Cross-Cultural Realities at Work Paper Example

The desire to learn more about cross-cultural realities that occurs at a workplace forced me to meet two people and enquired more from them about the cultural issues they encountered. The first person I met was the current manager of a company that partnered with the company I used to work with initially. The man had worked in the company for more than 20 years. Initially, I had notified the manager that I desired to have a conversation with him, and he told me to report on this day. As I walked in the room, I realized that silence was profoundly observed and the manager ushered me to a specific chair next to his desk. When we were ready to start, I appreciated him for giving me a chance and even for his willingness to share concerning my topic.

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Notably, as we started the conversation, I realized the physical distance between us was good, and it was possible for us to have a conducive moment for our discussion. I reintroduced myself to the man and again presented my objectives. The manager was positive about my concern and assured to give all the information that I required (Sewell et al., 2014). As we progressed, I realized that he keep eye contact always and he had excellent listening skills. This is because he could remember a question I had asked him initially and related it with the current.

According to him the cultural issues he encountered in the job were being bored or discouraged at some point and over managing. In the question of being depressed, he presented that at a time he was less excited especially when the workers he supervised did not do as per the requirements (Stevens and Norman, 2016). On the other hand, in over supervision, he indicated that at times he had to manage part of his character that forced him to become bossy to the employees although it was something he did not like.

Nevertheless, he also informed me that at some point he experienced a high turnover rate; he said this in a voice that was quite low. He said that mostly this was caused by a lack of effective communication between the employees and the employer (Wallace et al., 2016). Finally, he indicated that conflict was another culture issue that he had encountered while at the job place. In this, he presented that at times the disagreements were due to personal differences or group issues. I learned through signaling the manager was showing that he had no more points. I, therefore, thanked him and left.

Preparation

As a preparation for my interview, I set myself to assess a Hispanic manager who I met for the first time as he was facilitating IT training session and he introduced himself as the director of a firm that was well known in the IT field due to how It produced quality goods that had a high demand in the market (Sewell et al., 2014). By then the man had a work experience of 10 years and am sure for all these years he had remained in the company the level of an expert was very high (Stevens and Norman, 2016). Given that the constitution in South Korea provided the workers the right to associate freely, I knew it was easier to access the director since I am also a worker who has twelve years' experience. Therefore, I did all the necessary preparation and the interview day was set.

Interview

As I walked into the firm, I was ushered to the director's office as he had instructed the receptionist. After familiarization, I was issued a comfortable chair to use. Immediately, I appreciated the director for giving me an opportunity to learn from him, and I assured him that I would cooperate by doing what he wanted to be done. I noted that the man was very positive about the interview and he had the willingness to share all that would have been required.

Therefore, without wasting much time, I went directly asking my questions. First, I asked about how long he had been working in the company and the passion that had sustained him. Secondly, I enquired about the exact job that he was doing in the company, and if possible he could demonstrate how a typical day of him was spent. In the same manner, I asked him what motivated him to end in his current job. Finally, I inquired about what he could have termed as tricky in his work. The director was so cooperative and gave detailed answers to the asked questions. Thus, I was so grateful, and I thanked him again.

Interview Analysis

Surprisingly, the interview session I had with the director was the best. Although initially, I feared how such a man with a significant position would have handled me, I learned that was just anxiety. The man was the one overseeing five other companies that were related to the one he was at that time. In short, the man was the person holding the highest position in the entire company. Notably, the man informed that he had thirty years' working experience and he had more interest in improving the products the company was issuing initially and that was the reason he joined the company, and he managed to sustain himself in it (Wallace et al., 2016). As portrayed the company culture valued effective communication the workers and their leaders something that lowers work turn over. Overall, from the interview, I learned that work turnover was an issue that affected the interview. As a result lack of effective communication whereby the workers felt their rights were deprived.

References

Sewell, W., Mason, R. B., & Venter, P. (2014). Strategic alignment of the South African retail sector with The National Development Plan. Journal of Governance and Regulation, 3(2), 235-51.

Wallace, D., Loughman, J., & Naidoo, K. (2016). Framing professional programs within development projects: driving longer-term recognition and integration. BMC medical education, 16(1), 116.

Stevens, M., & Norman, R. (2016, February). Industry expectations of soft skills in IT graduate a regional survey. In Proceedings of the Australasian Computer Science Week Multiconference (p. 13). ACM.