Cross-cultural work experience

Cross-cultural management, in simplest terms, is the management of a team or individual that

has to adapt a working style of a foreign culture. Because of globalization and the rapidly

changing working environment, it is possible nowadays to have a company which consists of

people who speak different languages, subscribe to different practices, and ultimately have

different thoughts, actions, and beliefs. This diversity calls for the need of a different managerial

style to suit each a culture, and at the same time to find commonalities in order to unite the

multitude of cultures.

There are some challenges that will arise in a globalized company which will make cross-

cultural management the necessary type of management. One of this is the lack of proper

communication. Having different languages in the company is tricky. If not all can speak English

then certain misunderstandings may occur. Differences in communication style is also a factor. A

simple direct translation of the words are not helpful since language is a dynamic medium—one

saying in another culture might mean an entirely different thing in another. In cross-cultural

companies it is essential to be cautious in sending messages across—some meaning may be lost

in translation or interpretation.

Another problem encountered could be the different working styles accustomed to each

culture. It is inevitable that individuals have the tendency to have different quality of work.

Matching these individuals will be a challenge especially if not all of them are from similar

cultures. Linked to this is a certain mismatch in the working times of the people (i.e., if

applicable, due to the differences in time zones). Misaligned work due to lack of proper

coordination may lead to this undesired event.

 However, the biggest challenge faced by managers of a cross-cultural company is when

the cultural differences are openly taking priority in the workplace. When differences are taking

priorities in the workplace, the quality of work is in danger of being compromised or even

neglected. The company might turn into some political powerhouse that will inevitable spin the

company (and the business) down the drain. Immediate intervention is necessary should a

situation of the like occurs. Also, if the majority of the people in the company are from one

culture and only a small fraction is of other cultures, problems will definitely arise.

Given the many problems that come with cross-cultural companies, many managers

tackle the problems using a four-point strategy—the first point being adaptation. Acknowledging

the gaps of different cultures will make working around it much easier than when it is denied: a

problem must be present first before a solution can be found. From there, actions to familiarize

and adjust to the cultures is made possible.

The second point is physical intervention. This point involves altering the shape of the

team. If for some reason the project is crucial and the need is urgent, the management can opt to

make a physical intervention or to change the construction of the team. This could either be

manifested as a change in project leaders or number of members, a change in the grouping

system, or a change in the composition of the individuals that make up the team.

Administrative involvement is the third point. When projects that will require people

from different cultures to work together, it is important to have the administrators to be hands-on

and clear with the set of rules that is necessary for the team to be able to perform optimally. The

administrators and managers of course should be able to readily address the problems even

before they surface.

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 The fourth point must be the last case scenario because it involves the exiting of a team

member/s. This means that the team member/s will be asked to leave the group or transferred to

another group because the problem could not be solved. This point of course should be the last

resort or when the other points of strategy fail to solve the problem.

In addition to the previous four-point strategy mentioned, there are also other methods for

dealing with cross-cultural teams and companies. First: Goals and objectives are (as much as

possible) communicated clearly and objectively. Second: There must be an effort to identify

conflicting areas (i.e. in cultures) so that creating solutions will be fit for the problem. Third:

Cross-cultural training sessions can be coordinated. These is important because the members of

the team should be attuned to the cultures of their co-workers, and so that they will be able to

adjust accordingly based on the working style of the culture. Fourth: It is important to remember

that motivation and trust is crucial. Even more crucial is giving the same levels to each culture.

Fifth: Rewarding proper overt and oral behavior regarding the adaptation to a

communication style of a culture will promote the usage of this adaptation (which is a benefit).

Recognition of progress is also worth rewarding. Sixth: Always give people a chance to

participate in discussions and debate. If some individuals are soft-spoken, it is the job of the

manager to encourage them. Seventh: Individuals are individuals, so they should be treated the

way they should be treated—and that is, in a proper manner. In line with this is that the manager

should be sensitive in the placement of the members in groups. For example, a woman must not

be teamed with a man who comes from a culture who does not treat women equally.

In contrast to the perspective we have discussed previously, it is essential also to look at

the positive things that come with working in a cross-cultural management. First of all, working

with people from a different culture can elicit creativity and innovative thinking brought about

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the diverse knowledge each one has. A sharing of experiences can be a cause for a new and

brilliant idea to come up. Second, having different places to work can offer different perspectives

for the team member/s. This may enable insights and a development of useful concepts. Most

importantly, the understanding of humanity is made possible because of the way team members

try to incorporate themselves to other cultures and vice-versa. There is a greater tendency to

learn and there is also a better development of communication skills and practices when working

in a cross-cultural company.

Significance of Cross-Cultural Management

Cross-cultural adjustment is generally defined as the process of adaptation to living and

working in a foreign culture. It is the perceived degree of psychological comfort and familiarity a

person has with the new host culture. Such definition has been subdivided into three facets. The

first facet is work adjustment that involves the adaptation to new job tasks, work roles, and the

new work environment. The second facet is interaction adjustment that involves the comfort

achieved in interacting with host nationals in both work and non-work situations. The third facet

is general adjustment that involves the overall adaptation to living in the foreign culture. On the

other hand, maladjusted expatriates are unable or unwilling to accept the host countries'

behaviors, norms, and roles: They view the host cultures as inferior to their own. They tend to

cling to their home cultures (Black, 1990).

A study by Palthe (2003) has shown that cross-cultural management in organization or

workplace provides significant cross-cultural adjustment to foreign workers towards their work

performance, interaction with other workers, and general quality of life. The active participation

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of the host company in fostering environment enhances adjustment amongst expatriate workers.

Culturally adjusted workers will tend to perform better in their work as compared with the

maladjusted ones. They also tend to have increasing interactions and less conflict with local

workers. Adjusted workers tend to respond more favorably in their general quality of life as

contrast with the maladjusted ones.

Academic research in cross-culture management has also provided an avenue in selecting

the best suited expatriates for cross-cultural adjustment. Below is a model which provides an

integrative model of cross-cultural adjustment.

INDIVIDUAL VARIABLES ORGANIZATION

SOCIALIZATION
 Self-efficacy
 Learning orientation  Parent company
 Host company

JOB VARIABLES

 Role clarity CROSS-CULTURAL

 Role conflict ADJUSTMENT
 Role discretion
 Work
 Interaction
NON-WORK VARIABLES  General

 Cultural similarity
 Family adjustment

Integrated Model of Cross-Cultural Adjustment (Palthe, 2003)

As can be seen, individual, job, and non-work variables are also contributing factors in

cross-cultural adjustment. From the level of individual variable, the study also supports that high

self-efficacy (belief in one's own ability) correlates much high with their adjustment with the

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new culture. Clarification about the expatriate work role will decrease their uncertainty upon the

arrival in the new host organization. Role clarity and role conflict are also significantly

correlated with culture adjustment. According to the study, the adjustment of expatriate workers

is largely affected by the adjustment of their family members towards the host country.

Based from this, cross-cultural managing organizations could also strategically focus on

these other factors so that culture-adjustment could be fostered much effectively. A culturally-

adjusted expatriate tends to costs significantly lower on the expenses of the organization than the

maladjusted ones.

The face of a cross-cultural organization: An interview

Dr. Socorro Lupisan is currently Director of the Research Institute for Tropical Medicine

(RITM) and has participated in various research collaborations, mostly with Japanese

researchers. According to her, research collaborators are often just equal given that they are all

professionals and have their own expertise. However, the way foreign co-workers are dealt with

may also vary depending on one’s position. Colleagues are treated equally. If the Filipinos are

the ones in authority, on the other hand, keep a façade, reminding the Japanese that the Filipinos

are the ones in charge. When interacting with younger Japanese researchers, they are treated like

students with the Filipinos acting as supervisors.

Japanese experts, on the other hand, are treated with high regard, the same way Filipino

experts are looked up to. Communication barrier, as Dr. Lupisan further shared her experiences,

have not much been a problem. During meetings, for example, Filipinos do not speak in Filipino

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and the Japanese try their best to not use their native language as well. If there are instances

wherein they have to speak in Japanese, they excuse themselves first.

Moreover, they see the Japanese as very professional, honorable and punctual. Even in

the World Health Organization, the Japanese are always on time, if not ahead of time. When a

meeting is set at nine in the morning, they would usually arrive at half past eight. Also, they

prefer sticking to the agenda and not adjourn the meeting without having discussed everything

they have to. Filipinos, on other hand, try very hard to be on time but always make excuses for

being late.

Furthermore, Dr. Lupisan added that when the Japanese come here to conduct researches,

they adhere to the rules and regulations even if they do not value ethics review as much as

Filipinos do. Despite many of them being senseis in Japan with students constantly bowing

before them, they are treated very casually when they work here as well as when their Filipino

colleagues visit them in Japan. Lastly, the Japanese are very generous with their technologies,

ideas and methods. With their expertise and virology, they complement RITM’s prowess in

microbiology and bacteriology.

Cross-cultural Management in the Philippines

For a foreigner trying to work in the Philippines, he/she will have to deal with

understanding and the culture of the society. Soon after, it is essential for the foreign worker to

also adapt this learning to his/her working style. According to one web article, “Challenges of

doing business in the Philippines” (Communicaid, 2010), there are five key cultural differences

that is unique to the working environment of the Filipino people. The first deals with the

dependence of the subordinates to the leader. As they have noticed, Filipinos tend to be overly

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dependent on someone in a higher position or a leader. It is rare for Filipinos to actually

challenge the person in authority. The Filipinos really value the hierarchical settings of work.

Secondly, Filipinos have a need to reach consensus before making a crucial decision.  It

is important to talk about it, as well as voice out each other’s opinion first. Thirdly, Filipinos take

importance in building personal relationships. For some reason, some of the business matters are

to be talked about during small talk between colleagues, meaning they should build a

relationship with their business partner. Fourth, Filipinos have this reputation of avoiding

conflict. In terms of answering back, Filipinos usually stay calm and not retaliate at the moment

they’re being confronted. “Maintaining self-control is of utmost importance.”

Lastly, time is a factor that becomes a challenge for the Filipino people. In this cultural

setting, it should be understood that Filipinos are more relaxed when dealing with time pressure.

Sometimes, deadlines and appointments are forgone because Filipinos treat time more flexibly

than other dimensions of work (e.g. relationship with co-workers).

In a study conducted Chen, Tsai, and Liu (2011), they found out that Filipinos are

regarded as kind-hearted. A possible reason for this might be because of their religious

background. The Philippines was also regarded as country filled with respect for others, one of

the more unique cultures contrary to the other ASEAN countries. Another advantage of the

Philippines is that they are one of the few countries in this particular region, probably even the

whole world that speak English well. Since English-speaking has become secondary and being

one of the wide-spread in this country, dealing with Filipinos are easier and language is no

longer a significant barrier. Working in the Philippine environment is attractive to the Taiwanese

companies because of these particular reasons.

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 In order to keep up with all the culture differences of the Philippines, which is far more

than what has been discussed earlier, some international companies have conducted Cross-

culture awareness training programs and the like. The foreigners are usually eased into the

culture of a Filipino working environment, so that they can adjust their working style

accordingly (PASCO Philippines, 2012).  In general, foreigners face different challenges when

dealing with Filipino workmates, as well as dealing with Filipino clients. Since they are trying to

work in the Philippines, they must try to understand at least the country’s culture and how they

should act around these issues. They should adapt accordingly to maintain a healthy and

effective working environment.

Hundreds of companies in the Philippines are multinational corporations, and thus have a

large amount of exposure to working with other cultures. Globalization has long allowed

foreigners to enter the local organizations. Aside from having to adjust to the organizational

culture, as most other employees, foreigners will need to break into the local culture (Shieh,

Wang, & Wang, 2009). This immersion into an unfamiliar culture can be a disorienting

experience for them. It may cause conflicts with how they interact with their coworkers and

discomfort with how their colleagues communicate with them.

There are various reasons for cultural conflicts. While language is one of the primary

barriers, it is not much of a problem in countries comfortable with the global language English.

Other culture elements include customs, traditions and religion. Most importantly, conflict can

stem from the differences in the values each culture prioritizes. Like most Asian cultures, the

Philippines is a collectivist society that has high regards for group harmony, consensus,

hierarchy, and conflict avoidance. These would contrast greatly with Western cultures who value

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independence, openness and directness. The organization and foreign employees will generally

have a faster rate of accommodating each other if they are of relatively similar cultures.

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