Managing Cross Cultural differences in a Danish Company in Singapore.

Managing Cross Cultural differences in a Danish Company in Singapore.Bishnu Kumari GurungLillebaelt Acadamy of Professional1We are going to talk about.........ObjectivesAbout SingaporeCultureHofstedes cultural dimensionCommunicationMeetings Teams and negotiations

ObjectiveBe aware of cultural differences.Communication model with best way.Negotiation and contract with other companies in singapore.

About SingaporeSingapore is multi ethnic society country.Population 5,47 million in June 2014.Singapore is divere, ethinic Asians predeminate about 75% Chinese with signaficant minarities of Malays, Indians and Euroasians.Singapore is an unitary multiparty parlimentary republic country.Global hub for trade and investment.

About DenmarkDenmark is a scandinavian country in Northern Europe. ethnic society country.Population 5,66 million in January 2015 Estimate.Denamark is an unitary parlimentary constitutional monarchy country.

Culture: -By prof. Hoftsede culture is the sum of the values, rituals, symbols, beliefs and thouths processes that are learned, shared by a group of people and transmitted from generation to generation.Feature of culture: - Culture is shared, Culture is intangible, Culture is confirmed by othersMost commonely the term culture used for tribes or ethnic groups (in anthropology), for nations(in political science, sociology & management) and for organization(in sociology and management)Universal cultural variablesKinshipEconomyEducatonPoliticsReligionRecreation http://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-managementhttp://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc6Hofstedes Cultural DimensionProf. Geerth Hofstede(Dutch Management Researcher)- Culture is more often a source of conflict than of synargy. Cultural differeces are a nuisane at best and often a disaster.Hofstede developed his original model as a result of using factor analysis to examine the results of a world-wide survey of employee values by IBM.1967-1973117,000 IBM employeesMore than 50 countriesHofstedes Cultural DimensionData source:http://geert-hofstede.com8Hofstedes Cultural DimensionPower distance: Related to the different solutions to the basic problem of human inequality:- Denmark scores very low power distance. The Danes believe in independency, equal right and for Singapore its high power distance. The power is centralized, juniors depend on bosses and rules.Uncertainty Avoidance: - Related to the level of stress in a society in the face of an unknown future; with a score of 23 Denmark scores low on this dimension. With a score of 8 Singapore fines imposed for everything.Individualism versus Collectivism: - Related to the integration of individuals into primary groups: - Denmark is an individualistic Society where Singapore is collectivistic society.

Masculinity versus femininity: - Related to the division of emotional roles between women and men.Long Term versus Short Term Orientation: - Related to the choice of focus for peoples efforts: the future or the present and past.

Hofstedes Cultural DimensionCommunication Speak in quiet, gentle tones.Silence during conversations does not have a negative meaning.Be indirect, Being direct is considered rude or pushy. Negative messages can be delivered through a third party (saving face). Non-verbal communication is important . Avoid physical contact except for handshake.Do not touch their head!.Point with the hand, not with a finger.Too much eye contact is considered rude and intrusive . Avoid facial expressions that express disagreementMeetings types and purposeBriefing : - to deliver informations.Investigatory: - to gather informations.Advisory; - to provide informations.Consultative: - to voice opinions.Executive: - to make decisions.

Meetings Teams and negotiationsMeetings Teams and negotiationsBetter to conduct negotiations with a team.Be well aligned in team; clear role assigned to each member .They are good at exploiting disagreements in opposite team.Provide details on titles, positions, responsibilities well in advance .Singaporeans want to know whom they will be meeting. Do not try to hurry along with your agenda.It is unrealistic to expect initial meetings to lead to straight decisions Negotiation Process:-

Preparation: -Developing: -Getting a strategyBuilding understandingBargainingClosingTalk to the person at the right level .Decision making can be slow or impossible.Coming with personal new ideas will take some convincing . For exampleAsk where you should sit or wait to be seated - Carefully try to establish who makes the decisions - Be well prepared and establish expectations level at the start . Respect hard bargainers as long as they avoid creating direct conflict. Pace of Negotiation . be patient, control your emotions, and accept that delays occur, Bargaining Style, May use a wide arrangement of negotiation techniques quite competently .

How to negotiation with business partnerReferenceshttp://geert-hofstede.comhttp://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-managementhttp://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpcwww.population.sgJean M. Hiltrip & Shella Udall The essence of negotiation