Analyze The Cultural Differences In Between Australia And Singapore

Question: Discuss about the Cultural Differences In Between Australia And Singapore. Answer: Introduction Business expansions are much in practice because of its benefits. Many multinational companies have used this strategy to enhance their business expertise and the profitability. Companies across the globe look for potential market to use the opportunities, which is there (Lynch Jin, 2016). However, such expansions on the other side are full of challenges too. Despite the benefits that an international expansion can produce it is still a matter of serious concern for one important factor. Culture and global business has become a retarding block in the way of success. It is imperative for the aspiring company that it dislodges the block with suitable strategies to counter the cultural differences in between the home and the host country. This seems to be a challenging task as it requires an extra attention apart from other business strategies (Sarasvathy et al., 2014). In this regard, taking the help of Hofstede's cultural dimensions to understand the cultural differences of the two c ountries can be an effective strategy to move with. Moreover, this is really helpful while expanding into an international market (Hsu, Woodside Marshall, 2013). The main purpose of this assignment is to analyze the cultural differences in between Australia and Singapore. Moreover, the study also suggests some important points of consideration to avoid any cultural barriers while planning a business in the selected host country Australia. The rationale of Australia The rationale behind selecting Australia as a host country is that the learner is working in an Australian company. The learner is little aware of the culture, which is there in Australia. The learner has found some useful differences in the cultures of two countries Australia and Singapore. This is the one reason that has probably excited the learner to select Australia as the host country because this will help the learner in knowing more about the culture of Australia. This will help the learner in performing better in the country and will also help to get connected to the countrys culture. Moreover, the cultural differences in between Australia and the learners home country Singapore will provide utmost findings using which the learner can effectively analyze the changes required to be flexible with the cultural differences in Australia (Ferraro Briody, 2017). Another rationale behind selecting Australia is to understand the differences of business cultures in between the two co untries. This will help the learner in its academic. After completing the task, the learner will be able to know the ways to analyze the cultural differences in between the target and the home country (Stromquist Monkman, 2014). Detailed cultural analysis of Australia There are some notable cultural components that are unique when compared with any Asian countries in particular with the Singapore. Australia is unique to Singapore when it comes to working hours. In Australia, people have their tendency and its official as well to reach to office early in the morning and finish the work early as well. They do so to spend important moments with their families in the later part of afternoon and in the evening. This is entirely different to what is practiced in Singapore. People living in Singapore not even bother to be in office by 11 oclock. They are late as well in the night when they leave the office. In other words, it means that they have comparatively less time for their families (Williams, Long Morey, 2014). Organizational hierarchy is the other uniqueness that Australia has. It means that in Australia bosses are not treated the way it happens in Asian countries especially in Singapore. The bosses or the managers used to sit on the floor with the other colleagues and the employees. This is never possible in Singapore. Additionally, the cleaner who cleans the floor in Singapore gets an equal respect like that of a sales manager in Australia. There is no unnecessary respect to the boss of the company, which is easily prevalent in Singapore. There is no separate cabin for the mangers in Australia. They are comfortable sitting with the employees on the floor (Neuhaus et al., 2014). Australia is also unique in socializing activities. They wait for an event to get socialize with their colleagues. They also use to have drinks on Friday afternoon. There are often too many breakfasts in the morning. In Singapore, it is little different. They are reserved for their families in the weekends. They do every social activity such as haring of foods on weekdays. They consider sharing of food as a way to attain the social status. Australia is different to Singapore as they also believe in going outside to act social (Dare et al., 2014). Office layout is the one uniqueness in Australia, which is observed nowhere else in the world. Australian believes in designing their offices to prepare it look like local. The image of kangaroo on the wall is one of such examples. Australians are very creative in this regard. They give their utmost effort to appear local. This is very important because being an Australian one will feel free to fly high in the office. They have gone a long distance to prepare the offices matching the local touch (Soldan Nankervis, 2014). Asking questions is another uniqueness that the Australian workplace has. In Australia people do not wait for a meeting or any formal discussion. They rather bombard the CEO passing by the workplace with ample number of questions in a casual way. However, this is exactly not the case in Singapore. People there wait for a formal meeting. They prepare themselves before the meeting on what are the questions to be asked. However, in Australia, people do not warm um before they ask any question to the boss (Grunseit et al., 2013). Difference between the business culture of Australia and Singapore Power distance ustralia scores exactly half that of Singapore. It means that there is less distance between the different powers. It further means that every single member get fare chances at the workplace. One of such examples is of asking questions, which employees randomly ask to their CEO or boss without any formal meeting. The office layout is designed in a way that the CEO or the boss of the company has no separate cabin as it happens in Singapore (Wise Velayutham, 2014). Singapore is significantly different to Australia in terms of power distance. There is communication gap in between the CEO and the normal employee. Additionally, employees need to plan a meeting before they could ask any business related question to the CEO (Wise Velayutham, 2014). Individualism Australia score a way more than what Singapore scores. This means that individualist is more required in Australia. It further means that if someone is aspiring to work in Australia the aspirant need to possess the deliverable qualities. Only such aspirants are selected who can deliver or has the potential to deliver (Wise Velayutham, 2014). Singapore on the other hand is very less centered on individualistic. This further means that exploration for growth will be comparatively less in Singapore (Wise Velayutham, 2014). Masculinity Again in terms of Masculinity, Australia scores more than Singapore. This means that competition for success and recognition is much in Australia than it is in Singapore. This further means that utmost competitive skills will be required to be successful in Australia. In a more defined way, it means that success is for those who can deliver (Wise Velayutham, 2014). Uncertainty avoidance In terms of uncertainty avoidance, Australia scores far more than what Singapore scores. It simply denotes a fact that Australian are less concerned with the uncertain future. They tend to live in the present condition. Singapore in an unlike way is more concerned with the uncertain future. They are worried about that. It is not a healthy sign as thinking of an uncertain future might lead to a reserving nature in terms of innovation. Managers might not gather that power, which is needed to trust in innovative ideas (Wise Velayutham, 2014). Long term orientation Australia scores quite low to Singapore in terms of long term orientation. This means they focus more on present. They try to improve the current situation rather than going for a long term planning. They respect the present and work accordingly. This is good as this will prevent from any worrying thought about the future (Wise Velayutham, 2014). Indulgence Australia is more an indulgent society that believes in living the life on their will. They are very positive towards what they do. A very high score than what Singapore scores mean that people living in Australia will not hesitate to live the life of their choice. They will spend money where they feel it should be spent. They will work according to their desire. They will spend money on their cultural beliefs. They will spend money on fun moments, which can be either through an outing or spending moments with friends with some drinks and foods (Wise Velayutham, 2014). Recommended international strategies for foreign companies in Australia Hofstedes Cultural Dimension on Australia has provided ample of facts related to the culture practiced in the country. It is imperative for the international companies that they must understand those cultural facts and act accordingly. Globalization has brought multinational companies of different origin at just one platform. International places provide challenges in the form of diverse culture that make this difficult to succeed in the target host country (Sitkin Bowen, 2013). There are ample of cultural challenges, which are needed to be taken care with extensive strategies. It is imperative that a foreign company understands that there is no such difference in between the CEO of the company and the employees in terms of respect. It means that a foreign business can never expect employees respecting them like it happens in most part of world in particular the Singapore. Foreign companies need to have a human resource system that understands the quality of employees available in Australia. They need to prepare their selection criteria according to the type of employees in the country. This will make the selection process handful and will also help in get the ample amount of talented professionals. Foreign companies are needed to be optimistic about their future. They should not worry about the future, which means they should act differently than they do at their home country. Moreover, they should think of their present in a positive way without bothering much for an uncertain future (Wilson Wilson, 2016). Foreign business does also need to understand that Australian people work according to their will. It means that foreign companies need to be patient with the diverse culture in Australia. They should not expect the same kind of work habits as it is in other parts of world especially in Singapore. They need to understand the differences and move patiently with the employees. This way foreign company will actually be able to correlate things (Skinner Pocock, 2014). Additionally, the foreign companies also need to understand that Australian do not believe in working till late night. They rather prefer going to office early and returning back early as well. If they do understand they will find this lot easier to work with the Australians (Brunetto et al., 2013). Conclusion There is a strong cultural difference in between Australia and Singapore. Australia is more about respecting each others works, which is comparatively rare in Singapore. Australian likes to enjoy their working; however, people in Singapore believe in doing hard work. Additionally, Australians are very optimistic about their future. The discussions covered in this study indicate towards a fact that it is necessary to change significantly to get use to the cultures in Australia. This way foreign company can actually find this lot easier working with the Australian people. References Beugelsdijk, S., Kostova, T., Roth, K. (2017). An overview of Hofstede-inspired country-level culture research in international business since 2006.Journal of International Business Studies,48(1), 30-47. 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