Cross Cultural Management Assignment

1. Describe the styles of leadership in the country you worked in. Did leaders tend to give direction, expect obedience or did they engage in a more participative style of leadership?

A: Based on the working experience I have from 3 different companies in the freight forwarding line, I can say that the management style is very different in Denmark compared to Singapore.

In Singapore I feel the management style is much more direct and strict with the staff. This can be a good thing in some cases where staff needs to be disciplined and taught how to follow instructions. If a too soft approach is introduced, some employees will not get the seriousness or importance of what is being communicated to them. At other times, the very direct approach can be overwhelming for some people, making them feel under too much pressure and under stress to perform as expected from the management.

I have personally learned to appreciate the more direct approach, but has often thought to myself that this would not work back home in Denmark. I believe the main difference is a cultural one where employees to a greater extend is protected by membership of a labour union, to which they can seek guidance and protection if an employer is not treating staff well. I personally feel this has backfired to some degree where the management of company needs to handle staff like they were made of glass and be careful not to offend or ask too much from staff for fear of being reported and sued for compensation etc.

Management styles are different in Denmark of course. Should be careful not to generalise. It is not like the typical management style in Denmark is laissez-faire, but it is often more in the back ground and not so in your face as you often see in Singapore. Your boss will want to be your friend to ensure you are happy with your job and will be a more productive staff that way. More laid back for sure. 

1. Share some examples of how the leaders in the organization motivate their employees or co-workers. 

A: Often on a very personal level asking about family and friends. More company/employee/family functions and socialising after work with drinks or sports activities. A few beers after work in the office on Fridays and often department breakfast on Fridays etc. All this to bring staff closer together and feel that the management is on their level and can be treated as equals even though the line of usual respect for middle/senior/higher management will remain intact of course.

1. How different is the leadership style from your country as compared to Singapore?

A : See question 1.

1. In general, were decisions made through discussion and consensus or voting, or by individual in powerful positions in the organization? How is it different from the culture in Singapore as compared to Denmark?

A: For decision making, I do not see any real difference between the culture in Singapore compared to Denmark. Big management decisions will be made by top management, and smaller departmental decisions would by by voting or general consensus.

1. How long will it usually take for a decision to be made as compared to the Singapore culture?

A: No difference in the time taken I feel. Maybe a bit more democratic in Denmark where the staff have a bigger say in smaller decisions affecting their daily working routines. Not that this would drag decisions from being made faster.

1. What types of performance management and reward system were in place in the
   organization? 

A: Nothing different based on the 3 companies I worked in in Denmark compared to my job in Singapore. No staff of the month or the year. Yearly appraisals of the staff and 5/10/20/25 etc. years anniversaries all the same as in Singapore.

1. Was the performance management and reward system focused on group based or focused on the individual?

A: More focused on individuals.

1. In what ways were the performance management and reward system different from how it is in Singapore?

A : No real difference I feel.

1. Describe structure of the organization; the organization chart.

A: No difference from Singapore. An owner or GM on top with HODs and supervisors, followed by senior and junior staff.

1. Who makes the decision in your organization?

A: Depends on what kind of decision. Bigger decisions made by the owner or GM and smaller decisions made by the various HODs.  

1. Do you think that the structure of your organization affects the decisions made in your organization? In what ways does the structure differ from the organization in Denmark?

A: As mentioned earlier, not real difference in the structure of the organization so I cannot explain any difference in the decision making.

1. In your opinion, do you find that the structure helps you to grow in the organization?

A: I feel the potential for growth in the organization in Denmark is similar to the one in Singapore.  

1. Do people in the organization communicate freely? For example, would it have been acceptable to approach someone very senior in your organization on certain issues? In other words, are you able to deviate from the chain of command?

A: Same as in Singapore, it would not be accepted or appropriate to deviate from the chain of command and go straight to the head of the company if you instead should consult your HOD or supervisor.

1. Are your colleagues biased toward you such that they do not share information with you?

A: No, not at all.

1. Can you describe the overall culture of the organization?

A: Overall it was pleasant and a very friendly and positive working culture where you know your colleagues well and are on respectful but personal terms with your closest management.

1. Was the culture of the organization caring, risk averse, individualist or something different as compared to workplace in Denmark?

A: In Singapore, work in general has a higher priority in life compared to Denmark where your free time is more highly valued. This is logically connected with the general lifestyle in Denmark where parents have to take care of children, marketing, cooking, cleaning, washing etc. themselves. No nannies/maids to take care of such chores, so important to finish work on time and get home. Over time not very common and appreciated in Denmark for people with kids. In Singapore it is common to have maids and staff often work later and put higher priority on their work and career. It gives a completely different synergy to the workplace.

1. What are the cultures in your previous workplace (Denmark) that could be adopted and applied back to local companies?

A: The longer I work in Singapore, the more I believe the way the working culture is in Singapore is the better one. Seems more efficient and even though it can seem more direct and stressful, your get more work done and tend to focus more on the work at hand that to socialise with your bosses and fellow colleagues.

1. Until now what are the best moments you have with the local people?

A: To see happy staff working for you in your department(s). Seeing great teamwork between your staff and staff being helpful and caring towards each other.

1. Were you afraid when you were sent to Singapore for work? Did you prepare for the worse?

A: I decided to move to Singapore myself to seek employment, so no fear was really involved. Of course you have doubts whether you can hack it and integrate well. There were some challenges with the language (Singlish) and the various terms used in the job, but after 2-3 months all was fine.

1. Were you prepared for the culture shock or difference before you came over?

A: I was somewhat prepared from talking to friends and reading about Singapore culture before moving here. I had been to Singapore in holidays 4 times prior to moving here so that also prepared me a bit for what to expect.  

1. How did you adjust to the Singapore culture? Were there any difficulties?

A: No difficulties to speak of. Living with friends here who had already been here for a few years and receiving advice and guidance from other Danish colleagues in the company.

1. If given a choice, which country do you prefer to work overseas? Will you still choose Singapore?

A: I would most likely still choose Singapore but the Philippines could also be interesting.

1. Is this overseas assignment a rewarding experience? Does it enhance your culture knowledge?

A: Absolutely. I would otherwise not have been exposed to Asia and the way of life in this part of the world.

1. Did your organization encouraged individual or team work?
   1. If its team work, how well did your team fared in terms of communication and cultural differences? 
   2. Were your team also able to accommodate each other’s differences?
   3. How did your team manage conflicts?
   4. If its individual works, what are the things that you need to take note of, as compared to working in Denmark?

A: Both really. In this industry you need to be good at working on an individual level but teamwork within your own department and across departments is essential and a must to ensure the work flows.

No difference from Denmark really as my previous jobs were in the same line of business, facing the same organizational structure and job scopes.

1. How did you introduce yourself? By first name or formally with your title? 

A: Always by my name.

1. How did you address others? For example, in many countries, first names are not used until you are invited to do so.

A: First name unless top management / VIPs where you address with Mr/Mrs. and the surname.

1. Does religion play a role in daily life at the workplace that you are working?

A: No, not at all.

1. Is there a specific dress code appropriate for the workplace? 

A: Yes, there is. Business attire from Mon to Thu and smart casual for Fridays.

1. How are appointments made?

A: Normally by phone or e-mail.