The very objective of this presentation is to give a detailed brief picture on how Culture plays a significant role especially in the context of Global HRM coupled with few other concepts regarding the context.
I hope this PPT will serve as good reference for aspiring HR learners.
valuable feed & suggestions are most welcome :)
Happy reading... !!
Created by Aditi Shrivastava, Aditya Malviya, Aditya Rana, Akshat Saxena . Students of UIT RGPV CSE - A 2014 Group 2. Cross Cultural Communication and barrier to efective communication.
In today’s global business world, cross cultural communication is the key to do business internationally. Have a look at my work to understand how cultural context influence our communication & subsequently our business.
Created by Aditi Shrivastava, Aditya Malviya, Aditya Rana, Akshat Saxena . Students of UIT RGPV CSE - A 2014 Group 2. Cross Cultural Communication and barrier to efective communication.
In today’s global business world, cross cultural communication is the key to do business internationally. Have a look at my work to understand how cultural context influence our communication & subsequently our business.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
Cross Cultural PowerPoint PPT Content Modern SampleAndrew Schwartz
159 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, religious belief systems & practices, Non-verbal languages across cultures, noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, tips and techniques on intercultural adjustments for expatriates, intercultural dialogue tips and techniques, negotiation across cultures, conflict resolution across cultures, how to’s and more.
Organizational citizenship behavior is one which goes beyond the basic requirements of Job, to a large extent discretionary & is a benefit to the organization
Ready, Set, Present (Creativity PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Creativity adds to everyone’s personal and professional bottom line and is where innovation and excellence begins. Creativity PowerPoint Presentation Content slides include topics such as: understanding creativity as a human skill using mini systems and processes, the benefits of creativity, left and right brain thinking, blocks to creativity, organizational success through creativity, over techniques, methods, examples and exercises. There are 9 slides covering the definition of creativity, 10 slides on how creative mind works followed by 14 slides describing the process of creativity, creative people and their qualities. Within the first 43 slides you will discover connection between creativity and organizational success and ways to increase your personal creativity. In addition you will receive 19 slides of unique information about fostering organizational creativity, 23 slides covering management and group creativity as well as 11 slides about creativity and the future plus much more.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
Cross Cultural PowerPoint PPT Content Modern SampleAndrew Schwartz
159 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, religious belief systems & practices, Non-verbal languages across cultures, noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, tips and techniques on intercultural adjustments for expatriates, intercultural dialogue tips and techniques, negotiation across cultures, conflict resolution across cultures, how to’s and more.
Organizational citizenship behavior is one which goes beyond the basic requirements of Job, to a large extent discretionary & is a benefit to the organization
Ready, Set, Present (Creativity PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Creativity adds to everyone’s personal and professional bottom line and is where innovation and excellence begins. Creativity PowerPoint Presentation Content slides include topics such as: understanding creativity as a human skill using mini systems and processes, the benefits of creativity, left and right brain thinking, blocks to creativity, organizational success through creativity, over techniques, methods, examples and exercises. There are 9 slides covering the definition of creativity, 10 slides on how creative mind works followed by 14 slides describing the process of creativity, creative people and their qualities. Within the first 43 slides you will discover connection between creativity and organizational success and ways to increase your personal creativity. In addition you will receive 19 slides of unique information about fostering organizational creativity, 23 slides covering management and group creativity as well as 11 slides about creativity and the future plus much more.
A cross cultural prospective of csr reporting of multi national business form...Noivo Tech Pvt.Ltd
This Presentation provide cross cultural aspects of European and Indian Developing Countries.Many Indian Companies like Indian Oil,ITC,Mahindra have contributes in CSR.
This presentation is designed to inspire discussion and critical thinking about the implications of globalization for our respective cultures. Where exactly do we fit in?
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Training Slides of Theories of Practice: The Human Resource Frame, discussing the importance of Human Resources.
Some Key-Points:
- Management & Leadership of Human Resources
- Human Resources Theory
- Human Resources Effective Practices
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Motivation theories, there are two types of motivation theories. It starts with brief description on motivation and followed by various theories such as Maslow's Hierarchy of Needs Theory
Alderfer's ERG Theory
Herzberg's Two-Factor Theory
Equity Theory
Expectancy Theory
Goal-Setting Theory
Reinforcement Theory
Social Learning Theory
And how HR is affected by these theories
The meaning and dimensions of culture-Lecture-03(Helen Deresky)Shifur Rahman
Culture refers to the acquired knowledge that:
people use to interpret experience and generate social behavior, and
forms values, creates attitudes, and influences behavior.
In fact, culture comprises the shared values, understandings, assumptions, and goals that are:
Learned from earlier generations.
Imposed by present members of a society, and
Passed on to succeeding generations.
Prepared by
Md. Sohel Chowdhury
Assistant Lecturer
Dept.of Management Studies
University of Barisal
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
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1. Understanding Culture: Cross Culture
Skills and Conflicts -Managing across
Culture- Globalisation and HR Issues and
Concerns- Cross Cultural Theories –
Cultural Shocks-Dealing with cultural 1
Understan
ding
3. The culture played a major role
in GHRM as it involves
understanding and handling a
new culture and a new social
system. what aspects should
an international HR manager
should focus on and how he
should respond to cultural
differences in an international 3
Introduction. . .
4. • A culture is a way of life of a group of
people--the behaviors, beliefs, values, and
symbols that they accept, generally
without thinking about them, and that are
passed along by communication and
imitation from one generation to the next.
4
5. Culture is understood as the customs, beliefs,
norms and values that guide the behaviours
of the people in a society and that are
passed on from one generation to the next.
• “The prevailing pattern of values, attitudes,
beliefs, assumptions, norms and
sentiments”
(Beardwell & Claydon)
• “the collective programming of the mind
which distinguishes the members of one
group from another” (Hall)
• “the collective programming of the mind
which distinguishes the members of one
group from another” (Hofstede, 1980 )
5
6. Since 1980’s Managing Across culture
has emerged as a significant field for
academic research and study.
It’s emergence is the result of a number of
Triggers and Drivers.
Triggers are those factors and events that
raised the alarm about importance of
understanding cultural differences when
operating in different countries.
Drivers are those factors that resulted from or
contributed to the triggers as shown here… 6
Managing Across Culture
7. 7
Triggers
•Expatriates failure to complete assignments abroad
• Recession in the 1980s
• Economic development of Japan and South-east Asia
• Economic development of China and India
• “ Westernization ” of Central and Eastern Europe
Drivers
•Multinational Companies
• International Competition
• Regional economic integration
• Technical changes and flow of information
• Trade and financial services
• Political and cultural influences
• Western management education
• Reforms in developing countries
8. According to the Alder ( 2002 ) managing
across culture explains the behaviour of
people in organizations with employees and
client populations from many different
cultures and it also describe and compare
organizational behaviour within countries
and cultures and to seek to understand and
improve the interactions of co-workers,
managers, executives, clients, suppliers,
alliance partners from countries and culture
around the world.
It should be pointed out that the word 8
9. 9
Theoretically, having to go in between and within countries
and cultures and hence being able to observe, describe and analyze
their similarities and differences.
In practice, however, the process of managing across culture is
broader than comparative management because it implies…
(a)Broader understanding of the determining characteristics
of national management systems.
(b) The ability to distinguish between
different systems and learn from
models of good practices.
This view of managing across culture
is supported by number of recent
studies
12. Conflicts
12
• Cultural conflict is a type of conflict that occurs when
different cultural values and beliefs clash.
• Jonathan H. Turner defines it as a conflict caused by "differences
in cultural values and beliefs that place people at odds with one
another".
• On a micro level, Alexander Grewe discusses a cultural conflict
between guests of different culture and nationality as seen in a
British 1970 sitcom,
• Fawlty Towers He defines this conflict as one that occurs when
people's expectations of a certain behavior coming from their
cultural backgrounds are not met, as others have different cultural
backgrounds and different expectations.
13. Cultural conflicts are difficult to
resolve as parties to the conflict
have different beliefs. Cultural
conflicts intensify when those
differences become reflected
in politics, particularly on a macro
level.
13
14. Dysfunctional
Role
Characteristics
Aggressor • Behaves aggressively toward other people, often by criticizing,
condemning or blaming
• Acts as an instigator of conflict and hostility
• Makes others feel ashamed, incompetent, guilty or inferior
Blocker • Impedes or delays the progress of others
• Limits the achievement/success of others
• Distracts others from the task at hand
Rebel •Violates group norms and guidelines
• Strong unwillingness to cooperate with others
• Rejects accepted conventions of behavior
Self-Seeker • Demands full attention from others at all times
• Prioritizes personal goals ahead of the goals of other people
and/or the whole group
• Places self-interests above moral principles and professional
responsibilities
14
15. Dominator • Forcefully controls others, often through fear,
bullying/aggression or abuse of power
• Dominates conversations by interrupting when other
people are speaking
• Coerces others to follow orders/directions
Social
Loafer
• Lack of commitment, loyalty and dedication
• Fails to contribute meaningfully to group
• Irresponsible, unreliable and untrustworthy
15
To deal with this kind of
cross cultural conflicts, there
are few strategies which
16. Effective Management
Strategies
16
Identify and Prepare for Potential Conflicts
Before they Arise
Establish a Climate of Trust, Tolerance
and Mutual Respect
Promote Effective Communication and
Listening Skills
Brainstorm for Group Consensus
Act as a Third Party Mediator
17.
18. Strategies to tackle with
Cross Cultural Conflicts
• Cultural Awareness
• Extensive interaction
• Acceptance
• Mutual respect
• Enhance cross cultural
communication
• Create a common corporate culture
21. • Impact of top tier management
– 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
22. • 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
23. • 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
24. • 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
25. • Compensation & Benefits
– Relatively low annual salary compared to Home country
Context
– 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
28. • Professor Geert Hofstede conducted
one of the most comprehensive
studies of how values in the workplace
are influenced by culture.
He defines culture as “the collective
programming of the mind
distinguishing the members of one
group or category of people from
others”. The six dimensions of
national culture are based on
extensive research done by Professor
Geert Hofstede, Gert Jan Hofstede,
Michael Minkov and their research
teams.
29. • Professor Geert Hofstede conducted
one of the most comprehensive
studies of how values in the
workplace are influenced by culture.
He analysed a large database of
employee value scores collected
within IBM between 1967 and 1973.
The data covered more than 70
countries, from which Hofstede first
used the 40 countries with the largest
groups of respondents and
30. • The model of national culture consists of six dimensions.
The cultural dimensions represent independent preferences
for one state of affairs over another that distinguish
countries (rather than individuals) from each other. The
country scores on the dimensions are relative, as we are all
human and simultaneously we are all unique. In other
words, culture can be only used meaningfully by
comparison. The model consists of the following
dimensions
31. This dimension expresses the degree to which the
less powerful members of a society accept and
expect that power is distributed unequally. The
fundamental issue here is how a society handles
inequalities among people.
Power Distance
32.
33.
34. Individualism Vs collectivism
The high side of this dimension, called
individualism, can be defined as a preference
for a loosely-knit social framework in which
individuals are expected to take care of only
themselves and their immediate families. Its
opposite, collectivism, represents a
preference for a tightly-knit framework in
society in which individuals can expect their
relatives or members of a particular in-group
to look after them in exchange for
unquestioning loyalty. A society's position on
this dimension is reflected in whether
36. Individualistic countries Collective countries
U.S Guatemala
Australia Ecuador
Great britain Venezula
Netherlands Indonesia, South korea,
Taiwan
37. Masculinity Vs Femininity
• The Masculinity side of this dimension
represents a preference in society for
achievement, heroism, assertiveness and
material rewards for success. Society at
large is more competitive. Its opposite,
femininity, stands for a preference for
cooperation, modesty, caring for the weak
and quality of life. Society at large is more
consensus-oriented. In the business
context Masculinity versus Femininity is
38.
39. Uncertainty avoidance Index
• The Uncertainty Avoidance dimension
expresses the degree to which the members
of a society feel uncomfortable with
uncertainty and ambiguity. The fundamental
issue here is how a society deals with the fact
that the future can never be known: should
we try to control the future or just let it
happen?
Countries exhibiting strong UAI maintain
rigid codes of belief and behaviour and are
intolerant of unorthodox behaviour and ideas.
40.
41. Short term Vs long term
• Every society has to maintain some links
with its own past while dealing with the
challenges of the present and the future.
Societies prioritize these two existential
goals differently.
• In the business context this dimension is
related to as "(short term) normative
versus (long term) pragmatic" (PRA). In
the academic environment the terminology
Monumentalism versus Flexhumility is
42.
43.
44. Indulgence Vs restraint
• Indulgence stands for a society that allows
relatively free gratification of basic and
natural human drives related to enjoying
life and having fun.
Restraint stands for a society that
suppresses gratification of needs and
regulates it by means of strict social
norms.
50. A Fish out of water. . . .!!
50
“Physical and emotional discomfort one suffers when
coming to live in another country or a place different from
the place of origin.”
( Sant Diego University)
51. • Culture shock A person may experience it
when he/she moves to a cultural environment
which is different from his/her own and also is
the personal disorientation a person may feel
when experiencing an unfamiliar way of life
due to immigration or a visit to a new country,
a move between social environments, or
simply travel to another type of life. One of
the most common causes of culture shock
involves individuals in a foreign environment.
Culture shock can be described as consisting
of at least one of four distinct phases:
honeymoon, frustration, 51
52. 52
Culture shock is the feeling of disorientation,
loneliness, insecurity or confusion that can occur
when someone leaves his or her home country to
live in a new culture. Culture shock may come
with any of the following symptoms:
Homesickness
Loneliness
Depression
Need for more sleep than normal
Withdrawal from social activities
Compulsive eating or loss of
appetite
Stereotyping of and hostility
towards host nationals
Lack of energy
53. •One gets accustomed to
the new culture.
•Things begin to seem
“normal”.
•Culture begins to make
sense.
• Full participation
with new culture is
finally achieved.
•Anxiety arises when the
difference between old and
new become apparent.
•Biological Clock.
•Miscommunication.
•At the start, difference
between the old and new
culture is seen in a
“romantic” light.
•Everything is wonderful
and new.
•New food, new buildings,
& new way of life.
Honeymoon Frustration
AdjustmentMastery
53
55. • Provides a written set of situation that the trainee
might encounter in living or working in the host
country. Trainee selects one from a set of response to
the situation and is given feedback as to whether is
appropriate and why.
Cultural
Assimilation
• Provides an opportunity for the trainee to go to the
host country or another unfamiliar culture to
experience living and working for a short time.
Field
Experience
• Explain the major aspects of the host country culture
including customs, traditions, every day behaviour.
Cultural
Briefing
55
56. • Explain the history, geography, economy,
political and other general information
about the host country region.
Area
Briefing
• Allows the trainee to act out a situation
that he or she might face in living or
working in the host country.
Role
Play
• Portray a real-life situation in business or
personal life to illustrate some aspects of
living or working in the host culture.
Cases
56
58. Negotiation
• Management’s ability to negotiate
productively effects their ability to
implement strategies
• Negotiation is the process of
discussion by which two
or more parties aim to
reach a mutually
acceptable agreement
• Negotiating across borders is more
complex because of the number of
stakeholders involved
60. Stage One – Preparation
• Negotiator must familiarize themselves with
– The entire context and background of their
counterparts
– To the specific subjects to be negotiated
– Differences in culture, language, and environment
• Managers must have an understanding of
their own negotiating style
61.
62. Preparation
• Managers should find out as much as possible
about
– The kinds of demands that might be made
– The composition of the opposing team
– The relative authority that the members possess
• Develop a profile of their counterparts
• They consider different variables during this
process as well
63. The Negotiation Process
• Relationship building – taking time to build mutual
trust before starting business discussions
– May require go-betweens
– Be prepared to wait for the other party to start business
negotiations
• Exchanging task related information – during this
stage each side makes a presentation and states its
position, normally followed by a question-and-
answer session
– Role reversal: showing an understanding of the other
party’s viewpoint and needs
64. The Negotiation Process
• Persuasion – during this stage both parties try to
persuade the other to accept more of their
position while giving up some of their own; there
are recognizable tactics for this stage
– Stressful tactics
• Concessions and Agreements – at this point each
side will make various concessions so that an
agreement can be reached and signed
66. Glimpse of 25 years
Phase-I
•1983- SMC(24%), Govt. of India(76%)
•Market Dominance
•Production Orientation
•Trade Union Perspective
Phase-II
•1995-SMC(50%, Govt. of India (50%)
•Prod., M&S & People perspective
•Initialization of competition
•Customer Orientation
Phase-III
•2008-SMC(54.2%), Listed in Stock Market
•Intense Competition
•Emphasis on Engineering Capability
•Market orientation & talent perspective
67. Multi-cultural part
• MSIL is a classy example of balanced mix of Indian & Japanese
culture in management styles:
Japanese
• Long-term & detailed process
• Long-term employment relationship
• High Orientation to system/work
practices
• Strong character & commitment
• Budget Process-Cost
savings/reduction
• Slowly/Lengthy Decision Making
• Focus on Micro-business process
Indian
• Rich in tradition & culture
• High emotional quotient
• High versatility-adaptability
• Job Security
• Orientation towards participative
style
• High sense of belongingness
• Company & family connect
68. 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
69. MSIL’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
70. 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
71. 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
72. 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
