Interview Insights on Cross-Cultural Management: Negotiating Global Business and Motivating Across Cultures

This paper is based on the interview of Tan Jing Ye, a Chinese who is a citizen of Malaysia and working in Singapore. An interview is conducted to focus on the cultural issues that he has faced after moving to USA. The interview schedule consisted of 20 simple questions, which consisted of both open- ended and close- ended questions. The questions were set in an ethical manner so that the interviewee does not feel uncomfortable while answering the questions. This interview was effective in gathering information about the issues faced by the expatriates in a foreign country. The cultural conflicts between the culture of Singapore and USA were clearly explained by means of this report.

Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
Table of Contents
1. Introduction ...…………………………………………………………………....... 2
2. Background information of interviewee ………………………………………....... 2
3. Interview insights ………………………………………………………………......2
3.1 Negotiating global business …………………………………………………… 2
3.2 Motivation across cultures …………………………………………………...... 3
4. Analysis and evaluation …………………………………………………………… 4
4.1 Personal reaction level ………………………………………………………… 4
4.1.1 Negotiating global business ………………………………………….3-4
4.2 Analytical level ………………………………………………………………... 4
4.2.1 Negotiating global business ………………………………………….... 4
4.2.2 Motivating across cultures …………………………………………...... 5
5. Conclusion ……………………………………………………………………....... 5
6. Bibliography ………………………………………………………………………. 6
7. Appendices ………………………………………………………………………7-10
Appendix A …………………………………………………………….......7
Appendix B ……………………………………………………………...8-10
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
1.0 Introduction
This paper is based on the interview of Tan Jing Ye, a Chinese who is a citizen of
Malaysia and working in Singapore. An interview is conducted to focus on the cultural issues
that he has faced after moving to USA. The interview schedule consisted of 20 simple
questions, which consisted of both open- ended and close- ended questions. The questions
were set in an ethical manner so that the interviewee does not feel uncomfortable while
answering the questions. This interview was effective in gathering information about the
issues faced by the expatriates in a foreign country. The cultural conflicts between the culture
of Singapore and USA were clearly explained by means of this report.
2.0 Background information of interviewee
Tan Jing Ye is a native of Malaysia but staying in Singapore for 3 years. He is the CEO of
Manulife Insurance Company, which was established in the year 1993. This company has 10
outlets in USA and one each in Canada and West Indies. Jing Ye was previously working as
the insurance agent of another company in USA for 4 years. Afterwards he shifted to
Singapore as the CEO of Manulife Insurance Company. He has done diploma in business
management from Nanyang Business School and after passing out from there he has joined
the company in USA. This man of age 29 years is facing difficulty in coping up with the
USA culture and he has struggled hard to overcome the language and cultural barriers.
3.0 Interview insights
3.1 Negotiating global business
From the interview, it can be inferred that Tan was initially more than excited to get such
a great opportunity in the position of a CEO but at the next moment, he was upset because of
his language barrier. Being a resident of Malaysia, Malay was his mother tongue and he was
not fluent in English. Apart from language, there is immense cultural difference between
these two countries. He felt heartbroken, as he did not want to miss such a lucrative offer.
Culture and language are the two most important factors required to work in a foreign
country. In terms of etiquettes, Tan had to research for the acts which were considered polite
in the American culture and which were rude. USA is considered as the melting pot of culture
and etiquettes and there is no strict rule regarding the behavior of an individual in the public
place. In USA, one needs to be cautious about any kind of illegal behavior and not intervene
in other’s personal space. On the other hand, there are certain acts and body languages, which
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
might upset the local people. It is a rude gesture in Singapore to point at any object or person
using the feet as the Singaporeans consider their head sacred. For instance, the Americans do
not find any offence in patting the head of a child for fun, but it is regarded as an extremely
impolite behavior among the Singaporeans.
3.2 Motivation across cultures
Tan mentioned in his interview that his negative feelings about working in a different
cultural environment were met with successful outcome when he was acquainted to an
extremely cooperative team in Manulife Insurance. He found out that the employees and
managers in the particular company have no issues in working with a person from different
cultural background. Even other employees from Asian countries worked in that US
Company for more than 5 years. All those employees had initially faced difficulties with
working in the foreign country. Later on, they got motivated from the native and senior
American employees who held their hand in working together for their individual progress as
well as improving organizational performance. The interviewee was delighted to find out an
excellent motivation system within the organization, which was beyond his expectation.
Initially he had a feeling that he will be looked down by the Americans, as he was an
expatriate. His thoughts went on contrary with the experience gained at Manulife Insurance.
The former CEO of the company introduced him in front of the employees and clearly
explained in front of him that his nationality should not be an issue while working together.
The employees were reminded of those days when they had joined in the organization and the
way they were supported by others. Tan could not believe his ears and shocked to find out
that the CEO had so much power over the entire organization that none of the employees was
impolite to him in his entire journey of 4 years.
4.0 Analysis and evaluation
4.1 Personal reaction level
4.1.1 Negotiating global business
While conducting the interview I found out that there is lot of differences in the two
cultures of USA and Singapore. I think Tan was fortunate enough to find an extremely great
organization with a bunch of cooperative employees. However, it might not be the same for
every expatriate. I know other organizations in US who look down upon the Asian people.
Tan was initially on the right track to think that he will not get a warm welcome from the
people of USA. I think he could derive this conclusion because of prior experience from his
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
acquaintance and friends who have worked in the organizations of USA. If I would be in his
position, then I do not think that I would have accepted the offer. The reason behind this is
that I am not comfortable in working with people of different cultural background because I
am choosy about food and other cultural habits. Tan overlooked all those aspects and happily
accepted the offer without thinking much. In that case, he deserves applause as he had put his
career ahead of his personal choice. I admire him at this point for making the right decision,
as it is an important criterion of a CEO. However, I do not think I would have similar
experience when I will move out of my country to work in a foreign country. I might be faced
with a different attitude and behavior from my new company. It might happen that I would
not get a scope to work in US bit in other countries such as UK. I have personal issues in
working with the British people therefore, if I get a chance to work in that country I will
never accept that offer.
The cultural differences will be the first things to pop in my mind when I will get the
offer to work outside my country. As I was born and brought up in Singapore and never
moved out of my hometown in these 20 years, I am not habituated with the cultural traits if
other countries. On the contrary, if I get a scope in a renowned organization I will think about
it and research about the country’s culture. This interview will be a guide to my future career
and I will abide by the advice given by Tan. I would try to make changes in my behavior so
that I do not hurt the cultural sentiments of others in any way. I also look forward to conduct
such an interview with an expatriate who has worked in any other country apart from US. In
this way, I will be able to learn more about the cultural issues faced by the expatriates in
other countries. I will be able to enhance my knowledge on this particular area and prepare
myself for the upcoming days.
4.2 Analytical level
4.2.1 Negotiating global business
The interview with Tan Jing Ye had made me realize that family and work life need to
be balance and that moving to a foreign nation require lots of patience and courage. The
experience of the person is vast, as he had been managing companies in the US as well as
Singapore. The fact that he was completed a course on business management from a reputed
university in Singapore provided him with an opportunity to acclimatize with the change in
the cultural behaviour. If I was to undertake such a venture, I need to be knowledgeable about
the country in which I am transferring myself. I need to ensure that I understand the demands
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
of the employees in that country and at the same time ensure that my negotiation skills
develop. Negotiating on a global level can be difficult as the people and the culture are
different across cultures and therefore, it is necessary that I develop the skills so that I can
promote myself in the company. The interview that I had taken provided me with an idea
about the manner in which I need to develop myself if I am to transfer in a foreign nation. At
the same time, the interview made me realize that I need vast experience to manage
companies at a global experience. Therefore, a cultural front towards the development of
employees is needed so that motivation can be provided to the employees.
4.2.2 Motivating across cultures
The analytical research about the interview shows that Tan Jing Ye had prepared
about moving to USA by undertaking a proper analyses of the cultural factors in the country.
A comparison of the two countries shows that in Singapore the collectivism culture is more
than that in the US. The analysis of the interview shows that Tan Jing Ye misses the bonding
between the employees. The bonding between the employees is required for the improved
performance. Tan Jing Ye had managed to bring about a sense of co-operation between the
people and at the same time managed to decrease the rate of employee turnover. This can be
considered as a proper motivating factor for the employees across the cultures. It is difficult
to ensure that motivation between the people belonging to different cultures is maintained.
However, with the manner in which Tan Jing ye have managed to revolutionize the existence
and motivating factors of the employees’ points to the fact that he has the ability to continue
developing the business further. The fact that the company has seen a fall in the rate of
turnover among the employees has proved as a vital factor for the success. However, one of
the issues that I learned was the fact that the employees had initially disapproved about the
manager and had shown lack of support towards him. This was one of the most disappointing
moments as claimed by the interviewee, as he needed support so that he can continue to make
changes in the organization.
5. Conclusion
It can be concluded that it is necessary for a person to be highly experienced while
trying to implement cross-cultural behaviour within an organization. The experience of Tan
Jing Ye states that it is necessary to be well aware of the different cultural opinions that exist
in the market and at the same time ensure that people possess the ability to motivate others so
that they can be valuable for the cause of the organization. However, one aspect of the cross-
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
cultural management that need improvement is the manner in which diversity can be
managed in the organizations.
6. Bibliography
Ahern, K.R., Daminelli, D. and Fracassi, C., 2015. Lost in translation? The effect of cultural
values on mergers around the world. Journal of Financial Economics, 117(1), pp.165-189.
Ahn, H.S., Usher, E.L., Butz, A. and Bong, M., 2016. Cultural differences in the
understanding of modelling and feedback as sources of self‐efficacy information. British
Journal of Educational Psychology, 86(1), pp.112-136.
Allen, T.D., French, K.A., Dumani, S. and Shockley, K.M., 2015. Meta-analysis of work–
family conflict mean differences: Does national context matter?. Journal of Vocational
Behavior, 90, pp.90-100.
Busching, R., Gentile, D.A., Krahé, B., Möller, I., Khoo, A., Walsh, D.A. and Anderson,
C.A., 2015. Testing the reliability and validity of different measures of violent video game
use in the United States, Singapore, and Germany. Psychology of Popular Media
Culture, 4(2), p.97.
Ferris, D.L., Reb, J., Lian, H., Sim, S. and Ang, D., 2018. What goes up must... Keep going
up? Cultural differences in cognitive styles influence evaluations of dynamic
performance. Journal of Applied Psychology, 103(3), p.347.
Gurung, A. and Prater, E., 2017. A research framework for the impact of cultural differences
on IT outsourcing. In Global Sourcing of Services: Strategies, Issues and Challenges (pp. 49-
82).
Pennycook, A., 2017. The cultural politics of English as an international language.
Routledge.
Shams, F. and Huisman, J., 2016. The role of institutional dual embeddedness in the strategic
local adaptation of international branch campuses: Evidence from Malaysia and
Singapore. Studies in Higher Education, 41(6), pp.955-970.
Spring, J., 2016. Deculturalization and the struggle for equality: A brief history of the
education of dominated cultures in the United States. Routledge.
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Wente, A.O., Bridgers, S., Zhao, X., Seiver, E., Zhu, L. and Gopnik, A., 2016. How
Universal Are Free Will Beliefs? Cultural Differences in Chinese and US 4‐and 6‐Year‐
Olds. Child development, 87(3), pp.666-676.
Appendices
Appendix A
1. What changes have you seen in the cultural dimensions in both the countries?
2. What was your initial reaction after you first heard about the job?
3. How had been the first few days in the country?
4. Were you surprised by the way, you were greeted in the company?
5. What had been the most memorable experience while working in the company?
6. What had been the most shocking experience while working in the company?
7. You have been working at the company for 4 years how has been the experience so
far?
8. How did you prepare yourself while making the transition from one place to another?
9. Did you find any person that had helped you in your transition phase?
10. Did you receive any negativity from any of the members?
11. Currently, how is your relationship with your co-workers?
12. What was the most important thing that you had learned during your stay with the
company?
13. Do you like you current job and position?
14. How many people did you supervise?
15. Do you feel that you have made a difference in the organization?
16. How have you managed the changes?
17. Did you visit you home during the 4 years? What was the experience?
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
18. How did you prepare for the cultural change?
19. Have you applied for US citizenship?
20. What possible advice can you give to people relocating in a foreign country?
Appendix B
Answer 1: I have seen that the people of USA are individualist than the people of Singapore.
I considered this as a huge change that I needed to deal with in the country, as the selfish
nature of the individual seemed to be a big factor for the development of the company.
Answer 2: My initial reaction was that I had to relocate in a foreign place and that I needed to
bid farewell to the people with whom I had spent the bulk of my life.
Answer 3: The first few days in the country had been nerve racking for me, as I needed to
acclimatize with the environment of the country as well as the organizational environment.
Answer 4: Yes, the manner in which I was greeted in the company surprised me, as I did not
expect the people to be so much friendly. Despite the difference in work culture, the united
manner in which I was greeted provided me with instant motivation.
Answer 5: The most memorable experience while working in the company was that I had
managed to provide the company with a respectable position in the business market. This was
not the case before I had taken over
Answer 6: The most shocking experience while working in the company was the turnover of
the employees due to low wages being provided to them. This proved as a huge problem for
the company.
Answer 7: So far, the experience has been mixed, as I had to undergo dealing with the wrath
of the employees over the system of working and payment. At the same time, I had been
warmly welcomed in the company and that proved as a vital point for success in the
company.
Answer 8: I had learned to speak fluent English and managed to learn about the culture of the
country by reading books related to it.
Answer 9: I had the support from the general manager of the company during my period of
transition. He had helped me to understand the work culture of the company along with the
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
manner in which I need to conduct my behaviour in the working environment of the
company.
Answer 10: Initially, due to my inability to understand the work culture of the country I
found that employees were having an indifferent attitude towards me. This was a de-
motivating factor for me while working in the company.
Answer 11: At the present stage, my relationship with the co-workers has improved and
people have started to believe in my abilities as a leader. This has provided me; with an
opportunity establish my competence in the company.
Answer 12: During my stay with the company, I had learned that value and trust are
important for maintaining success. Without these two factors, it can be difficult for any
person to remain motivated in the company.
Answer 13: Yes, I like my current job and position. The new challenge that I had to face in
the company helped me in improving my skills as an HR manager.
Answer 14: During my time at the organization, I had supervised various people that
included the department heads along with the employees. These people were supervised
based on the contribution that they had made in the organization and the manner in which
they can contribute to its development.
Answer 15: Yes, I think I have made a difference in the organization as I had managed to
motivate the people working in it and have managed to improve the reputation of the
organization.
Answer 16: The changes that have been made by me in the organization include reducing the
number of employee turnover in the organization. I have also managed to recruit talented
employees in the organization.
Answer 17: I visit my home frequently particularly during the festive season. The experience
that I feel by visiting my home and family is surreal. I feel like taking my family members in
USA so that they can be settled in the country and help me to continue my work in the
company.
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Shoman Tong (Cross-Cultural Management) FT UCD BBS 28 D
Answer 18: I started following various American books and journals that provided an idea
about the culture that is followed in the country. This has helped me to remain aware of the
cultural difference and be knowledgeable about the cultural changes in the company.
Answer 19: No, I have not applied for US citizenship in the country. The reason behind this
is that I may feel the need to move back in my home country if a better opportunity arises or
if I retire from work.
Answer 20: My advice will be to be read about the varying culture that exists between two
countries and ensure that positivity is provided to the company in which you work. Visiting
the home country is also required.
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