Expatriate Interview: Cross Cultural Management at Singtel Singapore

This report presents an analysis of cross-cultural management through an interview with an Australian IT expert working as an expatriate at Singtel Singapore. The interview explores the expatriate's experiences, challenges, and adaptations in navigating cultural differences. The report covers the interviewee's initial reactions to the new environment, surprises about work culture, and relationships with coworkers. It also includes a self-reflection on the interviewer's potential feelings as an expatriate and an analysis using Hofstede's cultural dimensions to compare Singapore and Australia. The report concludes with insights into the expatriate's personal growth and advice for others undertaking foreign assignments, providing a comprehensive overview of cross-cultural management from a practical perspective.

Running head: CROSS CULTURAL MANAGEMENT
Cross Cultural Management
Name of the Student:
Name of the University:
Author Note:

1CROSS CULTURAL MANAGEMENT
Table of Contents
Introduction:....................................................................................................................................2
Description of the Interviewee:.......................................................................................................2
Description of the Interview:...........................................................................................................3
Self Reflection:................................................................................................................................6
Analysis of the Interview:................................................................................................................7
Conclusion:......................................................................................................................................9
References:....................................................................................................................................10
Appendix:......................................................................................................................................12

2CROSS CULTURAL MANAGEMENT
Introduction:
The report gives an overview of cross-cultural management from the perspective of an
expatriate. Cross-cultural management involves the management of the work teams in a manner
that consider differences in the preferences, culture and practices of the consumers in the global
or the international business context (Thomas & Peterson, 2017). Here, the report put forward
the description of an interview of an expatriate along with a brief description of the interview in
terms of sex, age, country and the educational background. An expatriate represents an
individual living in the country other than his or her native country either temporarily or for work
related reasons. In other words, expatriate represents an individual who surrenders the citizenship
of the home country for becoming a citizen of another country. The report also puts across a
personal reactions and feelings formed after the interview. The report also portrays a discussion
about the learning from the course of the interview and the aspects that relates to the studies.
Description of the Interviewee:
The person interviewed for this report was Andiev Michael. The interviewee was a male and
was thirty-four years old. The interviewee was an IT expert who was responsible for looking
after the IT department in one of the subsidiaries of Singtel, known an Optus, located in
Australia (optus.com.au, 2018). Presently he has been working as an expatriate in Singtel
Singapore (singtel.com, 2018). The company also known as Singapore Telecommunications
Limited represents one of the largest operators of mobile network in Singapore with close to 4.1
million subscribers (singtel.com, 2018). The company has a massive overseas network that
helped the interviewee in gaining a global exposure that proved invaluable in turning the person
into a better human being. He has been working as an expatriate in Singtel for the last one year

3CROSS CULTURAL MANAGEMENT
and the ride has not been quite smooth. However, he continues to stay on since he wants to be
part of the wave of the exciting challenges that the company has to offer. Singtel helps in
maximizing the career development in shortest possible time as it put forward necessary support
to the people for their career growth. Further, the company also offered a talent exchange
program (singtel.com, 2018).
Description of the Interview:
1. Tell me about your overseas assignment, from when you learned about being shifted to
Singapore?
“After working for Optus for about a year, I shifted to Singtel Singapore as an expatriate
where as an IT expert I was given the sole responsibility of heading the IT department. The
biggest challenge for me as an expat has been the differences in the cultures. Since different
cultures have own beliefs, norms, values and practice.”
2. How did you prepare for this cultural immersion in different environment?
“When I was told about the shift I prepared myself to face challenges in terms of
language, security and safety, depression and loneliness and the various local adjustments”.
3. What were the initial few days like in Singapore?
“The initial few days were really challenging since I was in an emotional disoriented state
due to the unfamiliar new environment. The culture shock resulted in an abrupt loss of
familiarity, loss of identity and a feeling of isolation (Tait, De Cieri & McNulty, 2014). The new
culture somehow gave me a feeling of the loss of the familiar cues that I have lived with all my
life”

4CROSS CULTURAL MANAGEMENT
4. What were the things that surprised you about the manner in which people worked or
thought?
“In Australia hierarchy exists for convenience and the superiors and the managers have
remained accessible relying on the teams and the individual employees for expertise. However,
in Singapore I have seen more centralization of power where the managers rely on the rules and
the instructions of the bosses (Zhang, 2013). Employees also wait for instructions. Here
communication is indirect and there is selective flow of information.”
5. What was the best thing about the culture?
“The best thing about the Singapore is the mix of talent and the work ethic. I am very
new to the culture so I am yet to understand and experience it yet. The harder work ethics leads
to the creation of an exciting dynamic (Warner, 2014)”
6. How would you like to sum your first six months?
“The first six months has been like a stance since I still had many things to learn and
adapt. This I was explaining to a friend lately that even after six months I was unable to have a
feeling like a home. It however takes a long time in settling down and changing your mindset”.
7. Did anyone help you in explaining the local culture and how did you confide in?
“Yes, I was introduced to the local culture by one of my ex colleagues who has been
residing in the country for some time. I came to know from him that the local are not only open
but also friendly towards the diverse culture. Singapore also has a culture that allows making
friends. This helped me in getting an overview of the culture and make quicker adjustments.”

5CROSS CULTURAL MANAGEMENT
8. How did the people perceive you?
“Initially the people were quite apprehensive about me although they perceived me with a
friendly gesture. In fact, I found quite an easy acceptance amongst your co-workers and received
all the necessary support”.
9. How do you describe the relationship you share with the co-workers?
“I share very positive relationship with my coworkers and try to make the job more
productive and enjoyable.”
10. What was the reaction of your family about living in Singapore?
“As Singapore is a clean, safe and well ordered country so the reaction of my family has
always extended a supporting hand towards my stay in Singapore. However, the climate
bothered them since the country has always been uncomfortably hot”.
11. With whom did you socialize, people from own culture, host country nationals and
other expatriates?
“Although I am not very social but whenever I do, I like spending time with both my
local expat colleagues.”
12. With how many co-workers did you interact on particular day?
“I am responsible for managing a team of thirty members so on a particular day I need to
interact with at least eight to ten coworkers in order to guide and instruct them”

6CROSS CULTURAL MANAGEMENT
13. What was supervision like in the host country?
“Supervision in the host country has been has been unique due to the centralization of the
power (Zhou, 2014). Here employees need to be directed and attitude towards the managers
remained formal which is quite unlike my home country”.
14. Do you feel any change within you due to working in Singapore? If yes, how?
“I have changed as a person since I have learnt to become more sensitive towards
different culture and customs and at the same time build rapport with clients and colleagues. I
have also learnt to value personal relationships”
15. What advice would you give a friend who was on his way for a foreign assignment?
“I would advice a friend to choose a central place for living so that it is easier for him to
view interesting places. I would also ask him to find group for socializing and plan on using
excellent trains, buses and taxis for getting around (Leggett, 2013). Lastly, besides this I will ask
him to visit other countries from Singapore and eat, as food is safe, delicious and reasonable.”
Self Reflection:
On the personal level as an expatriate, I would have thought and felt similar to the
experiences of the interviewee since one of the key challenges for an expat remains in adapting
to the cultural differences. Each culture has its own values, beliefs, norms and practice. In
addition, I would also have faced challenges in missing my own support network and adapting to
the different business environment and culture. I would have trouble in making new friends and
would not have a professional network. There would also be hurdles like language barrier and
trouble related to settling down. Settling down in a new culture will also involve substantial

7CROSS CULTURAL MANAGEMENT
effort. In other words, moving abroad will have an impact on the mental and the psychological
health.
Analysis of the Interview:
The interview is analyzed based on cross-cultural comparison between countries put
forward by Hoftstede based on five dimensions like power distance, individualism, masculinity,
uncertainty avoidance, long-term orientation and indulgence.
In terms of power distance, Singapore stands a score of 74 with a centralization of power
in comparison to Australia that a score of 36 representing the distribution of the power as per the
convenience (Hofstede, 2013). This fact visible in the excerpts of the interview mentioned above.
In terms of individualism, Singapore has a lower score of 20 thereby representing a moral
basis that possesses priority over the fulfillment of the task (Triandis, 2018). Australia on the
other hand has a score of 90 which implies that in the business world the employees not only
display initiative but are also self reliant. Through the interview one can also visualize the aspect.
In terms of masculinity, Singapore stands at a score of 48 compared to Australia whose
score is 61. Here people are more modest and humble and avoid conflicts in the workplace
compared to Australia where people remain proud of their achievements and success (Cheng,
Yeoh & Zhang, 2015). This aspect is however not clearly put forward by the interview.
In terms of uncertainty avoidance, Singapore has a score of 8 representing the fact that
the people abide by various rules and is unable to take instant action in comparison to Australia
that has an intermediate score of 51(de Bellis et al., 2015). This aspect has been visible in the
interview mentioned in the report

8CROSS CULTURAL MANAGEMENT
In the aspect of long term orientation, Singapore stands at a higher score of 72 thereby
representing the fact that cultural qualities provides motivation for long term investment in
comparison to Australia having a score of 21 representing the strive for the quick results (Arli &
Tjiptono, 2014). This dimension is also portrayed in the interview mentioned.
In terms of indulgence, Singapore has an intermediate score of 46 compared to Australia
is an indulgent country and has a score close to 71 thereby representing optimism and the
positive attitude of the people. The Australians also prefers in socializing. The interview also
talks about the extent of socialization in Singapore.
Figure 1: Graphical Representation of Hofstede Country Comparison
Source: (Helmreich & Merritt, 2017)

9CROSS CULTURAL MANAGEMENT
Conclusion:
The report ends by providing an analytical overview of the interview in the context of the
Hoftstede model. The report also has a section portraying the self reflection of the interviewer
whether he/she thinks on similar lines. The report also put forward the interview process of an
Australian expatriate to Singapore. There is also a brief description of the interview in the
context of the various aspects.

10CROSS CULTURAL MANAGEMENT
References:
Arli, D., & Tjiptono, F. (2014). The end of religion? Examining the role of religiousness,
materialism, and long-term orientation on consumer ethics in Indonesia. Journal of Business
Ethics, 123(3), 385-400.
Cheng, Y. E., Yeoh, B. S., & Zhang, J. (2015). Still ‘breadwinners’ and ‘providers’: Singaporean
husbands, money and masculinity in transnational marriages. Gender, Place & Culture, 22(6),
867-883.
de Bellis, E., Hildebrand, C., Ito, K., & Herrmann, A. (2015). Cross-national differences in
uncertainty avoidance predict the effectiveness of mass customization across East Asia: a
large-scale field investigation. Marketing Letters, 26(3), 309-320.
Helmreich, R. L., & Merritt, A. C. (2017). Culture at work in aviation and medicine: National,
organizational and professional influences. Routledge.
Hofstede, G. (2013). Hierarchical power distance in forty countries. Organizations Alike and
Unlike, ed. CJ Lammers and DJ Hickson (L Hoobler, JM, & Brass, DJ (2006). Abusive
supervision and family undermining as displaced aggression. Journal of Applied Psychology,
91 (5), 1125. ondon: Routledge and Kegan Paul, 1979), 97-119.
Leggett, C. (2013). Workforce development and skills formation in Singapore: developing and
augmenting talent(Vol. 118, pp. 89-114). Routledge.
optus.com.au (2018). [online] Available at: https://www.optus.com.au/ [Accessed 22 Jun. 2018].
singtel.com (2018). [online] Available at: https://www.singtel.com/ [Accessed 22 Jun. 2018].

11CROSS CULTURAL MANAGEMENT
singtel.com (2018). [online] Available at: https://www.singtel.com/about-us [Accessed 22 Jun.
2018].
singtel.com (2018). [online] Available at:
https://www.singtel.com/about-us/careers/professionals [Accessed 22 Jun. 2018].
Tait, E., De Cieri, H., & McNulty, Y. (2014). The opportunity cost of saving money: An
exploratory study of permanent transfers and localization of expatriates in
Singapore. International Studies of Management & Organization, 44(3), 80-95.
Thomas, D. C., & Peterson, M. F. (2017). Cross-cultural management: Essential concepts. Sage
Publications.
Triandis, H. C. (2018). Individualism and collectivism. Routledge.
Warner, M., 2014. Culture and management in Asia. Routledge.
Zhang, Y. (2013). Expatriate development for cross-cultural adjustment: Effects of cultural
distance and cultural intelligence. Human Resource Development Review, 12(2), 177-199.
Zhou, Y. M. (2014). Supervising across borders: The case of multinational
hierarchies. Organization Science, 26(1), 277-292.