Discuss about the Cross Cultural Management for Management from a Multinational Perspective.
The concept of leadership is prevalent in all the countries across the world in different sectors and in different forms. Be it political or professional sector, the notion of leadership cannot be denied and is presumed to be very essential aspect. However, the features of the leadership differ from culture to culture or from one country to another. The style of leadership refers to the modes in which the managerial department or the administrative department of any business organization or any other sector undertakes the responsibility of providing appropriate directions, recognizing the scopes for further development of the units of the organization and its expansion as well as motivating the people working in the organization. Leadership becomes an integral part for any organization because it is by the virtue of leadership that the effective management of a unit, especially a business organization becomes possible and that organization or sector can progress with its set aims (Baharum and Jaafar 2014).
Kurt Lewin was the first individual in the history of leadership who for the first time in the history of leadership had performed a study of leadership along with the other researchers. He led that group of researchers and they together undertook an in depth study of the different styles or approaches of leadership. This study conducted by Lewin had given birth to three different major leadership styles; they are the autocratic, democratic or participative and delegative or laissez-fair.
In accordance with the prevailing circumstances, the leadership styles are defined and maintained in the organizations. An individual leader who is in pursuit of managing his business organization in the most dexterous manner keeping in consideration all the required essentials of a business use all the three styles in a very prudent manner. This also determines the relationship between the leader and the workforce or the entire working staff of the organization. The leader of an organization attempts to implement the authoritarian style in an environment or situation as and when there is an introduction of a new employee or a few employees in an organization. During this case, the leader of that organization is required to maintain an autocratic mode of approach as the employees who will begin their roles and responsibilities in the organization or the first time would require proper motivation and training in order to adapt themselves to the new situation. Thus, in such situation the leader needs to adopt the autocratic style of managing the situation. This mode of approach will lead to the participative style, in which the employees of the organization have become much adapted to the requirements, aims and strategies of the firm and are now well prepared to deal with differing situations. With regard to the participative or democratic style, the leader of the organization attempts to involve the participants or the employees in various decision-making processes, all together at this point of time become a part of the team. The leader follows delegative style of leadership only after the employees have gained much experience in the job roles they are assigned to. The leader in this case delegates some of the vital tasks to the experienced employees who, the leader feels that has knowledge that supersedes his own and is much more able than he is (Benet-Martínez and Hong 2014).
When the leaders use the positive modes of behavior by appreciating the jobs of the employees, rewarding them and recognizing their activities, they are able to inspire the employees in their respective works, thereby forming the basis for the development of the business. On the other hand, the negative perspective of the employer is not suitable for the attainment of organizational commitment. In today’s multicultural scenario in the business organizations, the employers need to maintain a positive mode of approach in almost all the aspects related to the administration or management of the organization. Most of the leaders believe that in order to maintain discipline in the organization and realize the aims of the organization negative behavior or posing a strict impression upon the entire working staff in the organization is necessary. However, upholding a negative mode of regulating different aspects of the organization would not make the employer achieve the targets that the company aspires to achieve. Therefore, employee orientation and task orientation are the two major tenets that underscore the best possible leadership styles (Caleon et al. 2015).
The management style of different nations differs in terms of their culture, customs, modes of living and their thoughts. The management style followed by thee managers or the entrepreneurs in USA is an individualistic approach. The leadership style adapted by the companies operating in the United States of America usually depend upon the managers and their authority for taking proper decisions that govern the development of the organizations. Although employees are given opportunities for participating in the decision- making processes within the areas of responsibility, the actual responsibility for the ultimate rests with the authority of the business. The managers working in any company in America are therefore more or less determined with their positions and responsibility paying almost inconsiderable significance to the employees or the subordinates. The opinions of the workforce are hardly regarded by the personnel who feel that their successful designations can support the companies in attaining success (Chemers 2014).
However, this mode of leadership is not suitable for the multinational companies that are in vogue in the recent years. The advent of increasing globalization that is reducing the trade barriers among the countries is giving rise to the birth of establishment of large number of international business organizations across the world. Thus, the managers of such multinational companies require adapting themselves to the differing concepts and features of different countries, as they need to serve the citizens of various countries, which form the clients of those multinational companies. In order to serve these international marketing structures, the managerial department of the globalized companies has to incorporate those qualities, which will be able to earn the satisfaction of the consumers residing in the countries in which those international companies attempt to expand their business interests. The global managers need to have a global perspective; he or she requires possessing those specific skills and knowledge that will enable him to form a global mindset. Often it happens that the managers are not able to adapt themselves to the changing cultures and customs and they leave the assignments or the projects without completing them (Chhokar et al. 2013. ).
Working in an organization requires the administrative head of an organization deal with the diversities that will be present at a workplace. Nowadays the cultural diversities at the workplace are increasing at a very high rate by the virtue of the melting cultural and the tutorial barriers among national boundaries. People from different nations possessing different cultures, customs, race and religion agglomerate at various business organizations across the world and work together (Dinh 2014.). Therefore, in case of such companies where diversities are prevalent at every stage, in such a multicultural environment of the companies, the managers of the organizations need to have enough knowledge in order to tackle such diversities at the workplace. The mangers or the leaders of such organizations or the multinational companies that operate at different parts of the world, shall, therefore incorporate such strategies that are important for the integration of the cross cultural attributes while working for the company. As the definition of Hofstede Geert goes, the culture is such a concept that enables the formation of a collective programming of mental traits, thereby causing discrimination between the members of one community or race from that of the other (Dunn et al. 2012).
Singapore, being one of the most progressive countries in the world has attracted innumerable business organizations from across the world. The way in which UK and USA are regarded as the most desirable destination for almost all the well established business organizations of the world, Singapore with immense availability of facilities turned into one of the most coveted location for most of the business organizations. The combination of Asian and European cultures of the nation is one of the major reasons for the wonderful cultural aspects of Singapore. Cross cultural features form the core of the country’s cultural background. The culture of Singapore has been highly imported and influenced by those of East Asia, South Asia, Malaysia and the Eurasian culture. Thus, Singapore is known as the meeting point of East and West (Engelen et al. 2015).
The historical study of Singapore reveals the fact that the Singapore was mainly under the empire and rule of the Indian kings. The Chola dynasty was the empire that ruled over the place. Therefore, the Indian culture was much more predominant over the state. It was more of an island that was founded later on and developed by Sang NilaUtama. Singapore remained for many years under the rule of the British Empire after the British made its empire strong over India and allied regions. It was only after the independence in 1959 from the British rule, that Singapore did make its own way and started emerging as an independent country. Singapore remained as the British colony for more than one hundred and fifty years. Even after independence from being a British colony, the Singapore port still remained the interest of the British. It turned to be a trade port in 1819 or more appropriately the British trade port. This port had attracted many migrants from all over the world. Many from China and the Malays from the nearby areas had migrated to the country or island of Singapore. The country had experienced an intense tough time during the years after its independence. When it tried to remain associated with the union of Malaya, it was not given any kind of aid by the nation, and was rather expelled from the union in 1965. Thus, the nation had confronted the difficulties in terms of food shortages, racial riots,and instability regarding the formation of a proper territorial region, unsuccessful and underdeveloped infrastructure, unemployment and communist uprisings. This condition of the island continued till 1970s. However, after this span was overpowered by the industrialized society of Singapore that developed within a period of thirty years. The nation had begun searching for its own independent identity and transformed from only being a trading port into a rich and prosperous nation that focused its major concern upon the development of all the basic amenities of life, a highly developed social and economic infrastructure along with the idea of multiculturalism. Due to the presence of various cultural impacts upon the country, there is hardly any individual national identity in Singapore that is dominant. The cultural links of the country with India, China, Malaysia and Indonesia and some other adjacent countries of Asian continent have made it maintain its friendly and loyal relationship with the neighboring countries. It is the ethnic identity that pervades the nation of Singapore (Epitropaki et al. 2013).
Democratic attitude, attainment of peace, justice and equality are the pillars upon which the prospects of the nation are based. Therefore, these are the concepts that form the enshrined stars in the national flag of Singapore. Respect for different religions, their traditions, language and customs are forming the basis of the culture of Singapore. Thus, maintaining and upholding secularism and social justice, racial harmony are the major aims of the country. Personal beliefs are paid attention to a large extent. Merit forms the ground based upon which the individuals are selected for different purposes in different fields, irrespective of their religions, culture or the socio-economic background.
Religion in Singapore is the arena that is free from any kind of rigid beliefs. Different religions of the world, especially that of the Asian countries gets their recognition in Singapore. The nation practices eminently the freedom of religion. It is thus, described as one of the most religious countries of the world that renders significance to all kinds of religious beliefs and practices. Diversity of religions, ethnic people and beliefs characterize Singapore’s culture. Hinduism, Buddhism, Taoism, Islam constitute the religious sphere of the country. The idea or the belief in life death is maintained and shared by all the religions.
In terms of the social structure of the country, there are differences based on the classes and castes which are gain constituted by the differences in the wealth and income levels. It is believed that Singapore is more or less governed by the merits of individuals that decide upon the status of the individuals. Social groups and classes are formed and differentiated by the ethnicity or the ethnic culture.
Art and architecture, fine arts, graphics are those areas that hardly receive a free promotion in the country of Singapore. Only the institutions that are permitted subsidies and grants by the government of the country are able to proceed with their artistic views and productions. Contemporary arts and architecture is given much more importance, although different ethnic groups maintain their own traditional art and culture in their own ways. However, there are some rules and limitations that are required to be followed while promoting or presenting literature, art or performance arts.
Physical and Social sciences are the fields that are given much priority. Technology and applied sciences are the major subjects taught in the universities of Singapore. The country has very well developed institutions. There always remains a greater emphasis upon the education, especially the higher education of the children. The National University of Singapore and the Nanyang Technical University of Singapore are the two most well known universities of the nation that provide almost all the disciplines, especially the social and physical sciences.
The political life of Singapore is developed largely as compared to the other countries of Asia. Singapore is also a successful democratic country that and a republic with the parliamentary system government. The president acts as the head of the state as it is in India. The cabinet ministers form the executive organ of the state which always remains responsible for the execution of the major programs and policies of the government of Singapore.
The judiciary system that is maintained in the country is very much similar to that of the western countries. The legal system of Singapore is mainly based upon the system that is followed by Britain. Thus, amid such a stern scenario in terms of the judicial and legal issues, the rate of crime is comparatively low in the country of Singapore. Intensified measures are taken against the acts of smuggling of the drugs and caning. Individuals are highly penalized in case if they are found guilty of engaging in the illegal political matters and creating disputes at the public places and creating mess on the streets and at different locations of the city.
Singapore is one of such countries that follow a very strict and well developed military and armed forces. Thus, it becomes known that the nation is incalculably concerned about the political and legal sections, thereby creating a safe zone for the citizens of the country, however, sometimes generating unruly cases in the country that may be detrimental to the tourists or the visitors.
The Chinese constitute the majority of the total population of the country. The other half of the population of Singapore is comprised of the Malays, Indians and others. Chinese, Malays and the Indians are the main components of the demography of the country of Singapore.
Singapore developed rapidly in terms of economic development since 1965. The outward-oriented development strategies its tendency to adapt itself to the changing trends of other countries and their economic status are the reasons that have helped the country in its enhancement of the economy. The economic infrastructure followed by the nation is mainly long term based and are assessed on a continuously in order to confront the challenges in the economic zone. Measures have been taken by the government of Singapore in order develop the nation as the most significant and excellent financial structure. Excellent geographical location, extraordinary telecommunications and presence of skilled professionals have aided in the advancement of Singapore as a dynamic and commercial hub. Service sectors are much more developed in the economy of Singapore; thereby the secondary sectors receive the most priority. The Chinese population of the country constitute the chief portion in the secondary or professional, administrative and managerial positions. The primary jobs are represented by the Malays and the Indians remain in the middle both in the primary, secondary and tertiary sectors. Both men and women are employed in the various sectors of the country. Nearly, 50 % of the women in Singapore are engaged in several professions, however most of the leadership positions are occupied by the men in the society (Gutierrez et al. 2012).
Singapore has proved itself the most competent nation in the entire world. Prosperity in terms of monetary aspects and those of political characterize the national culture of Singapore. The country strictly and very honorably follows the concept of “Kiasu” that refers to the wish of the nation-state to remain at the topmost position in terms of all kinds of negotiations and competitions. Unity, stability, and maintenance of the same are the major motto of the country, as symbolized via the red and white horizontal sections of flag of the country (Fernando 2016 ).
Now, in accordance with the discussions conducted regarding the cultural aspects and prospects of the country of Singapore, it becomes very much evident that the country is highly featured by its ability to promote and advocate multiculturalism. The story of evolution of the country proves it. Singapore is that unique region which was born out of the amalgamation of a number of cultures and religions hailing from the Asian and south Asian countries. Indians, Malays, Chinese and Indonesians are the residents of the territory. The educational, professional and political spheres of the country, therefore, reflect the diversity of culture, religions, race and language. In such a country, as Singapore, it becomes mandatory that cross-cultural aspects getreflected in almost all the units of life. Business organizations in Singapore are the chief segments that attract individuals from different countries. Thus, the organizations of Singapore highly portray the features of intercultural or cross-cultural management.
An individual who hails from Singapore or from any other country of the world such as Australia or United States of America will be able to manage the administrative aspects of an organization he is employed in. These nations render reverence to the multicultural characteristics and advocate their policies of strengthening multiculturalism. This would actually help in the enrichment of the progress of almost all the units of a country, as they would be able to use and implement the skills and abilities of a diverse population (Gentry. and Sparks 2012).
The cultural theories become very useful in understanding the difference in various human activities of the individuals belonging to distinct countries. The cultural theories exhibit the ways in which in the humans interpret their surroundings. Culture of each and every community turns to be an integral part, thus the cultural theories demonstrate the cultural attributes, dynamics of various cultures and the means through which distinct cultures come together and influence each other. The culture theory, thus discusses a varied set of behavior of the human beings. Thus, the cultural theories that have been devised by many anthropologists and psychologists that help in understanding effect of culture in upon the approach of the individuals in dealing with divergent issues.
Geert Hofstede’s Cultural dimensions Theory is one of the most well-known concepts that helps in perceiving a structure or framework for the sake of evaluating the differences between the nations and cultural set-up. Hofstede is popular for his accomplishments in terms of the cultural and intercultural research. The cultural magnitudes of Hofstede’s Cultural Dimensions Theory illustrate those factors that can assist an individual in evaluating different factors about a certain culture, with the help of which the individual can take steps towards decision-making. The dimensions that Hofstede had taken into account are the Power-Distance Index, Individualism vs. Collectivism, Uncertainty avoidance index, Masculinity vs. Femininity, Indulgence vs. Restraint and Long-term orientation vs. Short-term orientation. These dimensions help in understanding a culture in the following manner:
Fons Trompenaars on the other hand, presents another new model for exploring the cultural theory. He is a well-known Dutch author who specialized in the field of cross-cultural communication. The cultural model or the theory that was devised by Trompenaars relates itself much to the concept of cross-cultural management that should be maintained within the organizations. According to him, the international companies should have such strategies and managerial departments, which is able to take into consideration the cultural differences. In accordance to his opinion, when the cultural differences or the diversities are not paid any kind of attention, the companies are unsuccessful to manage and proceed towards progress. Trompenaar has suggested seven basic dimensions of culture that suggest that culture is the mixture of both organizational and national cultures. These seven dimensions of culture have been devised by him based on the human relationships, time and surrounding environment.
On a similar note, there are cultures that are sequential and synchronic. In case of the sequential cultures, the people or the individuals believe in doing one work at a time. The synchronic cultures are able to maintain many activities at a time.
As per the theories and dimensions proposed by the two professors, namely, Hofstede and Trompenaar, assumptions can be made about the cultural phenomena and other related aspects of the society of Singapore.
In accordance with the dimensions of Hofstede’s cultural theory, the cultural aspects of Singapore in terms of management of the business organizations can be assessed in the following manner:
Firstly, the country of Singapore being an amalgamation of various other cultures of the world, especially that of the Asian countries, viz. Chinese, Indonesian, Malays and Indians have low Power Distance Index. In order to manage the employee retention of the firms, there is an utmost need to maintain low power index and maintain equal distribution of power among the individuals working in an organization. Excessive importance laid upon the autocratic relations between the employees and the authority of any business organization can likely cause a chaotic situation.
With regard to the dimension of the individualism and collectivism, it can be said that as Singapore is a multicultural country that has attracted many individual business firms, should place more value upon the collective behavior of the individuals. This will help in increasing the team spirit and thereby the progress of the companies can be ensured.
In terms of the dimension of the Masculinity vs. Femininity, it can be readily inferred that the country records low in the MAS index. Both the men and women of the country remain involved in several jobs. Nearly 50% of women in the country are engaged in the professional sectors. It is true that the major leadership roles may not be rendered to the women in the professional units. However, there remains always scope for the working women to express their leadership skills and knowledge in the leadership and management fields (Ertug et al. 2013).
Being a country that has turned to be one of the most important hubs for all the international companies, need to remain low on the UAI index or Low vs. High uncertainty avoidance index. The companies in Singapore aspire to remain always at the topmost position when compared with the status of the other countries of the world. Hence, it becomes a certain factor for the business organizations to undertake ambiguities and uncertainties with regard to the business prospects. It has been acclaimed worldwide that Singapore is the country that allows the companies to settle down easily in the country. The regulative and conducive environment of the country, the easy methodologies involved in registering for the payment of the taxes and presence of such other easy regulations make it very easy for the companies to proceed successfully in their business activities.
The Country has been ranked as the topmost country out of the 50 nations of the world in terms of the major investment destinations of the globe. Therefore, the companies operating in the country rank low in the index of the LTO, i.e., in terms of the long –term orientation vs. short-term orientation. In order to prosper in the business world, the government of Singapore and the companies that operate in the nation strive look forward to maintain the stability in the world market. The country therefore, ranks low in the index of LTO, as the management of the companies need to take into account the factors that affect them immediately. However, the most important fact is that the country and the business organizations operating there should also have long-term oriented views in order to take into account the aspects and behavior that will likely affect any business organization in the future (Rui and Stefanone 2013).
In accordance with Trompenaar’s cultural theory, the cultural aspects of Singapore and management of the same can be evaluated in the following manner:
The culture of Singapore is one of such cultures of the world that is an admixture of different cultures of the world. This is the fact that the country attracts so many business enterprises from across the world. Singapore is the nation that possesses much supportive government policies, easy permits to settle down with new aspiring business ventures. Presence of sound infrastructure and pretty labor conditions and prudent financial policies of the government are the reasons that have made the country of Singapore the ulterior destination for most of the successful businesses of the world (Koveshnikov et al. 2014).
Hence, with regard to the dimension of the Universalism and Particularism, it becomes clear that Singapore promotes collectivism. Presence of different communities from various cultures and communities, indicate the involvement of diversity at the workplaces. Therefore, it becomes compulsory that the individuals involved in a business organization must take decisions together, and thereby must participate in the functioning of the business organizations.
Thirdly, as Singapore prefers to follow the policies of the Western culture in terms of the political, judicial and administrative policies, therefore, it is natural that the affective relationships are hardly maintained in the country. Rather, neutral culture is followed that restrains the expression of emotions and feelings openly (Moran 2014).
The polished and well-administered culture of Singapore portrays the fact that the business organizations are liable to maintain specific culture. The tendency to analyze different elements related to the business interests of a company in a specific manner separately or individually constitute the business culture of any company located in Singapore. Adaptation and maintenance of the specific cultures by Singapore has enabled it to focus over the aspects can assist the nation in industrial as well as economic development (Muenjohn 2015).
With regard to the fourth dimension of Achievement and Ascription, Singapore rests its priority over the aspect of achievement. Singapore is the country that possesses the highest forms and standards of skills and potential. It has the most advanced and favorable infrastructure among all other nations of the world. This makes the nation state aim at the global competitiveness. Hence, the entire relative readinesses of the economy with all the required potentialities and the prior discussion have made it a perceivable fact that Singapore is a country where merits matter largely matter. Therefore, it is the country where achievement of the individuals matters significantly. Ascription or recognizing the individuals in terms of their designations in the organizations or maintaining a hierarchical distinction between the authority and the workforce cannot be followed in the nation of Singapore. Merits of the individuals and their achievements are the measuring heads that determine the importance of the individuals working in an organization (Miao et al. 2013.).
The business ventures require upholding and placing immense focus upon the time-orientation. The country of Singapore has turned to be Asia’s most successful nation in almost all the facets. Be it educational, political, professional or industrial, the country has proved its potential. Thus, it can be readily stated that the business sector of the country rely much upon the future oriented factors. It is only by focusing upon the future aspects and aims of the company, that it becomes possible for the business organizations to organize its strategies. Moreover, the culture followed by the business sectors is more or less synchronic in nature as it is the motto of the country of Singapore to comply with all the changing trends of the world. Thus, the companies and their infrastructure are subjected to innovative modifications and the business units need to operate upon various elements or tasks at a single time as a whole (Muenjohn 2015)
The seventh dimension devised by Trompenaar that helps in determining whether a culture or a community living in a particular society of the world depends upon the external or internal control can easily identify the culture of Singapore as Internalistic (Thomas and 2014). The culture of the country depicts evidently that the individuals believe mainly on their own actions, and thus, they hold themselves responsible for their deeds and the consequences. The country like that of the Western nations of the world are of the opinion that it is the deeds of the individuals control the surroundings. They are of the opinion that they have full control over their environment and destiny hardly plays any important role in this kind of culture. Thus, this trend is maintained by the business culture of Singapore. Although Singapore is one of the Asian countries, it does not rely upon the tendency of the other Asian nations to believe that the destinies of the individual members belonging to a particular culture control their lives. The actions of the individuals, instead, matter the most (Ting-Toomey 2012).
The Globe cultural competencies or the magnitude of the Globe project address the features that can assist in the enhancement of the leadership while working in a multicultural company that incorporates the characteristics of the cultural diversity. The GLOBE project had been devised by Prof. Robert J. House of the Wharton School of the University of Pennsylvania. This project was developed on the findings of Geert Hofsteds’s research in the year 1991.
Performance Orientation: This magnitude of the GLOBE project states that an organization in order to perform well and progress in future prospects need to adapt that leadership style which will help in encouraging the performance or the organizational commitment as well as the excellence level of the employees of a company. The same applies in case of a society.
Assertive Orientation: This is the magnitude of the Globe project that tells about the rate of assertion or confrontational attitude that the members of an organization reflect in their professional or social relationships. This will help the leader of an organization or firm to understand the condition and the professional determinants that are present in a workplace, and thereby take steps accordingly.
Future Orientation: According to this dimension of the GLOBE project, the authorities in a business firm can estimate the intensity of the future oriented outlook of the members of a organization or a society. In case of an organization, this will help the leadership of an organization to develop such standards or measures that would encourage the members of an organization to think about planning or investment for the future progress of the country (Samovar et al.2014.).
Humane Orientation: This shows the extent to which the individuals involved in an organization or in a society pay respect to each other, indulge in mutual appreciation and maintain a friendly behavior in the society or in the organization. This kind of attitude becomes very important in an organization. A leader, furthermore should keep an eye on this aspect and then undertake measures accordingly.
Collectivism: In case of the institutional collectivism, it reflects the intensity to which the organizations or the societies encourage the members to participate in the collective actions and reward collective outcome (Johnson and Grier 2013.).
On the other hand, in the case of the In -group collectivism, the members possess and share loyalty and cohesiveness within the group, be it a business organization or a family.
The seventh dimension of the GLOBE project reflects Gender egalitarianism. In accordance to this point of view, the leadership of an organization should decide upon the intensity to which the absence of the gender discrimination policies needs to be maintained.
The eighth dimension regarding the Power Distance determines the degree to which the members of a culture or of a business organization demand for equal or unequal sharing of the power relations or the hierarchical positions (Shi and Franklin 2014).
The ninth or the last dimension tells about the extent a society or an organization can avoid uncertainty. It tells and instructs the authority of any social unit about how unpredictability or ambiguities can be avoided by relying on the social customs and practices of a particular culture.
Now, in case of a business organization that is operating in a multicultural or culturally diverse country like Singapore, the leadership or the authorities of an organization can easily enhance their qualities of leading and developing the organization along with the strength of its workforce by the following the dimensions that are suggested by the GLOBE project.
In a country like Singapore, maintenance of this factor becomes very vital, as both the men and women are engaged very actively in the professional field.Equal distribution of power within the organization among the working staff, avoidance of addressing the hierarchical positions in excessive manner will help in strengthening the bonds within the workforce, thereby, reducing ambiguities and uncertainty within the organization (Kirsch et al. 2012).
Thus, as it has been discussed above, leadership skills and integration of the workforce can properly be maintained by an organization by following the dimensions devised Geert Hofstede, Fons Trompenaar and the GLOBE project of Robert J. House (Karin Andreassi et al.2014).
Moreover, along with the such cultural theories , the Transactional and Behavioral theories of leadership need be maintained.
In case of Motivation, that is another integral factor in an organization, the following means can be adapted by the leadership or the authorities of an international organization:
Conclusion:
Thus, it becomes evident through the above discussion that excellence in the arena of leadership and motivational factors become some of the major factors that remain most responsible for ensuring the progress in the multinational or international organizations.
Above all, Singapore is a country that has been ranked by the Global Competitiveness Report 2015-2016 and IMD World Competitiveness Yearbook in 2015 as one of the most successful countries in Asia in terms of the most motivated workforce. It is only due to the conducive working environment in a diverse cultural structure, best training programs and attractive policies for the workforce that the country has been able to achieve such a stance.
References:
Baharum, A. and Jaafar, A., 2014. Investigating adaptive asean cultural diversity through users’ mental models for user interface design. Journal of Theoretical and Applied Information Technology,61(3), pp.617-629.
Benet-Martínez, V. and Hong, Y.Y. eds., 2014. The Oxford handbook of multicultural identity. Oxford University Press.
Caleon, I.S., Wui, M.G.L., Tan, J.P.L., Chiam, C.L., Soon, T.C. and King, R.B., 2015. Cross-cultural validation of the academic motivation scale: A Singapore investigation. Child Indicators Research, 8(4), pp.925-942.
Chemers, M., 2014. An integrative theory of leadership. Psychology Press.
Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge.
Chong, E., 2013. Managerial competencies and career advancement: A comparative study of managers in two countries.Journal of Business Research, 66(3), pp.345-353.
Cranston, S., 2016. Producing migrant encounter: Learning to be a British expatriate in Singapore through the Global Mobility Industry.Environment and Planning D: Society and Space, p.0263775816630311.
Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014. Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives.The Leadership Quarterly, 25(1), pp.36-62.
Dunn, M.W., Dastoor, B. and Sims, R.L., 2012. Transformational leadership and organizational commitment: A cross-cultural perspective. Journal of Multidisciplinary Research, 4(1), p.45.
Emmerling, R.J. and Boyatzis, R.E., 2012. Emotional and social intelligence competencies: cross cultural implications. Cross Cultural Management: An International Journal, 19(1), pp.4-18.
Engelen, A., Gupta, V., Strenger, L. and Brettel, M., 2015. Entrepreneurial orientation, firm performance, and the moderating role of transformational leadership behaviors. Journal of Management, 41(4), pp.1069-1097.
Epitropaki, O., Sy, T., Martin, R., Tram-Quon, S. and Topakas, A., 2013. Implicit leadership and followership theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings. The Leadership Quarterly, 24(6), pp.858-881.
Fairhurst, G.T. and Connaughton, S.L., 2014. Leadership: A communicative perspective. Leadership, 10(1), pp.7-35.
Fernando, M., 2016. Introduction. In Leading Responsibly in the Asian Century (pp. 1-8). Springer International Publishing.
Gentry, W.A. and Sparks, T.E., 2012. A convergence/divergence perspective of leadership competencies managers believe are most important for success in organizations: A cross-cultural multilevel analysis of 40 countries. Journal of Business and Psychology, 27(1), pp.15-30.
Gold, J., Holden, R., Iles, P., Stewart, J. and Beardwell, J. eds., 2013. Human resource development: Theory and practice. Palgrave Macmillan.
Gutierrez, B., Spencer, S.M. and Zhu, G., 2012. Thinking globally, leading locally: Chinese, Indian, and Western leadership. Cross Cultural Management: An International Journal, 19(1), pp.67-89.
Hanania, L.R., 2014. Cultural diversity in international law: the effectiveness of the UNESCO convention on the protection and promotion of the diversity of cultural expressions. Routledge.
Hoch, J.E. and Kozlowski, S.W., 2014. Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of applied psychology, 99(3), p.390.
Hogan, M., 2012. The four skills of cultural diversity competence. Cengage Learning.
Hogg, M.A., Van Knippenberg, D. and Rast, D.E., 2012. Intergroup leadership in organizations: Leading across group and organizational boundaries. Academy of Management Review,37(2), pp.232-255.
House, R.J., Dorfman, P.W., Javidan, M., Hanges, P.J. and de Luque, M.F.S., 2013. Strategic leadership across cultures: GLOBE study of CEO leadership behavior and effectiveness in 24 countries. Sage Publications.
Joint, F., 2014. Cross Cultural Management.
Karin Andreassi, J., Lawter, L., Brockerhoff, M. and J. Rutigliano, P., 2014. Cultural impact of human resource practices on job satisfaction: a global study across 48 countries. Cross cultural management, 21(1), pp.55-77.
Kemeny, T., 2012. Cultural diversity, institutions, and urban economic performance. Environment and Planning A, 44(9), pp.2134-2152.
Kirsch, C., Chelliah, J. and Parry, W., 2012. The impact of cross-cultural dynamics on change management. Cross Cultural Management: An International Journal, 19(2), pp.166-195.
Koon, O.E. and Krishna, L.K., 2014. Perspective from Singapore.Asian Bioethics Review, 6(4), pp.420-427.
Koveshnikov, A., Wechtler, H. and Dejoux, C., 2014. Cross-cultural adjustment of expatriates: The role of emotional intelligence and gender. Journal of World Business, 49(3), pp.362-371.
Lai, A.E., Collins, F.L. and Yeoh, B.S. eds., 2013. Migration and diversity in Asian contexts. Institute of Southeast Asian Studies.
Lian, K.F., 2016. Multiculturalism in Singapore: Concept and Practice. In Multiculturalism, Migration, and the Politics of Identity in Singapore (pp. 11-29). Springer Singapore.
Mendenhall, M.E., Reiche, B.S., Bird, A. and Osland, J.S., 2012. Defining the “global” in global leadership. Journal of World Business, 47(4), pp.493-503.
Meng, J., 2015. Cultural congruence as reflected in communication leaders’ decision-making: A convergent view from London and Singapore. Leadership & Organization Development Journal, 36(4), pp.346-359.
Miao, Q., Newman, A., Schwarz, G. and Xu, L., 2013. Participative leadership and the organizational commitment of civil servants in China: the mediating effects of trust in supervisor. British Journal of Management, 24(S1), pp.S76-S92.
Mor, S., Morris, M.W. and Joh, J., 2013. Identifying and training adaptive cross-cultural management skills: The crucial role of cultural metacognition. Academy of Management Learning & Education, 12(3), pp.453-475.
Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge.
Moran, R.T., Braaten, D.O. and John Walsh, D.B.A., 2013.International business case studies for the multicultural marketplace. Routledge.
Muenjohn, N., 2015. Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers.international Journal of Business and information, 2(2).
Nouri, R., Erez, M., Rockstuhl, T., Ang, S., Leshemâ€ÂCalif, L. and Rafaeli, A., 2013. Taking the bite out of culture: The impact of task structure and task type on overcoming impediments to crossâ€Âcultural team performance. Journal of Organizational Behavior,34(6), pp.739-763.
Ou, A.Y., Tsui, A.S., Kinicki, A.J., Waldman, D.A., Xiao, Z. and Song, L.J., 2014. Humble chief executive officers’ connections to top management team integration and middle managers’ responses. Administrative Science Quarterly, p.0001839213520131.
Ozgen, C., Peters, C., Niebuhr, A., Nijkamp, P. and Poot, J., 2014. Does Cultural Diversity of Migrant Employees Affect Innovation?.International Migration Review, 48(s1), pp.S377-S416.
Papadopoulos, N. and Heslop, L.A., 2014. Product-country images: Impact and role in international marketing. Routledge.
Ray, D., 2014. Overcoming cross-cultural barriers to knowledge management using social media. Journal of Enterprise Information Management, 27(1), pp.45-55.
Ronen, S. and Shenkar, O., 2013. Mapping world cultures: Cluster formation, sources and implications. Journal of International Business Studies, 44(9), pp.867-897.
Rui, J. and Stefanone, M.A., 2013. Strategic self-presentation online: A cross-cultural study. Computers in Human Behavior,29(1), pp.110-118.
Samovar, L., Porter, R., McDaniel, E. and Roy, C., 2014.Intercultural communication: A reader. Cengage Learning.
Schaubroeck, J.M., Hannah, S.T., Avolio, B.J., Kozlowski, S.W., Lord, R.G., Treviño, L.K., Dimotakis, N. and Peng, A.C., 2012. Embedding ethical leadership within and across organization levels. Academy of Management Journal, 55(5), pp.1053-1078.
Soini, K. and Birkeland, I., 2014. Exploring the scientific discourse on cultural sustainability. Geoforum, 51, pp.213-223.
Takahashi, K., Ishikawa, J. and Kanai, T., 2012. Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews. Journal of World Business,47(4), pp.530-538.
Tan, C.Y., 2013. Theoretical discussion on forms of cultural capital in Singapore. Asia Pacific Education Review, 14(2), pp.103-112.
Thio, L.A., 2015, March. Constitutionalism and Religious Diversity in Singapore: A via media Between Principle and Pragmatism?. InNorms, Interests, and Values (pp. 197-236). Nomos Verlagsgesellschaft mbH & Co. KG.
Thomas, D.C. and Peterson, M.F., 2014. Cross-cultural management: Essential concepts. Sage Publications.
Ting-Toomey, S., 2012. Communicating across cultures. Guilford Press.
Zhang, Y., LePine, J.A., Buckman, B.R. and Wei, F., 2014. It’s not fair… or is it? The role of justice and leadership in explaining work stressor–job performance relationships. Academy of Management Journal, 57(3), pp.675-697.
Oc, B., Bashshur, M.R., Daniels, M.A., Greguras, G.J. and Diefendorff, J.M., 2015. Leader humility in Singapore. The Leadership Quarterly, 26(1), pp.68-80.
Johnson, G.D. and Grier, S.A., 2013. Understanding the influence of cross-cultural Consumer-to-Consumer Interaction on consumer service satisfaction. Journal of Business Research, 66(3), pp.306-313.
Shi, X. and Franklin, P., 2014. Business expatriates’ crossâ€Âcultural adaptation and their job performance. Asia Pacific Journal of Human Resources, 52(2), pp.193-214.
Hemmasi, M. and Downes, M., 2013. Cultural distance and expatriate adjustment revisited. Journal of Global Mobility: The Home of Expatriate Management Research, 1(1), pp.72-91
Ertug, G., Cuypers, I.R., Noorderhaven, N.G. and Bensaou, B.M., 2013. Trust between international joint venture partners: Effects of home countries. Journal of International Business Studies, 44(3), pp.263-282.
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Contact Essay is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Essay Writing Service Works
First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download