Bell, a Polish woman, experienced significant culture shock when moving to Singapore for work over seven years ago. She faced gender discrimination and inequality in Poland but found Singapore to be much more egalitarian. She was positively shocked by how easy it was to pursue her career and face less prejudice as a woman in Singapore. Bell integrated well into Singapore due to the country's diversity and support from locals. She now considers Singapore her home and feels more appreciative of things than locals.
This document discusses the selection, training, and compensation of expatriate managers. It describes three types of staffing policies organizations use to fill international positions. It also identifies four dimensions that predict expatriate success: self-orientation, others orientation, perceptual ability, and cultural toughness. Regarding training, it states that cultural, language, and practical training can help reduce expatriate failure. Finally, it outlines the common components of an expatriate compensation package, including base salary, allowances, and ensuring equal purchasing power across countries through adjustments.
Analysis on selection policy and criteria for expatriate selection in BangladeshShamimansary
The document discusses expatriate selection policy and criteria in Bangladesh. It defines an expatriate as someone who lives and works in a foreign country. Companies in Bangladesh sometimes require expatriates due to lacking local skills or to improve efficiency. However, hiring expatriates involves costs and risks if not done properly. While Bangladesh lacks fixed expatriate policies, companies generally follow European models. Selection criteria focus on technical skills, experience, cultural adaptation, family needs, language abilities, and other country-specific factors. Training is also important for cultural and language preparation.
Training and development in international contextkoshyligo
This document discusses cross-cultural training (CCT) for expatriates working internationally. It covers the goals of CCT, which include increasing knowledge and skills to live and work effectively in an unfamiliar host culture. CCT aims to produce cognitive, affective, and behavioral changes. The document also discusses needs assessment, types of international assignments, CCT content including cultural and language training, methods like cultural briefings and role playing, and evaluating CCT effectiveness.
HR - Expats challenges in China, pre-departure training, pre-departure training measurement, Performance Management Issues
Kirk Patrick evaluation process
The document discusses international assignments as a tool for training and development. It notes that expatriates can train host country nationals on systems and procedures, and that international assignments provide management development through job rotation. It also outlines components of effective pre-departure training such as cultural awareness programs, language training, and practical assistance. Finally, it discusses how international assignments and teams can benefit multinational organizations through innovation, knowledge transfer, and developing shared values.
The document discusses the challenges of cross-cultural management in the future, as the changing business environment including uneven development between countries, the influence of transitioning economies, advances in technology, and pressure on the natural environment will require managers to adapt organizations and develop global management skills to operate across diverse cultures. Future managers must learn to balance the complex interplay between globalization and cultural trends to deal with these additional layers of complexity.
This document discusses key factors for successful expatriate assignments. It begins by defining expatriate failure as an early, unplanned return or an ineffective overseas posting. Research shows failure rates range from 10-50% depending on the destination. There are three types of failures - early termination, an unprofitable assignment, or lack of support leading to an employee leaving the company.
The document then examines reasons for failure, including individual factors like lack of adaptability or going abroad for the wrong reasons, as well as family pressures. Work factors include poor selection criteria, lack of support, and bad job matches.
Finally, the document outlines key success factors such as comprehensive selection processes, relevant training for expatriates and spouses,
Exporting can increase sales, market share, profit and lower per unit costs by expanding into foreign markets, but it also carries extra costs, financial risks and requires adapting products for other cultures with potentially less market information. Exporting allows companies to diversify and extend the life cycle of their products, but may require overcoming additional expenses, uncertainty and cultural adaptation challenges.
This document discusses the selection, training, and compensation of expatriate managers. It describes three types of staffing policies organizations use to fill international positions. It also identifies four dimensions that predict expatriate success: self-orientation, others orientation, perceptual ability, and cultural toughness. Regarding training, it states that cultural, language, and practical training can help reduce expatriate failure. Finally, it outlines the common components of an expatriate compensation package, including base salary, allowances, and ensuring equal purchasing power across countries through adjustments.
Analysis on selection policy and criteria for expatriate selection in BangladeshShamimansary
The document discusses expatriate selection policy and criteria in Bangladesh. It defines an expatriate as someone who lives and works in a foreign country. Companies in Bangladesh sometimes require expatriates due to lacking local skills or to improve efficiency. However, hiring expatriates involves costs and risks if not done properly. While Bangladesh lacks fixed expatriate policies, companies generally follow European models. Selection criteria focus on technical skills, experience, cultural adaptation, family needs, language abilities, and other country-specific factors. Training is also important for cultural and language preparation.
Training and development in international contextkoshyligo
This document discusses cross-cultural training (CCT) for expatriates working internationally. It covers the goals of CCT, which include increasing knowledge and skills to live and work effectively in an unfamiliar host culture. CCT aims to produce cognitive, affective, and behavioral changes. The document also discusses needs assessment, types of international assignments, CCT content including cultural and language training, methods like cultural briefings and role playing, and evaluating CCT effectiveness.
HR - Expats challenges in China, pre-departure training, pre-departure training measurement, Performance Management Issues
Kirk Patrick evaluation process
The document discusses international assignments as a tool for training and development. It notes that expatriates can train host country nationals on systems and procedures, and that international assignments provide management development through job rotation. It also outlines components of effective pre-departure training such as cultural awareness programs, language training, and practical assistance. Finally, it discusses how international assignments and teams can benefit multinational organizations through innovation, knowledge transfer, and developing shared values.
The document discusses the challenges of cross-cultural management in the future, as the changing business environment including uneven development between countries, the influence of transitioning economies, advances in technology, and pressure on the natural environment will require managers to adapt organizations and develop global management skills to operate across diverse cultures. Future managers must learn to balance the complex interplay between globalization and cultural trends to deal with these additional layers of complexity.
This document discusses key factors for successful expatriate assignments. It begins by defining expatriate failure as an early, unplanned return or an ineffective overseas posting. Research shows failure rates range from 10-50% depending on the destination. There are three types of failures - early termination, an unprofitable assignment, or lack of support leading to an employee leaving the company.
The document then examines reasons for failure, including individual factors like lack of adaptability or going abroad for the wrong reasons, as well as family pressures. Work factors include poor selection criteria, lack of support, and bad job matches.
Finally, the document outlines key success factors such as comprehensive selection processes, relevant training for expatriates and spouses,
Exporting can increase sales, market share, profit and lower per unit costs by expanding into foreign markets, but it also carries extra costs, financial risks and requires adapting products for other cultures with potentially less market information. Exporting allows companies to diversify and extend the life cycle of their products, but may require overcoming additional expenses, uncertainty and cultural adaptation challenges.
Performance management of international employeesUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management requires consideration of both quantitative goals as well as qualitative attributes, and balancing global standardization with local responsiveness.
International staffing presents many challenges for multinational companies. It is important to give special attention to staffing practices in overseas units due to geographic distance from headquarters. There are several options for staffing foreign operations, including using parent country nationals, host country nationals, or third country nationals. An effective staffing strategy must consider costs, cultural issues, goals and policies to ensure success in foreign markets.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
The ethnocentric approach is an international recruiting method where companies fill key positions with employees from their parent country. Managerial decisions are made at headquarters and implemented uniformly across foreign branches. This allows for easier coordination and communication without language or cultural barriers. Typical examples include Japanese companies like Panasonic and Sony, which use ethnocentric staffing in foreign branches for its communication benefits and lack of local expertise.
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Project Management Case Study – IDEO Redesigning Cineplanet Cinema ExperienceBalaji Katakam
• Defined scope of the project, drafted a Project Charter, worked on Resource Allocation and Project Scheduling
• Developed a list of Deliverables and Milestones, defined success measures, submitted a report as a project manager
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
International Journal of Human Resource Manaagement (2009)ymcnulty
Many managers in global firms regard the ability to obtain a return on investment (ROI) from expatriates as important, given the substantial costs associated with global staffing practices, particularly international assignments, and the risks and uncertainties of deploying key talent. This research examines how expatriate ROI is measured for long-term assignments in 51 global firms, across 18 industries, and with headquarters in North America, UK, Europe, Africa, and Asia Pacific.
This document discusses factors that influence expatriate adjustment, including personal factors, job and organizational support, spouse adjustment, and time spent in the new country. It examines predictors of different types of adjustment like general/cultural, work, and interaction adjustment. Moderators that can influence adjustment include management level, language competence, personality traits, and prior cultural experience. Expatriate attitudes, well-being, stress levels, job satisfaction, commitment, and performance are also discussed in relation to adjustment.
This document discusses managing stress for expatriate employees. It begins by outlining the stages of stress an expatriate may experience: pre-alarm (pre-departure training), alarm (initial arrival and culture shock), resistance (trying to adjust), and exhaustion (either adjusting or inability to adjust and returning home).
It then identifies several potential stressors for expatriates, including cultural adjustment/shock, job/task characteristics like role ambiguity, tensions between the parent and host country work environments, communication problems due to language barriers or cultural norms, and gender issues. The document suggests stress can impact an expatriate's performance and productivity as well as potentially leading to early departure from the assignment if not managed.
Expatriate management faces many challenges. The role has become more complex as companies send more employees abroad but expect greater support and services. Expatriate managers must address a wide range of issues from tax to culture while facing pressures to cut costs from the business units they support and expatriates themselves. Specific issues include the perception that expatriate HR is not effective, balancing the many areas of focus required, and a shortage of experienced staff with in-depth knowledge of the field.
The document is a research paper that investigates the relationship between human resource management (HRM) practices and the performance of foreign-owned subsidiaries in Russia. It presents hypotheses that investments in employee development, feedback systems, and compensation/organizational practices will be positively related to subsidiary performance. It also hypothesizes that aligning HRM practices with business strategy will improve performance. The paper aims to advance understanding of managing human resources in foreign subsidiaries located in different country contexts.
Accenture organisational design and structure of formalisationVikalp Mehta
This document provides information about Accenture, a multinational professional services company. It discusses that Accenture started as Anderson Consulting and is now the world's largest consulting firm, headquartered in Dublin, Ireland. The document also describes Accenture's mechanistic structure, technology typologies, business strategies, and organizational environment.
Expatriate and repatriate issues in global contextpinkuuu
This document discusses expatriate and repatriate issues in a global context. It defines an expatriate as an employee who works and resides temporarily in a foreign country. It outlines the typical expatriate assignment life cycle and some common reasons for expatriate failure, such as inability to adjust to the new culture or cope with increased responsibilities. It also examines factors considered in selecting expatriates, such as technical ability, cultural suitability, and family requirements.
International human resource management involves adapting HR practices like hiring, training, compensation, and performance evaluation to different country contexts. IHRM managers face greater complexity than domestic HR due to differing cultures, economic environments, and legal systems among countries. They must decide whether to employ managers from the home country, host country, or third countries, balancing communication with headquarters with local knowledge. Proper selection and training of expatriates is important to reduce costly expatriate failure. Cultural adaptation challenges like culture shock can also impact performance, so pre-departure preparation and support are needed.
The document discusses expatriates and multinational corporations. It notes that in 1997, American MNCs had 150,000 expatriates abroad and 83,000 foreign employees in the US, with over 31 million international workers globally and $11 trillion in worldwide MNC sales. Success of international business depends on expatriates, but expatriate failure rates range from 10-50% depending on country, with the US at 30-40% typically due to cultural adjustments, language barriers, and living difficulties. Proper selection, training, support and repatriation are keys to expatriate success.
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
This document contains announcements and agenda items for an ENGL 625 class on the introduction to TESOL. It lists upcoming workshops on proposal writing and a teacher-scholar symposium. It also provides an agenda for group discussions on assigned readings about language learning and identity. Students will discuss articles by Kumar, Norton, and Hall, focusing on topics like investment versus motivation in language learning and the relationship between language learners and their social environments.
The document summarizes an interview with Jane Fiva about her two identities - one within her Tongan culture and one within New Zealand society. In the interview, Jane discusses how she takes on different roles and positions herself differently depending on the context. She is more open about rejecting the need to learn Tongan within a New Zealand context, but hides this belief in traditional Tongan settings to avoid seeming rude. The document analyzes Jane's identities through the lenses of Bourdieu's concepts of habitus, cultural capital, and symbolic capital to explain how her experiences have led her to value her English identity over her Tongan one.
Performance management of international employeesUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management requires consideration of both quantitative goals as well as qualitative attributes, and balancing global standardization with local responsiveness.
International staffing presents many challenges for multinational companies. It is important to give special attention to staffing practices in overseas units due to geographic distance from headquarters. There are several options for staffing foreign operations, including using parent country nationals, host country nationals, or third country nationals. An effective staffing strategy must consider costs, cultural issues, goals and policies to ensure success in foreign markets.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
The ethnocentric approach is an international recruiting method where companies fill key positions with employees from their parent country. Managerial decisions are made at headquarters and implemented uniformly across foreign branches. This allows for easier coordination and communication without language or cultural barriers. Typical examples include Japanese companies like Panasonic and Sony, which use ethnocentric staffing in foreign branches for its communication benefits and lack of local expertise.
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Project Management Case Study – IDEO Redesigning Cineplanet Cinema ExperienceBalaji Katakam
• Defined scope of the project, drafted a Project Charter, worked on Resource Allocation and Project Scheduling
• Developed a list of Deliverables and Milestones, defined success measures, submitted a report as a project manager
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
International Journal of Human Resource Manaagement (2009)ymcnulty
Many managers in global firms regard the ability to obtain a return on investment (ROI) from expatriates as important, given the substantial costs associated with global staffing practices, particularly international assignments, and the risks and uncertainties of deploying key talent. This research examines how expatriate ROI is measured for long-term assignments in 51 global firms, across 18 industries, and with headquarters in North America, UK, Europe, Africa, and Asia Pacific.
This document discusses factors that influence expatriate adjustment, including personal factors, job and organizational support, spouse adjustment, and time spent in the new country. It examines predictors of different types of adjustment like general/cultural, work, and interaction adjustment. Moderators that can influence adjustment include management level, language competence, personality traits, and prior cultural experience. Expatriate attitudes, well-being, stress levels, job satisfaction, commitment, and performance are also discussed in relation to adjustment.
This document discusses managing stress for expatriate employees. It begins by outlining the stages of stress an expatriate may experience: pre-alarm (pre-departure training), alarm (initial arrival and culture shock), resistance (trying to adjust), and exhaustion (either adjusting or inability to adjust and returning home).
It then identifies several potential stressors for expatriates, including cultural adjustment/shock, job/task characteristics like role ambiguity, tensions between the parent and host country work environments, communication problems due to language barriers or cultural norms, and gender issues. The document suggests stress can impact an expatriate's performance and productivity as well as potentially leading to early departure from the assignment if not managed.
Expatriate management faces many challenges. The role has become more complex as companies send more employees abroad but expect greater support and services. Expatriate managers must address a wide range of issues from tax to culture while facing pressures to cut costs from the business units they support and expatriates themselves. Specific issues include the perception that expatriate HR is not effective, balancing the many areas of focus required, and a shortage of experienced staff with in-depth knowledge of the field.
The document is a research paper that investigates the relationship between human resource management (HRM) practices and the performance of foreign-owned subsidiaries in Russia. It presents hypotheses that investments in employee development, feedback systems, and compensation/organizational practices will be positively related to subsidiary performance. It also hypothesizes that aligning HRM practices with business strategy will improve performance. The paper aims to advance understanding of managing human resources in foreign subsidiaries located in different country contexts.
Accenture organisational design and structure of formalisationVikalp Mehta
This document provides information about Accenture, a multinational professional services company. It discusses that Accenture started as Anderson Consulting and is now the world's largest consulting firm, headquartered in Dublin, Ireland. The document also describes Accenture's mechanistic structure, technology typologies, business strategies, and organizational environment.
Expatriate and repatriate issues in global contextpinkuuu
This document discusses expatriate and repatriate issues in a global context. It defines an expatriate as an employee who works and resides temporarily in a foreign country. It outlines the typical expatriate assignment life cycle and some common reasons for expatriate failure, such as inability to adjust to the new culture or cope with increased responsibilities. It also examines factors considered in selecting expatriates, such as technical ability, cultural suitability, and family requirements.
International human resource management involves adapting HR practices like hiring, training, compensation, and performance evaluation to different country contexts. IHRM managers face greater complexity than domestic HR due to differing cultures, economic environments, and legal systems among countries. They must decide whether to employ managers from the home country, host country, or third countries, balancing communication with headquarters with local knowledge. Proper selection and training of expatriates is important to reduce costly expatriate failure. Cultural adaptation challenges like culture shock can also impact performance, so pre-departure preparation and support are needed.
The document discusses expatriates and multinational corporations. It notes that in 1997, American MNCs had 150,000 expatriates abroad and 83,000 foreign employees in the US, with over 31 million international workers globally and $11 trillion in worldwide MNC sales. Success of international business depends on expatriates, but expatriate failure rates range from 10-50% depending on country, with the US at 30-40% typically due to cultural adjustments, language barriers, and living difficulties. Proper selection, training, support and repatriation are keys to expatriate success.
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
This document contains announcements and agenda items for an ENGL 625 class on the introduction to TESOL. It lists upcoming workshops on proposal writing and a teacher-scholar symposium. It also provides an agenda for group discussions on assigned readings about language learning and identity. Students will discuss articles by Kumar, Norton, and Hall, focusing on topics like investment versus motivation in language learning and the relationship between language learners and their social environments.
The document summarizes an interview with Jane Fiva about her two identities - one within her Tongan culture and one within New Zealand society. In the interview, Jane discusses how she takes on different roles and positions herself differently depending on the context. She is more open about rejecting the need to learn Tongan within a New Zealand context, but hides this belief in traditional Tongan settings to avoid seeming rude. The document analyzes Jane's identities through the lenses of Bourdieu's concepts of habitus, cultural capital, and symbolic capital to explain how her experiences have led her to value her English identity over her Tongan one.
The United Chinese Students Association document outlines the executive board, including the president Fei Zheng, vice president Anna Jiang, secretary Pauline Yap, and treasurer Elaine Wu. The mission of UCSA is to form a solid foundation for better communication and leadership among students. Upcoming events include movie night, cultural night, education film night and sports night. Elections will be held for secretary and international representative positions.
This summarizes four documents discussing movies and relating them to communication theories. For the first document, it discusses the movie "Shift" and relates it to interpersonal deception theory and attribution theory. The second document discusses the movie "Blue Bustamante" and relates it to attribution theory and social penetration theory. The third document discusses the movie "Bukas Nalang Sapagkat Gabi Na" and relates it to cognitive dissonance and interpersonal deception theory. The fourth document discusses the movie "Ganito Kami Noon, Paano Kayo Ngayon" and relates it to cognitive dissonance.
The case of filipina domestic helpers in singapore and hong kongMaryjoydailo
This document summarizes a paper about the culture shock experienced by Filipina domestic workers in Singapore and Hong Kong. It discusses how cultural differences between the Philippines and these countries, especially in areas like language, food, social norms, and family dynamics, often lead to anxiety, discomfort, and even mental health issues for Filipina domestic workers as they struggle to adapt to their new environments. While economic factors drive many to seek work abroad, the document suggests a major challenge is learning to cope with the problems of a unfamiliar cultural setting.
The document discusses several potential issues that can arise in intercultural communication within the Summer Institute of Linguistics (SIL) organization. SIL is composed of people from different nationalities working together. Key issues discussed include:
1) Challenges with cross-cultural communication due to differences in accents and cultural contexts that can lead to misunderstandings.
2) Stereotyping between cultural groups that can negatively impact relationships if not addressed.
3) Problems that can arise during the translation process between languages, such as differences in vocabulary, idioms, and cultural experiences that are not easily translated.
4) Prejudices that some cultural groups may hold towards others that can undermine
The document discusses culture shock and its impact on cross-cultural communication. It defines culture shock as anxiety resulting from the loss of familiar social signs and symbols. Common symptoms include anger, homesickness, depression and relationship stress. Culture shock occurs when one is totally immersed in a new culture without understanding its customs or behaviors. To cope, one must become aware of cultural differences, avoid stereotypes, and respect other cultural viewpoints. For effective cross-cultural communication and language teaching, cultural awareness and sensitivity are important.
I observed fieldwork at Day by Day Adult Care, which provides social support and assistance with daily living for clients aged 70-90. During my time there I noticed several signs of biological aging in the clients, such as fragile skin, vision and hearing loss, and decreased mobility. The staff implemented strategies to address these changes, such as keeping lotion readily available to moisturize fragile skin and using mobility aids to assist with decreased balance and movement.
Intercultural Communication Competency PaperNavy Savchenko
The document discusses the importance of intercultural communication and understanding linguistic relativity and language ideologies to avoid misunderstandings. It explains that people's perception of the world can be influenced by language differences, and gives the example of how honorifics are used differently in Korean. Communicative relativity is also discussed, where language use and expression can differ based on context, such as in debates. The document stresses the importance of understanding different cultural communication styles and English variations to effectively practice intercultural communication.
The document describes a student's anthropology project studying the cultures that have settled in Bayside, Queens over time. The student conducted interviews, observations, and took photographs on Bell Blvd, a diverse commercial area. Two interviewees discussed migrating from China and South Korea during the 1990s for family reasons, initially living in other Queens neighborhoods before settling in Bayside/Little Neck. The student learned that cultures tend to associate within their own groups for familiarity in a new place. Bell Blvd was also found to be divided between Asian businesses on one end and Greek/Italian on the other. The project helped the student better understand anthropological field research methods and the communities in their own neighborhood.
The document provides an overview of a training session on integrating cross-cultural communication concepts into ESL education. It discusses key theorists on culture and communication, introduces the concept of "culture bumps" as differences that cause disconnect, and describes experiential activities used in the training to help participants understand cultural perceptions and find commonalities between cultures. The training aims to help participants move beyond viewing differences as "them vs us" and instead recognize humans' shared qualities through culture-free conversations.
Cultural Engagement Presentation final copy.pptxtyoung11
This document summarizes a student's cultural engagement activities for a class assignment. It includes attending Día de los Muertos festival to learn about Mexican traditions of honoring deceased family. The student also watched a documentary about transgender experiences that highlighted employment discrimination challenges. Additionally, the student had dinner with a family of a different culture and discussed differences in social norms around declining food. The student believes immersing in other cultures fosters understanding and cultural competence, and will continue participating in various activities to learn about other traditions.
Multiculturalism—Another Dimension in Organizational Behavior Doris Wang
This document summarizes research on cultural values in Singaporean workplaces. It discusses Singapore's history and multicultural population, including the influence of British colonialism, Chinese culture, and other ethnic groups. Cultural values like Confucianism, collectivism, and the emphasis on relationships in business are explored. The document also examines how cultural diversity can impact work performance both positively and negatively. Research is needed on how Singaporean managers navigate cultural differences using models of intercultural sensitivity.
Multiculturallism-—Another Dimension in Organizational BehaviorDoris Wang
This document summarizes research on cultural values in Singaporean workplaces. It discusses Singapore's history and multicultural population, including the influence of British colonialism, Chinese culture, and other ethnic groups. Cultural values like Confucianism, collectivism, and the emphasis on relationships in business are explored. The document also examines how cultural diversity can impact work performance both positively and negatively. Research is needed on how Singaporean managers demonstrate intercultural sensitivity in international leadership contexts based on Bennett's model of intercultural sensitivity.
A step by step analysis of a culture bump between a Japanese and an American baseball player. The analysis leads them to the possibility of having a conversation that connects them on a human level without denying their cultural (or individual) differences.
Similar to Cross-Cultural Management - Expatriate Interview (17)
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Cross-Cultural Management - Expatriate Interview
1. Cross Cultural Management (BMGT2004S) – Assignment 2
FT UCD BBS 23 (B) – LEE XIAO PING (14210321)
1. Introduction
This paper seeks to explore cross cultural issues that expatriates experience when working and
living in a culture different from the one they grew up in. An expatriate interview is conducted
with an ex-expatriate currently residing in Singapore. In the course of the paper I discuss the
findings derived from the interview on both personal-reaction and analytical levels to evaluate the
success of interviewee’s experience.
2. Background
The interviewee for this paper is Bell (not her real name), a Polish woman who came to Singapore
for a work assignment. Now self-employed and running her own business, she has been in
Singapore for over seven years. Given Bell’s profile as an ex-expatriate currently residing in
Singapore, I therefore redefine ‘expatriate’ as a working professional who has worked and lived,
or is working and living away from his/her home country for more than six months.
3. Finding 1: Culture shock
From the interview, Bell mentioned that she had “thoroughly research things related to Singapore
before coming, so there weren't a lot of things I didn't expect”. In order to avoid culture shock, she
made intense preparations to ready herself for her move from Poland to Singapore. She had longed
to leave for a better country even at a young age “I always knew I wanted to leave Poland for the
longest time. I remember, I being seven years old or so, and bawling my eyes out to my parents,
begging them to move our family to Germany”. She further affirmed her desire to leave her home
country by the statement “… I just knew I need to get out”.
Bell feels that for herself, culture shock was positive - “I was positively shocked how easy it is to
be a female in Singapore compared to my country of origin”. Be it career wise “Never during the
2. Cross Cultural Management (BMGT2004S) – Assignment 2
FT UCD BBS 23 (B) – LEE XIAO PING (14210321)
course of my job interviews or work was my gender seen as a problem” or personal safety “I can
safely walk at night or be out alone”, “people are mindful not to brush against me in public
transport and public spaces”, she experienced gender equality in all aspects of her life here.
This was vastly different from Europe, more specifically, Poland. Bell was quoted saying “In
Europe, my gender was constantly used against me”. “… I was banned from attending any extra-
curriculum classes…” “My math teacher never gave me a chance to sign up for advanced math
classes…” “… a bunch of men who tried to convince me that I as a woman am ‘too fragile and
physically weak’ to attend uni” “... HR lady … could never ever allow me to pursue marketing as
a career because it’d be wrong for me to pursue my career… she believed it was very important I
make babies and devote my life to them” These examples highlight gender prejudice and inequality
Polish females may face throughout their lives. Bell deems the cultural shock as positive, as she
was empowered, as quoted “I could not believe how greatly the move improved my life and career
standing. It was the best thing that has ever happened to me”.
4. Finding 2: Integration into foreign environment
Singapore’s linguistic environment and transparent regulatory frameworks made Bell’s integration
easier. “The Singapore way” of diversity – “where people embrace their differences, and want to
celebrate them” signalled to Bell that she would not face prejudice nor discrimination, making her
adjustment to life here easier.
“The Singapore way” of diversity also helped Bell to build a strong support network from the
locals she interacts with. She named her first landlord “incredibly helpful and generous” and her
husband’s HR manager advising them “on many difficult issues”. Social media also helped her
integrate – “… whenever I felt lost or confused about something, I would just ask and always got
great advice and plenty of kind words from Singaporeans staying in touch with me”. Bell also
mentioned that her ex-boss also helped in language – “… my boss occasionally scolding me for
misuse of words during my first year in Singapore”.
3. Cross Cultural Management (BMGT2004S) – Assignment 2
FT UCD BBS 23 (B) – LEE XIAO PING (14210321)
Work-wise, even though Bell attributed in-team tensions to her being a risk taker and blunt, but
said that her bosses welcomed her, telling her that “it brings balance into the team”. As she recalls,
“I don't recall any serious conflict” expressing good relationships she had with her colleagues,
despite keeping relations professional – “to avoid personal interests getting tangled with
professional issues”. Now self-employed, she still maintains good relations with her ex-colleagues
“most of my close friends right now are my ex-colleagues”.
Bell sees herself no different from a local other than being more appreciative. As she said, “I don't
understand why people prefer to put on a coat indoors, rather than lower the aircon power… it also
shows a certain ignorance towards using up resources, like electricity”, “… I feel I am much easier
satisfied with things, so my level of happiness and general satisfaction is much higher than that of
a local person”.
Bell is definitely integrating well into Singapore culture. In the interview she even raised an
incident from the recent General Elections – “… when Cheo Chai Chen attacked Tin Pei Ling” to
illustrate her point. She further states “I feel super hurt when anyone suggest should ‘move back
home’”, speaking of her satisfaction with life in Singapore.
5. Reflection
5.1 Personal-reaction level
I personally felt that Bell would experience serious culture shock in Singapore. After all, cultures
of Singapore and Poland are poles apart. I expected that Bell would prepare herself for the move.
Generally people refer to culture shock as negative, to Bell however culture shock was a pleasant
surprise as she received warm hospitality enabling her to integrate well.
Bell had faced gender discrimination and inequality back home, therefore her intention to move to
Singapore. This was contrary to my perception of Western countries being gender equality
advocates. Asian societies typically share the same trait – patriarchy where men head the
households and are breadwinners of the family. For example, Peranakan culture although is
matriarchal, the babas (men) are the breadwinners and nyonyas (females) confined to the
households. It occurred to me that gender inequality is still an issue in Western countries as I listen
4. Cross Cultural Management (BMGT2004S) – Assignment 2
FT UCD BBS 23 (B) – LEE XIAO PING (14210321)
to Bell detail her encounters to me. True that there were traditional beliefs and perceptions that
local females may still be obliged to abide by, but there was minimal stereotyping and prejudice
that I experienced, no matter in social, personal or professional settings. This part of the interview
turned out to be culture shock for myself, rather than what Bell had defined positively in the
interview.
As a local I am proud of what Bell states as “the Singaporean way” of diversity. I interact, socialise
and work with people of all ethnicities, recognising and respecting differences. With her strong
support network and also her own efforts I saw no wonder in Bell’s ease into integrating well in
Singapore.
Having worked with multicultural colleagues albeit from similar cultures (Malaysia, Taiwan, Hong
Kong), I had my fair share of conflicts due to miscommunication and perception differences. It
was certainly interesting to know of Bell working easily with her colleagues, bringing “balance”
to her work teams. Definitely Bell has gone the extra mile to fit into the Singaporean professional
environment. Her local colleagues also readily welcomed her, respecting her views and making
her feel inclusive.
Comparatively Bell seemed to be more appreciative than the typical Singaporean. I was guilty of
the aircon issue and also the level of satisfaction. Locals tend to be so pampered that we take things
for granted. Bell raised the ‘Motherhood is a weakness’ saga from the recent General Elections
(Hon, 2015). Her attentiveness to local current issues was what that had I convinced that her
integration is absolutely successful. I believe given Bell’s stay here for seven years and counting,
she is not just an expatriate; she has already gone native.
5.2 Analytical level
5.2.1 Culture shock: gender inequality and egalitarianism
As above-mentioned, Bell experienced culture shock in terms of gender inequality and
egalitarianism. Table 5.2.1 presents a comparison of Hofstede’s cultural dimensions rating of
masculinity (The Hofstede Centre, n.d.) (The Hofstede Centre, n.d.), United Nations’ Gender
Inequality Index (GII) (United Nations, 2013) for Singapore and Poland:
5. Cross Cultural Management (BMGT2004S) – Assignment 2
FT UCD BBS 23 (B) – LEE XIAO PING (14210321)
Country Hofstede’s masculinity UN GII ranking
Singapore 48 15
Poland 64 26
Table 5.2.1 Hofstede’s cultural dimensions rating of masculinity, United Nations’ Gender
Inequality Index (GII) for Singapore and Poland
The comparison reveals a connection: the more masculine a society is, the lower its ranking on
GII. I therefore draw a correlation that gender equality and masculinity are related to a certain
extent.
I have selected two cultural drivers of gender egalitarianism – religion and political systems
(House, et al., 2004) to further analyse:
Singapore promotes racial and religious harmony in its society due to the multicultural makeup.
All religions therefore enjoy equal footing in Singapore. On the other hand, Catholics form the
overwhelming majority in Polish society (StayPoland.com, n.d.). The Church held traditionalist
views on women as mother and wife (Heinen & Portet, 2009). This perhaps explains Singapore’s
scoring on Hofstede to be slightly effeminate, and Poland inclining towards masculinity due to the
extent of influence religion has on societal norms and values. Heinen & Portet (2009) argued that
government standing and policies were greatly influenced by the Church’s traditionalist views,
therefore resulting women on lesser social status as men. In comparison, the ‘strategic
egalitarianism’ approach (Lazar, 2001) by Singapore government had women entitled to equal
social rights as men along with education and employment opportunities. Religion therefore had
limited influence on gender equality in Singapore.
Singapore given its society composition is more diversified than Poland, therefore Bell would find
herself being accepted by Singaporeans, and therefore having her expatriate experience a positive
one.
5.2.2 Integration into foreign environment: success factors
I attribute Bell’s success to the following factors:
Bell’s desire to relocate was the greatest deciding factor for her to accept the assignment. She was
cross-culturally trained, having strong support and hence flexibility allowing her to adjust quickly.
6. Cross Cultural Management (BMGT2004S) – Assignment 2
FT UCD BBS 23 (B) – LEE XIAO PING (14210321)
Language proficiency further facilitated her communication, she being English educated could
communicate well with locals, despite little hiccups during her early years here (Wang & Fang,
2007) (Kaczynska & Turpeinen, 2007) These factors had her willng to integrate into Singapore
environment not only made her expatriate assimiliation extremely successful; they motivated her
to seek Singapore residence.
6. Conclusion
Bell’s expatriate assimiliation was a resounding success that led to her settling in Singapore long-
term. Her desire to relocate, views on Singapore as a ‘better country’ and also willingness to
integrate were drivers of success. Redefining culture shock as ‘positive’, she experienced gender
equality here unlike back home, which was contrary to my perception of western countries being
gender equality advocates. She also had strong support to integrate with the Singapore
environment, faciliated by language proficiency and cross-cultural research. Given her satisfaction
with life here, I look forward for Bell to seek Singapore permanent residency in the near future.