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

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.