Q1.BreadTalk was founded by F&B operator George Quek in 2000 whose inspirations came from the high-quality bakeries he observed in Japan and Taiwan (Teng, 2002). It is now a distinctive bakery selling a wide variety of breads, cakes and pastries in Singapore and many other countries such as Malaysia, Hong Kong, China and the Middle East (Hunt, 2013). The BreadTalk group, which has 7,000 employees worldwide, is a franchisee. by Din Tai Fung. They also operate 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 effects of the organization. on social welfare and environmental issues. This may involve short-term costs that primarily apply to the company's efforts to develop positive environmental and social changes. Companies involved in CSR have significant funds set aside for environmental programs and devote time, effort and financial support to social welfare that benefits their employees (Investopedia, 2014). Employees' work performance will increase when they are satisfied with the benefits BreadTalk can offer them, leading to greater organizational and professional efforts as they will feel more motivated to do their jobs now. Motivation must be used strongly and BreadTalk can do this by recognizing employees' hard work through social protections. Thus, corporate social responsibility is able to influence the organizational behavior of BreadTalk, because with more social protection benefiting their employees, they will be more engaged in the workplace. leading to organizational commitment. This also increases their level of willingness to perform well as they feel middle of paper......generalization. BreadTalk managers may treat their employees as if it were the first time in their lives and they must treat each individual separately. Referring to Jean Piaget's theory, perception affects the way people behave with each other. So, managers should also provide opportunities to learn about employees and their cultures because they are always dealing with people with their past knowledge. Intercultural awareness can be built once the barriers that prevent us from understanding cultures are removed, allowing us to open our minds (Odrnews). Other steps include not changing employees' values ​​but connecting to those values ​​by understanding and appreciating their cultural differences. When faced with cross-cultural awareness, managers may experience cognitive dissonance/internal conflict. They should rationalize and make things more objective in their minds.