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MGT1101 International Business Management
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MGT1101 International Business Management
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Course Code: MGT1101
University: Algonquin College
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Country: Canada
Question:
According to Hofstede (2007), Asian cultures bear some common features? What are they? How do these features influence management in Asia? If you were hired as a CEO who manages the subsidiary of an Australian company in an Asian country, how would you manage the subsidiary in the Asian cultural context?
Answer:
Introduction:
The purpose of the study is to analyse the effect of cultural features of Asian country on the business management. Therefore, the study involves identifying the common features of Asian culture as per Hofstede (2007) and its impact on international business management.
The Asia is the region of diverse cultures. There are various types of cultural inheritances of different societies, nationalities and ethnic groups. The most crucial elements of Asian culture are Asian music, art, cuisine and literature. There is a very little common history or unity among the mentioned cultures. The link between conventional culture and the culture of the Western world is one of the most intricate parts of Asian culture. The eastern part of the continent includes Hinduism, Confucianism, Buddhism, Taoism, Islam and Judaism, which play a significant role in Asian culture (Chon& Yu, 2012).
The above picture shows the cultural dimensions of Singapore that may affect the management in business organisations. Singapore scores 74 in the power distance index, as the Confucian culture dominates the region and the Confucians possess a syncretic attitude to religion. Their concept is based on imbalanced relationship between people like father-son, ruler-subject and so on. In business organizations, power is unified on the rules and bosses and employees are directed by their managers. In terms of individualism, Singapore scores 20, which indicates a collectivistic society. In organisations, people are encouraged to work collaboratively and managers have to be calm and respectable. Singapore scores 48 inmasculinity index, which is in the medium in the scale, however, the country is more on the female side. Therefore, being humble and modest is considered as very important. Singapore scores 8 in Unicertaininty Avoidance dimension that is very low. People, in this country has to abide by a number of rules due to the high score in PDI. Hence, the country is called a “Fine Country”. In Long Term Orientaion dimension, Singapore’s score is 72, which indicates that cultural qualities in the country supports long-term investment like sustained efforts, persistence, thrift, slow results and ordering relationship. Indulgence refers to the degree to which people are able to manage theory impulses and desires. Singapore scores 46 in this dimension. Hence, it is difficult to determine the preference for Singapore due to its middle score (Hofstede, 2007).
Chon & Yu (2012) stated that, cultural features of Asia, especially Singapore have a great impact on the management in business organisations. For instance, due to the high score in PDI, attitude toward the management is formal in the country and indirect communication is maintained within the organisations. It controls the flow of informal communication. There is no space for open conflicts in the organisations. As opined by Khilji (2012),The management maintains indirect communication as well and group harmony is encouraged. Management usually shows politeness for obtaining honest feedback from employees. The relationship has an ethical basis and priority is given to the accomplishments of tasks. Managers handle every matter very calmly. As, the country supports feminism, hence, it values the softer features of the culture like flattening with others, sympathy for the loser and harmony. During meetings and discussions, employees have to be careful and not very persistent. Singaporeans managers put stress on the quality and the way in which things are done. Ballet al. (2012) mentioned that, the people of Southeast and East Asia see that two people can create something greater. This approach allows for a more practical mindset for business.
The CEO of an Australian company needs to follow the Asian culture for maintaining the subsidiary in an Asian country successfully. In Australia, people are treated equally within an organisation and there is a lack of formality. However, to work in Asian countries, the CEO needs to be formal and treat everyone as per their status and job position (Fang, 2010). Fidrmuc &Korhonen (2010) stated that, Asian people face difficulties in understanding the Australian language due to their accent and idioms. Therefore, the CEO of the Australian company must understand and learn the language spoken by Asian people in order to run their business successfully.
Hence, it can be inferred that, at the present day of increasingly competitive business environment, it has become critical for all companies to expand their business internationally. In doing so, understanding the cultural characteristics and diversity of international markets is mandatory.
References
Ball, D., Geringer, M., Minor, M., &McNett, J. (2012). International business.McGraw-Hill Higher Education.
Chon, K. S., & Yu, L. (2012). The international hospitality business: Management and operations.Routledge.
Chon, K. S., & Yu, L. (2012). The international hospitality business: Management and operations.Routledge.
Fang, T. (2010). Asian management research needs more self-confidence: Reflection on Hofstede (2007) and beyond. Asia Pacific Journal of Management, 27(1), 155-170.
Fidrmuc, J., &Korhonen, I. (2010).The impact of the global financial crisis on business cycles in Asian emerging economies. Journal of Asian Economics, 21(3), 293-303.
Hofstede, G. (2007). Asian management in the 21st century. Asia pacific journal of management, 24(4), 411-420.
Khilji, S. E. (2012). Editor’s perspective: does South Asia matter? Rethinking South Asia as relevant in international business research. South Asian Journal of Global Business Research, 1(1), 8-21.
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