INTERNATIONAL MANAGEMENT SINGAPORE Singapore is an island city-state that is located at

Singapore is an island city-state that is located at the southern tip of the Malay Peninsula. The small country covers 239 square miles and is connected by train across the Johore Strait to West Malaysia in the north. The Strait of Malacca to the south separates Singapore from the Indonesian Island of Sumatra. There are approximately 5.5 plus million people in Singapore, resulting in a population density per square mile of 7,660.2 per square km. About three-fourths of Singaporeans are of Chinese descent, fifteen per cent are Malays, and the remainder are Indian and European. The GDP of Singapore $306bn, and per head GDP is around $55,635. One of the so-called newly industrialized countries and a member of the Four Tigers (along with Korea, Taiwan and Hong Kong). The economy is stable. The very clean and modern city remains as the major commercial and shipping center of Southeast Asia. The government of this former British colony consists of a cabinet headed by a Prime Minister and a parliament of 81 member, who are elected by universal suffrage.
For the last six (6) months, the Madruga Corporation of Cleveland has been producing small electronic toys in Singapore. The small factory has been operated by local managers, buy Madruga now wants to expand the Singapore facilities as well as integrate more expatriate (Cleveland) managers into the operation. The CEO explained: “We do not want to run this plant as if it were a foreign subsidiary under the direct control of local managers. It is our plant and we want an onsite presence. The Madruga management team is concerned with how to motivate the Singaporeans and make them more productive. One survey has already been conducted among the Singapore personnel; this study found a great deal of similarity with the workers at the U.S. facilities. Both the Singapore and U.S. employees expressed a preference for job content factors such as chance for growth, achievement, and job security toward the bottom of the list of things they looked for in a job.
Madruga management is intrigued by these findings and believes that it might be possible to use some of the same motivation approaches in Singapore as it does in the showing that people in Singapore have weak uncertainty avoidance and a general cultural profile that is fairly like that of the United States. The CEO is not sure what all this means, but she does know that motivating workers in Singapore apparently is not as “foreign” a process as she thought it would be.
Questions (15 Points)
Based on the information in the above scenario, determine the specific things that seem to motivate human resources in Singapore.
Would knowledge of the achievement motive be of any value to the expatriate (Cleveland) managers who are assigned to the Singapore operation?
2. Microsoft is planning on sending three (3) managers to its Rome office, two to Paris, and four to Tokyo. None of these individuals has any international experience. Would you expect the company to use a standard training program or a tailor-made program for each group? Please explain. (5 Points)
3. FiGen, Inc., a medium size biotech firm based in Berkeley, is planning to enter into a joint venture in China. Would training be of any value to those managers who will be part of this venture? If so, what type of training would you recommend? (5 Points)