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30/04/2017
Generally speaking, the main issues raised at Pharmaz Denmark and India are caused by
cultural differences. The managers from headquarters believe that they should focus
In the light of institutional context, the main issue is how to deal with the conflict when Denmark
administrators manage Indian employees in their home country within corporate value. There are three
1 Empowerment
3 Misunderstandings in communication
leads to main problems. Certainly, it is significant that each person should be able to
work independently and learn more from the empowerment. But in general, not
everyone in the Indian Pharmaz is confident and powerful and is able to complete
own project in the light of different education level (Dowling, Festing & Engle 2013,
distance. Employees are more like to require the regulations from direct managers and
need the managerial interference to drive work. They usually adopt to accept clear
orders instead of unknown challenges (Lena, 2013). Hence, Amrita feels squeezed
between a coach style from headquarters’ wish and a authoritative style from her
Secondly, Amrita is facing challenges from her teams. A conflict from one team
member Balvinder and one team member Shankar from an upper class in India. This
case demonstrates that Shankar took all things on his own job, so other team members
can not get the empowerment. Because castes from Indian culture side, India has a
very high score in power distance culture. On the contrary, Denmark pharmaz
between Pharmaz India and Denmark, a lot of misunderstandings draw attention now.
(Dowling, Festing & Engle 2013, p. 321). For instance, Niels as a expatriate fiance
director does not understand well about the Indian work culture. It is clear then that
the cultural difference in communication when they hold meeting. Niels demonstrates
strong ideas about how to implement the corporate value, the communication way is
very direct and demanding to Amrita and other colleagues. Amrita seems to be open-
minded and prefers to inspire people for future work. She would like to use
promotions and prices to motivate employees because she knows promotions and
prices can be most useful method to retain staff in the Indian labor market. Hence,
Amrita requires plenty of time to persuade him that his department cannot embed the
empower values into Pharmaz India immediately. However, Niels may be not get the
point.
In my point view, the key solution comes from understanding and studying the culture
of India to alter to fit with the core values of company. If I am Amrita, I will propose
3. Reward system
openness in communication slowly, therefore, Indian staff can get some time to accept
it then act well. India has different work environment and ethics, the highlights and
corporate culture.
Secondly, India has very strong power distance value. According to this perception,
introduce more titles to employees would be more effective to motivate them. Indians
are usually promoted to advance up the career ladder when they make any progress.
Even though our company does not exist these tile financial managers or senior
Finally, in order to lead out staff to accept the corporate value quickly, a reward
system could be helpful. For example, nominate an “ employee of the quarter” and
give them a small money as well as a certificate to motivate India staff work harder.
The staff would be appreciate that because they like to put such a certificate to their
curriculum vitae. Awards might also bring new encourage in the everyday work and
each employee can feel a sense of belonging from the group (Dowling, Festing &
evolution and change management even though some practices have to be altered for
India. It is significant to consider her solution and strategy since it includes some
changes as well.
References
Dowling, P. J., Festing, M., Engle Sr., A. D.,(2013) International Human Resource
Laurent, A. (1986). The cross‐cultural puzzle of international human resource management. Human
book/274922/balancing-values-an-indian-perspective-on-corporate-values-from-scandinavia20,
Scullion, H., Collings, D. G., & Gunnigle, P. (2007). International human resource management in the
21st century: emerging themes and contemporary debates. Human Resource management