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Introduction

Dynamic Cloth Mfg. Co. is a cloth manufacturing company which has been in the industry of manufacturing woolen as well as cotton clothing. The company has been operating in Singapore for quite some time now and is a quite popular company across the country. The company headquartered in Singapore also operates in India and Australia where it has a pretty good hold of the clothing markets. Operating in three countries the company has to manage and work multi-cultural environment where it needs to address issues pertaining to individual countries.

There are various cultural differences in all the three countries besides the difference in tastes and style preferred by the population of each country. Although this is an issue which the company has faced issues in terms of operating and managing the operations it has highly contributed in making them aware of the cultural differences in these diverse environments. As it continues to operate it would surely help the company to learn more about diverse environment and further contribute for expanding in other locations across the world.

The top board officials as well as the high rank managers are all from the country of Singapore where they have to perform an in depth study to understand each location. The recent reports and plans of the company tend to suggest that they are planning to expand across in the two locations abroad besides promoting their products in their local country. Although the company has a good overview of the three locations it needs to critically examine the cultural developments and the changes happening in these areas. This would facilitate in providing products as per local needs and the demographics of each place. Further they could add a variety in their product offerings as per specific and the trending needs.

Coming to the operations the employees of a company are the most important resources they have. This is the reason why Dynamic needs to understand specific employee needs of the staffs so that it could satisfy their need and further have an increase in the efficiency level. A study of the environment below for the operations in these three countries reveals a lot about the cross cultural differences and further its awareness among the international managers.

Below we try to critically examine the work environments in Australia, Singapore, and India. After that the comparisons have been made of these environments by comparison of the values and employee demands. Further the examination of the challenges which the company would be facing has been cited in the study. And lastly the study concludes the possible ways to manage the implications and the challenges which are evident to come up while the company operates. Also discussed in the study is the effectiveness of managing multi-cultural work environment.

Critical Examination of the implications of the cultural dimensions in each country

Using the Hofstede’s theory on the cultural dimensions the effects of the society’s culture on the values of the employees and staff members in each of the three countries have been highlighted below. Further the differences between the cultural differences in all the three countries as per the different pillars of Hofstede’s theory have been derived (Open Learn n.d.).

The four pillars of the theory are:

• Power Distance (PDI):This takes into consideration the extent to which the less powerful people in the organization accept and except that power which is unequally distributed. Basically it takes into consideration the aspect superior sub ordinate relationship within the organization.
• Individualism (IDV): This takes into consideration the extent to which the individuals are integrated in groups. It includes the personal achievements and the individual rights where people usually stand up for themselves as well as immediate families. Basically this takes into account the social environment and the personal bonding for people and the society they live in. (Openlearn.openn.d.)
• Uncertainty avoidance index (UAI):Under this head the level of tolerance for uncertainty and ambiguity within the society is measured. The factors such as emotional levels, absorption power to sudden changes are taken into account. Basically under this the reaction of people while changes and developments take place all of a sudden around them.
• Masculinity (MAS), vs. femininity:This section takes into consideration the distribution of emotional roles between genders of a given society. The masculine cultures the values are competitiveness, materialism, power, assertiveness, and ambition. Whereas for the feminine cultures the values such as relationship and quality of life given much importance.
• Long term orientation (LTO)vs. short term orientation:Under this head the time horizon and its importance within different societies is taken into consideration. For the long term oriented society the future holds more importance whereas the short term oriented societies focus on the values promoted which are of the past as well as present. It includes the steadiness, respect for tradition as well as preservation of one’s reputation. Also for the short term oriented societies fulfilment of social obligations is high. (Open Learn n.d.)
  

Hofstede’s 5 cultural dimensions in the three counties

Singapore:

• Power Distance (PDI):The people across Singapore hold strong values and adhere to the hierarchical relationship within the society. The employees are strongly influenced by the society where they see it as a composition of people being unequal in rank and their standings.  The differences in the ranks is usually signalled as well as reinforced by the style of interaction that takes place between each party involved. Moreover it has been seen that juniors are supposed to keep the opinions to themselves and are not expected to express their views until and unless asked. Therefore the Singaporean culture is strictly against questioning authority where an upward communication is observed and the status differences and hierarchies are given importance. Socializing of the managers and people up in the positions with the others down the order is not prevalent in the society. (NCL.AC n.d.)
• Individualism (IDV):Singapore is a country which has always been known for laying importance to the family. This is prevalent in the workforce as well were people lay more emphasis on groups rather than individualism.
• Uncertainty avoidance index (UAI):The work culture within the company as prevalent in other sections of the society suggests that the people are pretty adaptive in terms to changes occurring around. This rates them high in the uncertainty avoidance index. So an unanticipated or sudden change is pretty well absorbed by the workforce.
• Masculinity (MAS), vs. femininity:An even balance in the workforce could be well viewed in the company. So both masculinity and femininity aspect is pretty even were emotions as well as the ambitions go hand in hand.
• Long term orientation (LTO)vs. short term orientation:Singaporeans are known to lay stress upon the future which means Long term orientation is pretty high on their work lists. It largely affects the way people move where the emphasis is laid upon the future ambitions and achievements (NCL.AC n.d.).
• Power Distance (PDI): Working in the Indian environment which is predominantly labour intensive the power distance plays a vital role. Usually the employee employer relationship is mixed with emotional touch where discussion of the common problems and open suggestions can be seen. The company has witnessed that in order to manage the work easily it has to lay emphasis on the relationship with the superior subordinates while addressing the concerns of all(Safer 2008).
• Individualism (IDV): The level of individualism scores high in this part of the world as people expect recognition and are encouraged by appreciation they receive. However the concept of groups working together is pretty prevalent too where besides personal goals people like to work collectively in an approach to achieve their laid objectives.
• Uncertainty avoidance index (UAI): Addressing this aspect it’s seen that employees are not that adaptive to uncertain changes where a sudden change could largely impact in the way company operates. This is the reason why company has to operate with predefined plans and make sure that any uncertain developments are well taken care off (Geert-hosteden.d)
• Masculinity (MAS), vs. femininity: Predominantly the masculinity prevails in the operations with more men involved. Although the ratio has changed over the last few years masculinity still dominates the employee force within the organization.
• Long term orientation (LTO)vs. short term orientation: Short term orientation seems to be the road in India. The employees usually lay more importance to quick results, respect social status and obligations. The other characteristic of low money available for investments compared to the other two countries also plays a vital role for the short term orientation. All the operations and steps initiated by the company needs to be in accordance with the anticipations people have (Safer 2008).
• Power Distance (PDI): The country like Australia has shown to have a very small power difference. The employees here are more prone to accept and expect power relations which are more consultative and democratic. The employees usually relate to each other as equals regardless of the position each holds. All the subordinates are usually more comfortable to ask what they demand and lay importance on the right to contribute on critical decisions within the organization (Answers.Yahoo 2009).
• Individualism (IDV):Australia ranks high in terms of individualism. The Level of self-respect each employee demands and the relationship between the employee and the employer is a contract based. The culture prefers hiring as well as promotions based on skills and achievements rather than taking the work of entire group into account.
• Uncertainty avoidance index (UAI):In terms of the uncertainty avoidance index Australia has been seen to be on the even side. It means that they are not on the higher or the lower side to adapt to the uncertainty which might come in regular operations. Some changes might come as a shock whereby some may be well accepted by the employees within the organization.
• Masculinity (MAS), vs. femininity:The level of masculinity among the employees seems to be on the higher side. Being in the manufacturing wing of the market which demands labour and power it is predominantly a male dominated workforce. So ambitions, assertiveness and other aspects of masculinity are more prevalent as compared to the emotions.
• Long term orientation (LTO)vs. short term orientation: Australian workforce can be said to be more long term oriented where they tend to adapt to traditions to a modern context. The respect as well as individual appreciation is pretty high in this part of the world(Answers.Yahoo 2009).

India:

Australia:

Comparisons based on the observations made above

Challenges which the company would face

As seen above the three countries are much different in one way or the other. This usually makes things much more complex for the international managers to carry out the work in different parts of the world. Some of the challenges which could be listed based on the research conducted above would be as follows:

• The managers within the organization would need to balance the work environment based on the desires each of the countries have. For instance a manager would be held in high esteem in Singapore where the sub ordinates would not speak up until they are asked to. However when they are in India or Australia the traditions usually means that the employees would love to contribute and express their views to the management. Here to work in the right way forward the company would have to follow the accepted norms while in different countries. (SLU 2003,)
• The political environment is also different for Singapore when compared to India and Australia. Indian and Australian system is much more democratic whereas the home country has seen much of an autocratic nature in its functioning.
• External environment and other norms are way different in these three countries. It would be observed that the company while selling its products would find this challenge to be one of the most important ones. Dependent on demographics, tastes, cultures the three countries are totally different. While in Singapore the company can target an entire country, in India and Australia it needs to target specific areas depending on the places that actually demand their products.
• Language Barrier is one of the other things which could be a concern. Although the three countries are pretty conversant with the English language an operating with the local workforce in India could be a bit troublesome for the Singaporean managers.
• Trust is one of the other things which Dynamic needs to instil to its workers who are from the foreign countries. They need to emphasize that they are here for a long venture and would take care of their employees for a longer period for their operations.
• The aspect of individualism also plays an important role. Managers would need to address the group concerns and appreciate their achievements in their home country as well as India. However in Australia they would be required to appreciate individual achievements on a regular basis.

Effectiveness of managing multicultural work environment

There are a few advantages which could be highly effective for the International Managers of Dynamic. Some of them have been listed below: (Rln-london 2008)

• Expansion: With these three different geographically located places it gives a great opportunity for the company to understand different cultures. This further facilitates the company to get experience of expanding to newer horizons in future. As the company would get more adapted to diverse cultures and manage the people within it increases the scope of learning and further expanding in newer markets.
• Increasing efficiency: With operations in three different cultural environments the company could actually exploit the positives of each and increase its efficiency levels. For example with a masculine power force of the Australian and Indian region it could get products manufactured faster. While being dominated by both the shades of masculinity and femininity the Singaporean region can well handle the operations and other technical processes such as technology, methods in increasing production, etc. (Web.gsm.ucin.d.)
• Mix people from different locations: Another great initiative which the company can takeis mixing up people within its organization with the other employeesof another region. For example people from India might be sent to work in the Singaporean environment to understand the ways company expectsits employees tooperate in its home country. Similarly a team from Singapore could be sent out to India/Australia to workwith the localworkforce andunderstand their way of working. This could highly facilitate in working together for the company and targeting a common global goal. They may even create some short workshops at different places.

Conclusion

With diversity in regions, cultural differences, differences in the way people work, etc. there holds a lot of opportunities for Dynamic Manufacturing Co. to explore and become a bigger International Organization. In order for it to achieve that status the International Managers need to carry out in-depth analysis, that too on a regular basis to address all the issues which may come in between a smooth functioning for the organization. Once they could address these issues and counter the challenges that come in their way the company would truly excel in terms of meeting the needs of its employees and establish at a major player in the manufacturing industry globally.

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