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The document discusses a case study about a culture clash between companies merged under Delsea India. Specifically, Delsea India acquired Senitel, which was facing financial issues. However, Senitel employees were unhappy with the merger as the companies had different core functions. Delsea India also faced problems integrating and training the Senitel employees, which divided the company into conflicting teams. The culture clash arose from differences in the companies' approaches, and led to issues like low sales. To resolve the problems, the document recommends separating functional units, maintaining original structures, focusing on customer service, and improving coordination between trained employees.
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will cultural difference decline as a roadblock to international understanding or will the continue
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Multinational and cross-cultural teams are likewise becoming ever more common, meaning
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misunderstandings with colleagues and clients from abroad and excel in a globalized business
environment.
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Effective communication is essential to the success of any business venture, but it is particularly
critical when there is a real risk of your message getting “lost in translation.” In many
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Finns may value directness and brevity, professionals from India can be more indirect and
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As people engage in more international travel and become more famili.pdf
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will cultural difference decline as a roadblock to international understanding or will the continue
to be a major barrier? Defend your answer. Why are multinational enterprises getting involved in
corporate social responsibility and sustainable business practices? Are they displaying a sense of
social responsibility or it is merely a matter of good business, or both?
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environment.
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contact, or kiss on the cheek — could be unusual or even offensive to a foreign colleague or
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© 2010 - 2020 Inclusion Innovates
This assessment may not be reproduced, revised, translated, or photocopied in whole or in part by any means, now known or later invented, without the express written permission from Kevin A. Carter, President, Inclusion Innovates.
For additional copies or information, please contact:
Kevin A Carter
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www.inclusioninnovates.com | #InclusionInnovates
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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3) These exemplar companies see belonging, where all employees feel comfortable bringing their authentic selves to work, as the ultimate goal of diversity and inclusion initiatives.
Organizational culture
This document discusses organizational culture and provides a model for measuring it. It defines organizational culture as the shared values, beliefs, and assumptions that guide behavior in an organization. The document then presents the Denison Organizational Culture Model, which measures culture using four traits: involvement, consistency, adaptability, and mission. It describes how each trait is divided into further subdimensions and how an organization's scores in these areas can be plotted on a circular chart. The document concludes by providing an example culture profile for a Chinese company using this model.
Running head CAPSTONE PROJECT ASSIGNMENT PART 21CAPSTONE PRO.docx
Running head: CAPSTONE PROJECT ASSIGNMENT PART 2 1
CAPSTONE PROJECT ASSIGNMENT PART 2 5
Capstone Project Assignment Part 2
Nicole Jensen
Grantham University
02/03/2020
Going global and conducting new businesses on an international level can be challenging, but it can also be a great opportunity to enhance potential and growth. Many companies have decided to go global and enjoy the opportunities presented to them, but such a vital expansion is not always easy. There are several risks and challenges one can experience since businesses work differently in other countries. Yum Brands, an American fast-food company, is considering expanding to the Asian markets specifically India. This project will, therefore, analyse the cultural differences between America and India. It will also analyse the cultural exchange, and lastly, analyse the best distribution method for the company.
Cultural Differences
We can define cultural differences are the several beliefs, languages, vocabularies, practices, and behaviours considered distinctive to members of a particular national origin, race, or ethnicity. One of the major cultural difference between Indian and American culture is family relationships. Indians are much more family-oriented, on the other hand, Americans are individual-oriented. In India, family values are more significant than individual values. On the contrary, individual values are more significant than family values in America. Indians are more dedicated to their family whereas Americans are more dedicated to themselves.
Another difference relates to hierarchies and goals. Americans are goal-oriented, they work to get profits as fast as they can. This is normally attained by effective teamwork, with every individual accountable for their own actions and decisions. In India, on the contrary, individuals emphasize more on the hierarchies (geerthofsted.com). Individuals at the lower part of the hierarchy are not authorised to make any decision and those at the upper part of the hierarchy could make decisions based on their interests.
Unlike in America, In India, the head of the company or family make decisions. Moreover, older people are more respected and addressed and referred to in a formal way. On the other hand, older people in American culture are not respected because of their age but because of their achievements. In America, people can also question and challenge their superiors in public, within reasons. This can be viewed as rude and disrespectful in India.
The other difference relates to time. Americans are normally impatient. Deadlines in business contracts are strict and they must be met. Individuals will work for long hours to accomplish this and there is no easiness for delays. In India, in contrast, life goes at a slower speed. Indians view time more of circular than linear and relationship is more vital than deadlines.
In India, it is important to build relationships. Having an established and solid relationshi.
Organizational culture
The document discusses organizational culture and mergers and acquisitions. It defines organizational culture as a system of shared meanings held by members of an organization that distinguishes it from other organizations. It notes that most large organizations have a dominant culture as well as subcultures. Culture can benefit organizations by increasing commitment and consistency, but can also act as a liability when values no longer further effectiveness. The document then discusses how underestimating cultural elements is one of the key reasons mergers and acquisitions often fail to achieve intended financial results, as 75% fail due to inadequate integration of merging cultures. It concludes by noting that the merger of Aircel and Reliance Communications will face cultural challenges from employees accustomed to the separate company cultures
culture issues
This document discusses the importance of understanding cultural differences between the United States and China when conducting business. It provides examples of how cultures vary in areas like ethical standards, interpersonal relationships, and communication styles. Specifically, Chinese culture places more emphasis on relationships and context than legal contracts. Americans view contracts as more binding and focus on specifics. The document stresses that respecting different cultural values is vital for business success across borders. Failure to understand these cultural foundations can damage relationships and lead to ethical conflicts or business failures.
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The performance and productivity of a global organization is highly dependent on the cultural awareness of its employees.
The impact of cultural awareness training is not limited to enhancing the skills associated with successfully managing across cultures, it has many other organizational benefits, including reduced attrition and increased trust. These benefits and more are explored in this TMA World presentation.
For more information on cross cultural training and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com
Aob assignment
The document discusses several factors that can contribute to conflict in organizations, including both structural and personal factors. Structural factors include specialization, interdependence between groups, and unclear lines of responsibility. Personal factors include differing skills, personalities, values, and communication barriers between individuals. The document also describes three types of task interdependence - pooled, sequential, and reciprocal - that can increase conflict. Managing diversity in cultures, goals, and skills among organizational members is important to reduce conflict.
Daniels02 im
This document provides an overview of Chapter 2 from a textbook on comparative environmental frameworks facing business. The chapter examines the dynamics of culture and its effects on international business operations and strategy. It discusses the challenges of operating in different cultural environments, including a case study on a restaurant adjusting to the culture in Saudi Arabia. The chapter outlines factors that influence and stabilize cultures like nations, languages, religions, and geography. It also analyzes how cultural behaviors and social stratification systems impact business practices around performance, gender, age, family, and occupations.
Cross culture communication (1)
This document discusses cross-cultural communication. It begins by defining culture and cross-cultural communication, noting that cross-cultural communication looks at how people from different backgrounds communicate with each other and across cultures. It then discusses how the study of cross-cultural communication originated in business and government contexts. The document outlines some key differences in communication styles, attitudes, decision-making, and ways of knowing across cultures. It provides some examples of cultural differences in gestures and eye contact. It also discusses obstacles to cross-cultural communication like differing values and racism. The document concludes by suggesting skills and techniques to enhance cross-cultural communication, like respecting differences, building trust, and understanding body language.
Essays On Diversity In The Workplace
Diversity in the Workplace Essay
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PepsiCo presentation
1. The document discusses several cultural values that impact business practices in different cultures, including individualism vs collectivism, short-term vs long-term orientation, risk-taking vs conservative approaches, and direct vs indirect communication.
2. It then provides an overview of some key cultural dimensions in Vietnam compared to the United States, showing Vietnam scores higher in power distance, long-term orientation, and masculinity while scoring lower in individualism and uncertainty avoidance.
3. Several tips are provided for marketing in Vietnam, noting practices like criticizing competitors is inappropriate, high prices don't necessarily mean high quality, and sexual language/imagery can be a cultural taboo. Relationships and local partners are emphasized.
Transform your Family Business into Your Dream Company
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UNIT III-Business-and-Society.pptx
Traditionally, the term business commonly referred to commercial activities aimed at makinga profit or to organisations formed to make a profit. Indeed, in the past, economic theory madea fundamental assumption that profit maximisation was the basic objective of every firm. Themodern outlook, however, is different. For them, profit is only secondary. There are, moreover,
many organisations, both private and public, which do not aim at profit from their business.
In short, the definition of a business as a commercial activity to make a profit or an organisationformed to make a profit is a narrow one. Yet, to a layman, business still means industry andcommerce.
The old concept of business, confining it to commerce and private profit, has undergone aradical change. Today, business is regarded as a social institution forming an integral part of thesocial system. As Davis and Blomstorm observe, business is “social institution, performing a social mission and having a broad influence on the way people live and work together.”1 As Calkinsremarks: “It is now recognised that the direction of business is important to the public welfare,that businessmen perform a social function.”2
Thus, “viewed in a broad way, the term business typically refers to the development andprocessing of economic values in society. Normally, we use the term to apply to the private (nongovernment)portion of the economy whose primary purpose is to provide goods and services tocustomers at a price, but the lines of distinction are getting hazy as business and government overlap their functions in organisations such as the Communications, Satellite Corporation and
the Tennessee Valley Authority. In addition, business is a term applied to economic and commercial activities of institutions having other purposes, such as the business office of an opera association.
Thus, organisations which do not aim of making a profit, like the Delhi Development Authority,charitable hospitals, or other institutions, public relations organisations, government departments,etc., invest capital, price and market their products, services or ideas, manage their human
resources, and so on.According to Davis and Blomstorm, “our modern view of society is an ecological one.
Ecology is concerned with the mutual relations of human populations or systems with their
environment. It is necessary to take this broad view because the influence and involvement of
business are extensive. Business cannot isolate itself from the rest of society. Today, the whole
society is a business’s environment
Davis and Blomstorm point out that, in taking an ecological view of business in a systemrelationship with society, three ideas are significant in addition to the systems idea. The three ideas are values, viability and public visibility
Values
Business, like other social institutions, develops certain belief systems and values for whichthey stand, and these beliefs, and values are a source of institutional drive. These values deriv
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- 1. BY : - ADIRAJ SINGH , PRAKHAR JAIN , ROHIT KUMAR , AJAY MISHRA , VIVAN PINTO , BHARGAV SHAW
- 2. A "culture clash" is a conflict between cultures, or a disagreement arising between two parties of different beliefs, values and practices. Criminal offences and delinquencies often arise from culture clashes. Conflict occurs between or within cultures as an inevitable reaction to handling differences. Behavior and perception of the situation affect the likelihood of a resolution. For instance, tolerance and patience help diminish the problem, whereas disrespect and feelings of superiority provoke the situation and turn it into discrimination, exclusion and even war. Assimilating different cultures and preventing conflict require adaptability, understanding and communication. Art can also play an important role because it inspires people to be curious of cultural diversity.
- 3. CASE ANALYSIS COMPANIES INVOLVED IN THE CASE – 1.SENITEL 2.DELDOT 3.TACIT DELSEA LIMITED • SENITEL – Basically in Customer Service for printers. • DELDOT – Basically in printers & Modem • TACIT – Basically in Fax and personal computers.
- 4. PEOPLE INVOLVED IN THE CASE STUDY BHRIGU TARRY – RESOURCE ENABLEMENT HEAD IN DELSEA INDIA. JIMMY KANT – CHAIRMAN & MANAGING DIRECTOR IN DELSEA INDIA. VILASH MHATRE – HEAD OF CUSTOMER SUPPORT SERVICE (CSS)
- 5. All About Case -: o The case is about the culture clash among the different functional heads of Delsea India. o Basically, the case starts when DELDOT acquires SINETEL as SINETEL was facing the financial crisis due to liberal credt. o But, the employees were not happy with the merger as the core functions were different from SINETEL. o Only, 1/3rd of the employees were retained by the DELSEA INDIA as the MD of the Co. didn’t wanted to carry excess fat. o The DELSEA INDIA faced many problems in training the employees as the employees from the SINETEL were unable to establish the sync with the corporate mission of DELSEA INDIA. o Due to lack of training and co-ordination, the DELSEA INDIA team was divided into two teams which used to report to the corporate office. o There were stark difference in the way the two companies (Sinetel & Deldot) thought. The SINETEL focused on processes i.e. Quality of the work and DELDOT focused on the Quantitative approach.
- 6. o The difference in opinion resulted in the low sales figures due to mixed sales team. o The initial idea was to keep the three companies under DELSEA INDIA umbrella. o The Functional heads faced many problems and resulted into various conflicts among them. o The company was not able to provide the better customer service to the customers. o The merger was proven to be wrong by the management of the company.
- 7. PROBLEMS IDENTIFICATION 1. Merging of all the Functional units of the different companies. 2. Disturbing the initial structure of the companies. 3. Absence of Customer service in the DELSEA INDIA. 4. Absence of Co-ordination among functional units. 5. Lack of training among the employees.
- 8. SOLUTIONS 1. ALL FUNCTIONAL UNITS SHOULD BE SEPARATE AND CONTROLLED. 2. BASIC STRUCTURE SHOULD NOT BE DISTURBED 3. PRIMARY AIM SHOULD BE PROVIDING CUSTOMER SERVICES 4. THERE SHOULD BE PROPER COORDINATION BETWEEN TRAINED EMPLOYEES OF THE COMPANY.