The BreadTalk Group

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Q1.

BreadTalk is founded by F&B operator George Quek back in 2000 whose inspirations came from the high quality bakeries he observed from Japan and Taiwan (Teng, 2002). It is now a distinctive bakery store selling wide variety of bread, cakes, pastries in Singapore and many other countries like Malaysia, Hong Kong, China and Middle East (Hunt, 2013).

The BreadTalk Group which consists of 7000 global employees is a franchisee of Din Tai Fung. They also operates Toast Box, Food Republic, RamenPlay, The Icing Room, and Carl’s Jr. in China (BreadTalk Group, 2014).

Corporate Social Responsibility (CSR) is an ability to evaluate and initiate things independently to be responsible for the organization’s effects on both social well-being and environment issues. It may involve short-term costs that mostly apply to the company’s effort to develop positive environmental and social changes.
Companies that are involved in CSR have major funds reserved for environmental programs and they devote time, effort and financial support for social well-being that benefit their employees (Investopedia, 2014).
Employees’ job performance will increase when they are happy with the benefits BreadTalk can provide them, leading to greater organizational and work efforts as they are feeling more motivated to do their job now. Motivation must be highly utilized and BreadTalk can do so by recognizing employees’ hard work through social welfares.

Thus, the Corporate Social Responsibility is able to influence BreadTalk’s organizational behaviour because with more social welfares benefiting their employees, they will be more committed at workplace, leading to organization commitment. This also increases their willingness level to perform well as they feel c...

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...generalization. Managers of BreadTalk can deal with their employee like it is the first time in their life and they should treat every individual separately. In reference to Jean Piaget’s theory, perception affects the way people deal with one another. Thus, managers should also give opportunities to learn about employees and their cultures as they are always dealing with people of their past knowledge. Cross cultural awareness can be built once the barriers obstructing us from understanding cultures are broken, allowing us to open our mind (Odrnews).

Other steps include not changing employees’ values but to connect with those values by understanding and appreciating their cultural differences. When dealing with cross-cultural awareness, managers may face cognitive dissonance/internal conflict. They should rationalize and make things more objective in their mind.

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