover, they believe in achieving quick outcomes in the workplace
(Education, 2019).
It develops a threat for an organization in Singapore. As Singaporean’s feel content from slow
result in the workplace, it generates of challenge of achieving quick outcomes from them without
compromising on the quality of work. As it is very essential to gain productive and quick results
from the employees because it will ultimately enhances the organization’s overall productivity.
Indulgence - Singapore has attained an intermediate ranking in this cultural element. It states
that Singaporeans fulfills only such desires and requirement that attains high necessity.

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Moreover, Singaporeans gave equal importance and consideration to work and leisure. The latter
has received a high score in this element. It suggests that Africans exhibits positive and
optimistic attitude in the workplace. Further, they pay prior importance to fulfilling their desires
and wishes and thus favor activities that provide them with leisure time (Cohn & Russell, 2015).
As South Africans pay prior attention towards leisure time, it develops a challenge for an
organization to gain proper attention and due consideration of the African employees in the
workplace.
Trompenaars Cultural Dimension
Figure 2: Trompenaars factors
Source: (EPM, 2019)
Neutral and Emotional – Singapore is one of the least emotional countries. It states that
Singaporeans attains difficulty in expressing their ideas and thoughts (Guardian, 2019).
Moreover, they try to control their emotions and try to escape from reveling them. South African
are usually friendly and thus uses emotions to express their thoughts and feelings but to a limited
extent (Expatica, 2019). It suggests that African employees share a better bond with their peers
in the workplace. It brings a challenge for an organization to understand the Singaporeans
employee’s thoughts. It is very necessary for an organization to develop a great understanding of
their staff members. It will assist in serving them better in the workplace.

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Figure 3: List of emotionless countries
Source: (Gallup, 2012)
Universalism and Particularism - Singapore is a follower of universalism. It suggests that
Singaporeans abide by the rules and regulations prevailing in the environment. They believe in
dealing fairly with people (World, 2019). Moreover, they follow the same approach in their
workplace. In case of South Africa, rules and guidelines are not given much emphasis. Africans
employee’s response depends on the situation prevailing in the work environment. It develops a
challenge for an organization to highlight the importance of rules and regulations and enforce the
same among the South African staff members (Appiah & Gates, 2010).
Sequential and Synchronous Time- Singaporeans are highly punctual in their business culture.
They prefer clear deadlines to follow better time management. Moreover, Singaporeans lay prior
attention towards fulfilling their duties on time (World, 2019). South Africa is a country with
least punctuality level. It suggests that South Africa shares a poor approach with punctuality.
Further, South Africans are flexible in their timing. (Conversation, 2016) Moreover, South
African’s employees do not value time and thus compromise with meeting the deadlines in the

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workplace. It will bring difficulty for an organization to operate in South Africa as it develops a
challenge of generating punctuality among the people of South Africa. It is mandatory for an
organization to develop punctuality among its workforce, as it will reduce the delay in total
output.
Foreign Assignment Preparation
Expectations- Manager must frame and regulate achievable prospects from the foreign
assignment project in Singapore and Africa.
Study- In order to develop a better understanding of the Singapore and South Africa country for
foreign assignment, manger should read more cultural books and blogs that assist in gaining
better knowledge about both the country’s culture. Further, watching culture oriented movies can
also assist the mangers. Cultural knowledge is very essential for an international assignment, as it
will safeguard the managers from hindering the Singapore and South Africa cultural value in the
business process.
Explore - Manager should enhance the understanding of cultural environment of Africa and
Singapore by exploring. Use of Google should be initiated as it provides ease in learning through
online channel. Moreover, manager must discover important cultural places to develop better
connection with the country.
Language – Manager must attain an efficient knowledge with the Singaporean and English
language as they are widely spoken in Singapore and South Africa. This could be developed with
the help of tutor by taking language classes for the foreign assignment. This will help in sharing
better communication with the Singaporean’s and Africans.
Social support- Developing social connections with the Singaporeans and African’s can assist in
gaining wide cultural familiarity. This could be done by sharing time and activity with the co-
workers. Moreover, manager should approach the counselors and culture mentor attaining cross-
cultural experience (EDU, 2019).
Consideration
 One of the important things to be considered before entering in the foreign market,
manager must have proper understanding with the cultural and business laws prevailing

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in Singapore and South Africa. They should also know the conditions that will held them
liable in the court in the international market.
 Manager should have clear and strong understanding with the foreign assignment
(Hamilton & Webster, 2018).
 Manager must pay attention towards recruiting the correct employees in Singapore and
South Africa as workforce has a great hand in the organization success in the
international market.
 Gain required knowledge from the foreign assignment experience holders (Molinsky &
Hahn, 2016).
Cross cultural Training
Cultural environment awareness training will provide the manager with the all the necessary and
key information that is essential for a manager to operate business in Singapore and South
Africa. Moreover, through this training manager would be able to understand the Singaporean’s
and Africans behavior in the workplace. Through this training manager would be able to conduct
appropriate cultural programs in the organization. This will further help in overcoming the
challenge of high individualism in South Africa. By developing business lunch and cultural
programs, it will help in reducing the level of individualism among the African employees. It
would help in developing association within the staff members and will generate interpersonal
relations in the organization (Fisher, 2015).
Moreover, this training will serve in overcoming the challenge of high power distance and
understanding neutral emotions of the employees in Singapore. By conducting official dinners
and rewarding the Singaporean’s with moderate gifts, will generate mutual relation within the
different authority holders in the organization. Better mutual relation will reduces the
dependence on high authority holders, as subordinates feel free to ask for guidance instead of
depending heavily on them. This in turn, will assist in better understanding of the neutral
emotions of the Singaporeans in the workplace.
Intercultural Simulation training is a form of educational activity. The training practices involve
role-playing various situations by the mangers. The training program includes a group of expert
that judge the effectiveness of the response in respect of situation assigned (Wiggins, 2011). It
will assist the employees in solving future problems that may prevail in the international

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assignment in Singapore and South Africa. This training will provide assistance in solving the
challenge of high uncertainty avoidance in South Africa. Through the practices of this training,
manager will be able to understand the reason and queries of African employees in respect of
uncertainty avoidance. Further, it will assist in responding correctly to the emerged problem
among the employees in the workplace.
Field experience is one of the most beneficial training for foreign assignment because it provides
practical knowledge to managers. Manager would be able to apply the learning’s from the other
trainings. It provides live experience and enhances the capacity to deal and operate business in
the international environment (Hubbard, 2013). It would also prove beneficial in overcoming the
challenge developed in Singapore in respect of poor long-term orientation. Through the learning
of the cultural and business environment of Singapore, manager can develop an understanding of
the motivating factors among the Singaporeans. Similarly, by offering motivating incentives to
Singaporeans, it would help in developing long-term orientation among them. It will ultimately
results in the achievement of quick results from the motivated workforce.
Language Training forms the base for operating in the international environment. Manager must
attain the excellence in the Singaporean and African language. Moreover, it would help in better
understanding of the country laws and business regulations. It would help the manager in
overcoming the challenge of particularism in South Africa. Through effective language
knowledge manger would be able to highlight it better to the staff members, the importance of
rules and regulations in the workplace.
‘Work and Fun’ program can be initiated to meet the level of indulgence among the African
workforce. It can be done by linking the fun and leisure activities with the employee work
performance and punctuality in the organization. In order to fulfill the desires of leisure activity,
African employees will be more punctual and contribute to their full potential to earn such
leisure rewards. Through this, organization can gain better and quality performance from its
employees. Moreover, it will also help in reducing the synchronous timing among the same
(Wireman, 2010).

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Conclusion
The report summarizes on Cross Cultural differences. It involves of the overview of the
Singapore and South Africa in the cultural aspect. In order to gain a better understanding with
their work culture, Hofstede and Trompenaars cultural dimensions are used to develop effective
comparison between them. From the analysis, various challenges have been emerged for the
managers in both the countries. In order to overcome the threats and challenges prevailing in
Singapore and South Africa, various training methods and programs are suggested for the
managers. Moreover, it also includes the consideration and the required preparation towards the
foreign assignment. Hence, it is concluded that through effective training, cultural challenges can
be overcome resulting in the success of the foreign assignment in both the countries.

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