This document discusses cross-cultural issues in human resources management at Maruti Suzuki India Limited (MISL). It outlines MISL's approach to managing a multicultural workforce, including implementing a "paired leadership model" and specialized training programs. It emphasizes the importance of respecting local cultural contexts and ground realities when establishing HR policies in another country. MISL is presented as a successful example of balancing Japanese and Indian cultures to achieve business success in India.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics:
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Do Organizations Have Uniform Cultures?
What Is Organizational Culture? (cont’d)
What Do Cultures Do?
How Culture Begins?
Keeping Culture Alive
Stages in the Socialization Process
How Employees Learn Culture
Creating An Ethical Organizational Culture
Creating a Customer-Responsive Culture..
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
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Your Culture Shapes What Your Business BecomesBill Thomas
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
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2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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1. Cross Cultural Issues in HR MISL chapter Handling the cross-cultural issues within the organization
2. Multi-cultural aspects in HR Human Resource Policies Work Culture Impact Mix of the top-tier management Relations with umbrella organization Working-population Mix
3. Aspects – HR Policies Working Days, Working Hours, Leaves & Holidays Conglomerate design & structure Manpower cost/planning/hiring/induction Benefits management & compensation Performance & Potential Management Expatriation in & out PF & miscellaneous fund raising
4. Aspects – Work Culture of the organization Multinational – USA/India/UAE/Japanese/Korean/European Core Values, key policies, management style System, Processes & Work Practices Joint Venture or chained Code of Conduct Formal Informal
5. Aspects – Mix in Top-Management American+Indian Britisher+ArabNational+Indian Japanese+Indian American+Korean+Indian All Expats All Indians
6. Aspects – Relation to the umbrella organization In case of joint venture, MNC or 100% owned susidary Influence of company vision, core values, company work culture & top leadership style Related Impact on business strategy & plan and its link to HR strategy: Work Culture, HR Policies & Work life
7. Aspects – Employee population mix Within India business situation Outside India business situation Social & cultural habits Foods & Etiquettes Management & leadership style Adaptation to alien-context – culture - working
8. Some real issues: Work Culture Tendency of parent company in case of MNCs to have same work culture in an overseas company Disconnect between umbrella company culture & local context. Eg: Indian Subsidiary Misunderstanding due to lack of sensitization of local & social structure & cultural context Impact of blue collar workers – unions Morale, motivation, ownership & commitment of the work force
9. Some real issues: Compensation & Benefits Relatively low annual salary increase compared to Indian Context Simple & compact salary structure without any consideration to tax savings etc. High focus on variable Pay & bonuses and cash element rather than fixed salary & long term benefits Clear link of individual performance to variable pay & annual salary review Strong link of financial performance of the company to define variable pay & salary decision
10. Some real issues: Job Security – People Orientation Relocation, No increase, salary cut, pink slips, bench or downsizing in case of: Economic downturn Acquisitions & Mergers of companies Non-performance of employee In case of restructuring In case of closure of business-plants/locations
11. Handling Multi-cultural teams Respect for each-other Inter-personal relations Initiative & Adaptability Understanding of unique cultural context Equal participation Ability of sensitive listening
12. The MISL Chapter At Maruti Suzuki India Ltd. Please elaborate with basic structure @ Maruti.
14. Multi-cultural part MISL is a classy example of balanced mix of Indian & Japanese culture in management styles:
15. Conglomerate structure Evolved a process of “Paired Leadership Model” Introduction of “Managing Executive Officer System” with focus on: Policy Formulation & Key Decisions at board level Execution of Key Policies & Decisions in day to day operations Benefits of New organizational structure: Improved clarity & focus on key management responsibilities Harmonization, leading to reduced compartmentalization Improved coordination across the functions Improved speed in decision making Development & career enhancement process of Indian Professionals
16. MISL’s training interventions A well defined training module has been initiated at middle & senior management level to: Strengthen the bond Address multi-cultural issues related to both Japanese & Indian employees The training program has been initiated with focus on: Creating team synergy Promoting culture of innovation Enhancing risk taking abilities Developing cultural sensitivity Language training has been brought in to bridge the language barrier; Specialized interpreters have been roped in to facilitate better understanding Effective communication across the company on regular basis across all levels divison
17. HR Ground Realities: Indian Context HRM, is strongly influenced by: Local Culture Social Norms Local beliefs & practices Frequent failure of some MNCs: A common mistake: overlooking the local ground realities under the unconscious bias of their parent Corporate Culture, Policies & Practices People management in India or any other alien overseas operation cannot be successful managed in any “Japanese” or “American” or “Korean” or “Arab” or “European” way
18. HR Ground realities: Indian Context HR Policies, system & practices based on the culture & core values of the parent company may or may not work in the Indian Context Key to success lies in embracing flexibility, understanding, acceptance, respect & adaptability to the local ground realities Collaborative process of gradual change through trust, mutual exchange, training & flexible management approach can help in establishing a strong link & facilitate desired results
19. HR Ground realities: Indian Context Maruti is the most successful & live example of such business success in India – The Suzuki Way – credit to Chairman O. Suzuki & the SMC Top Management Team. The team Govt. thus decorated Chairman O. Suzuki with – PADMA VIBHUSHAN – the highest Indian honor in year 2007
20. Concluding… Managing multi-cultural initiatives help an Organization keep a competitive HR advantage through: Improved corporate culture Improved employee morale & higher retention of employee Enabling the organization to move into emerging markets Decreased interpersonal conflict among employees Increased productivity, innovation & brand identity