...The International Journal of Organizational Analysis 1997, Vol. 5, No. 2 (April), pp. 156-179 GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera West Texas A&M University India's emergence in the international business arena presents challenges to Western-trained expatriate managers assigned there. These expatriates are familiar with management theories and practices based on value orientations very different from those in India. Kluckhohn and Strodtbeck's Value Orientations Framework is used to provide an overview of the different types of cultural values an expatriate manager will confront in Indian society. The impact of Indian values on various management practices, including team composition, leadership, motivation, and human resource management functions is also discussed It is hoped that this examination of the dominant value orientations of Indian employees will facilitate the successful transfer of Western expatriates to India. Over the last two decades, the Pacific Rim countries of Japan, South Korea, Taiwan, China, and Southeast Asian countries of Thailand, Malaysia, Hong Kong and Singapore have achieved tremendous economic success (Adler, 1994; Foster, 1995). A relative newcomer to this group of countries is India, which is emerging as an industrial power to be reckoned with. As a consequence of the free market reforms and economic liberalization programs pursued by the Narasimha Rao administration...
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...Value Orientation of Indian and U.S. Respondents: A Study of Gender, Education, and National Culture Bahaudin G. Mujtaba, Nova Southeastern University Randolph Pohlman, Nova Southeastern University Introduction Value theory states that what a person truly values will drive his or her actions and behaviors in the workplace (Pohlman and Gardiner, 2000). Using the value theory as a foundation, we wanted to know whether Americans and Indians are focused more on completing tasks or maintaining relationships. It is important for managers, leaders, and working professionals to reflect on their relationships with people of different cultures and examine how differences in context can lead to cultural misunderstanding for overseas employees living or working in India or the United States (Cavico and Mujtaba, 2011). This paper analyzes the relationship similarities and dissimilarities between American and Indian respondents. It is almost impossible for a manager or a company to succeed in today's global workplace without relevant knowledge and understanding of issues that pertain to their employees' age, education, gender, and culture (Mujtaba and Cavico, 2010). Mujtaba and Balboa (2009) explain that context indicates the level at which communication occurs outside of verbal discussion. Understanding the effect of the differences in context provides a knowledge base and cultural intelligence that can help provide not only strong teams but also more over effective business relationships...
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...The International Journal of Organizational Analysis GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera Article information: Downloaded by UNIVERSITY OF EXETER At 06:38 24 October 2015 (PT) To cite this document: Suresh Gopalan Joan B. Rivera, (1997),"GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS", The International Journal of Organizational Analysis, Vol. 5 Iss 2 pp. 156 - 179 Permanent link to this document: http://dx.doi.org/10.1108/eb028866 Downloaded on: 24 October 2015, At: 06:38 (PT) References: this document contains references to 0 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1038 times since 2006* Users who downloaded this article also downloaded: Saikat Banerjee, (2008),"Dimensions of Indian culture, core cultural values and marketing implications: An analysis", Cross Cultural Management: An International Journal, Vol. 15 Iss 4 pp. 367-378 http:// dx.doi.org/10.1108/13527600810914157 Colin M. Fisher, Raj Shirolé, Ashutosh P. Bhupatkar, (2001),"Ethical stances in Indian management culture", Personnel Review, Vol. 30 Iss 6 pp. 694-711 http://dx.doi.org/10.1108/EUM0000000005981 Nitish Singh, Hongxin Zhao, Xiaorui Hu, (2005),"Analyzing the cultural content of web sites: A crossnational comparision of China, India, Japan, and US", International Marketing Review...
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...Introduction The primary objective of this work is to compare and contrast two national cultures in terms of marketing practices. Particularly this work investigates Chinese and American national cultures as well as their impact on marketing mix. Along with general cultural information, this work provides current trends in national culture of these countries. Finally based upon findings the research gives some recommendations. Five cultural dimensions As companies around the globe started to expand their business beyond their domestic borders, the phenomenon as national culture became the stumbling block for them. They started to realize the importance of recognition of culture. Culture itself is defined as values, beliefs and assumptions learned through early childhood that distinguishes one group of people from another (Newman and Nollen 1996). Prominent writer in this field Geert Hofstede (1994) in his work referred culture as ‘the collective programming of the mind which distinguishes the members of one category of people from another’ and also adds that ‘category of people can be a nation, region, or ethnic group, women versus men, old versus young, a social class, a profession or occupation, a type of business, a work organization or part of it, or even a family. In his research of national culture, he observed subsidiaries of a multinational corporation (IBM) in 64 countries and two groups of students in 10 and 23 countries, and identified five dimensions of national...
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...to understand the work environment. While an important step forward in qualitative research, the investigation was rather blunt and the understanding of organizational culture remained fairly primitive during the following decades. Organizational culture works a lot like this. Every company has its own unique personality, just like people do. The unique personality of an organization is referred to as its culture. In groups of people who work together, organizational culture is an invisible but powerful force that influences the behaviour of the members of that group. “Based on John McLaughlin in his article in www.study.com he declare that organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations”. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behaviour of the members of the organization. Let's explore what elements make up an organization's culture. Organizational culture is composed of seven characteristics that range in priority from high to low such as innovation (risk orientation), attention to detail (precision orientation), emphasis on outcome (achievement orientation), emphasis on people (fairness orientation), teamwork (collaboration orientation), aggressiveness (competitive orientation) and stability (rule...
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...THE EFFECTS OF FRONTLINERS SERVICE ORIENTATION BEHAVIOURS OF THE DEPARTMENT OF TRADE AND INDUSTRY CAVITE ON CUSTOMERS’ SERVICE EVALUATION: AN ASSESSMENT A Thesis Proposal Presented to the Faculty of the Graduate School Philippine Christian University Dasmariñas, Cavite In Partial Fulfillment Of the Requirements for the Degree in Masters In Business Administration MOJICA, KRISHA MAY S. March 2015 APPROVAL SHEET The thesis entitled “THE EFFECTS OF FRONTLINERS SERVICE ORIENTATION BEHAVIOURS OF THE DEPARTMENT OF TRADE AND INDUSTRY CAVITE ON CUSTOMERS’ SERVICE EVALUATION: AN ASSESSMENT” is prepared and submitted by Mojica, Krisha May S. in partial fulfillment of the requirements for the degree of Master of Business Administration who has been examines and recommended for Oral examination. ___________________ ___________________ Date O’Land C. Nwoke Adviser PANEL OF EXAMINERS Approved by the Committee on Oral Examination with a grade of _________________. ___________________ Chairman ___________________ _________________ Member Member Comprehensive Examination Grade __________ Date Taken _____________ Accepted and approved as partial fulfillment of the requirements for the degree in Master in Business Administration (MBA). __________________ _________________________ Date Dr. Teresita C. Arnaldo Dean, Graduate School ...
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...Communication Karen Deal COMM 360 May 27, 2014 LaTrica Henegar, Ed.D, LPC, NCC Puma’s Poor Intercultural Communication In an age of new technology enabling one to work from anywhere in the world, important business decisions now effect citizens of more than one country. Business dealings with partners and customers from other countries entail communication with those from different cultural backgrounds. The following paragraphs provide an example of a corporation's failure to research a country's cultural pattern and how one seemingly innocent action comes close to ending a thriving business. Examination of the corporation’s near-fatal business decision provides a better understanding of the important role effective intercultural communication plays in today’s business. By clearly defining each country’s cultural patterns and taxonomies, one can begin to determine where communication fails, and how best to correct the problem. Suggestions for improvement of intercultural communication between the two countries are provided by applying communication theorists Kluckholm and Strodbeck’s Value Orientation theory to the example situation. Further examination of this corporation’s poor intercultural communication, clearly demonstrates the need for countries to be constantly aware of and respect each other’s beliefs, values, social practices, and socially shared expectations. Puma’s Near-Fatal Mistake Puma is a large supplier of sporting apparel, footwear, and accessories. The...
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...New Employee Orientation Programme First Few Sips - Coca-Cola India Submitted To Professor Srimannarayana 12th August, 2013 First Few Sips- An Overview of Employee Orientation Program Coca-Cola India is lean organization with a total workforce of around 200-250 employees. Due to the structure, resource requirement and intake is restricted to merely 30-40 heads per year. This makes the training program more customized and individual focussed rather than standard. The common orientation program – First Few Sips however, remains standard yet adaptable to accommodate changes. This program is conducted every 3-4 months. Since, only about 10-12 people join the organization every quarter, HR waits for the availability of a group of new employees before it conducts this orientation program. The reason behind this is the involvement of the Leadership Team. They cannot be made free for individual orientation and thus, there is a requirement of a sizeable group. The itinerary of the orientation program is as follows: Day 1: The new employees meet Atul Singh and Venkatesh Kini in an open house where they get an opportunity to ask these leaders about their experiences. Ice breaking events are conducted. Day 2: Market Visit. This gives the new employees an exposure to the real time developments in the market and thus the related issues and business problems. Day 3: Talks and Open House discussions with Vice Presidents of the various Business Functions. Day 4: Plant visit to a bottling...
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...Introduction Culture is the characteristics and knowledge of a particular group of people, defined by everything from language, religion, cuisine, social habits, music and arts. Cultural differences between countries affect individual personality and behaviour and organizational culture (Hofstede 1984, 1991; Karpatschof, 1984; Thanasankit, 1999). Each country has its own ways of expressing feelings, showing emotions, solving problems, and constructing its society. 1. What is a primary research question? A research question is the fundamental core of a research project, study or review of literature. It focuses the study, determines the methodology and guides all stages of inquiry, analysis, and reporting. A primary question is the one driving thought behind a research project. It should represent the entire reason for the study. Primary questions are important because how well a researcher meets the goals of the primary question will often be the criteria by which the research will be evaluated. The primary question should be a carefully worded phrase that states exactly the focus of the study. Under the case being study, the primary research question for this case study is:- Does Thai culture have direct influence towards employee involvement in Management? . 2. Frame few research objectives for this study? Research objective are the results sought by the researcher at the end of the research process, i.e. what the researcher will be able to achieve...
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...Running head: GOAL ORIENTATION IN CHINESE WORK DOMAIN Study Goal Orientation in Chinese Society in Work Domain CHEN Yulin (2007937472) The Department of Psychology The University of Hong Kong June 30, 2008 Contents Abstract 2 Introduction……………………………… …………………………………………………. 3 Cultural Difference regarding Motivation 5 How to Induce Learning Goal Orientation? 6 A Distinct Pattern in Chinese Society? 8 A Developmental Pattern of Goal Orientation 9 More about Performance Goal Orientation 10 Method 11 Results 13 Discussion 15 Summary and Implication 20 Limitations and Further Research 21 References 23 Appendix A 28 Appendix B 29 Appendix C 30 Appendix D 31 Appendix E 32 Appendix F 33 Abstract The study of goal orientation is usually conducted in Western society. In attempt to extend theories related to goal orientation and Yu’s (1996) study on cultural difference in motivation to Chinese work domain, in this research, 75 working people from Mainland China were invited to complete a set of questionnaires on goal orientation, work climate, task complexity, work experience and marriage status. The relationships among these variables were examined. Contrary to hypotheses, learning goal orientation positively correlated with autonomous work climate but did not correlate significantly with task complexity. Work climate had no effect on participants’ performance approach goal orientation but task complexity was found...
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...the 1960s, the marketing concept era dawned, when organizations began to integrate marketing into each phase of the business. In today's customer relationship era, organizations focus their efforts on (a) continuously collecting information about customers' needs, (b) sharing this information across departments, and (c) using it to create customer value. The first objective in maintaining customer relationship is discovering the needs of prospective consumers. This is not an easy task because consumers may not always know or be able to describe what they need and want. A need occurs when a person feels physiologically deprived of basic necessities such as food, clothing, and shelter. A want is a felt need that is shaped by a person's knowledge, culture, and personality. Effective marketing can clearly shape a person's wants and tries to influence what we buy. Having selected its target market consumers, the organization then takes action to satisfy their needs by developing a unique marketing program to reach them. Thus, the essence of successful marketing is to provide sufficient value to gain loyal, long-term customers. Customer value is the unique combination of benefits received by targeted buyers that...
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...International Journal of Knowledge, Culture and Change Management Volume 4 Article: MC04-0051-2004 Personality and Culture Learning Goals and Their Impact on Performance of Global Firms Carlos J. Alsua, Assistant Professor of Business Administration (Management), College of Business and Public Policy, University of Alaska Anchorage, USA ‘Knowledge’ and ‘Culture’: Organisational Intangibles and their Tangible Value Proceedings from the Management Conference 2004 International Journal of Knowledge, Culture and Change Management Volume 4 www.ManagementConference.com www.CommonGroundGroup.com This journal and individual papers published at www.Management-Journal.com a series imprint of theUniversityPress.com First published in Australia in 2004/2005 by Common Ground Publishing Pty Ltd at www.Management-Journal.com/ Selection and editorial matter copyright © Common Ground 2004/2005 Individual papers copyright © individual contributors 2004/2005 All rights reserved. Apart from fair dealing for the purposes of study, research, criticism or review as permitted under the Copyright Act, no part of this book may be reproduced by any process without written permission from the publisher. ISSN: 1447-9524 (Print) ISSN: 1447-9575 (Online) Cover design by Common Ground The International Journal of Knowledge, Culture and Change Management is a peer-refereed journal published annually. Full papers submitted for publication are refereed by the Associate Editors...
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...Scandinavian countries. Firstly, IKEA stores in Norway and Demark were opened which are the neighborhood countries and then IKEA started open their stores in Switzerland in 1973 and Germany in 1974 (Loeb, 2012). The first store in the United States was opened in Philadelphia (1985). The first store that IKEA faced problems is in Japan because of their culture differences, lifestyles and practices (Chaletanone and Cheancharadpong, 2008). Since IKEA entered into the country that has culture difference in social organizations, there will be numerous influences on organizational efficiency. Nowadays, many international organizations from around the world are consisted of varied groups of people from different cultures, gender, ethic and values. Many other international institutes have been established that they got more profit when they applied cross-culture workforce. There are a lot of difficulties for the organization when they apply cross-culture, language is one...
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...1.0 ROLE OF CULTURE It is very crucial for firms and people who are planning to invest or operate a business in a foreign country to understand the host countries’ business customs, value, and ethical behaviors in order to be successful. For instance consider the story of Benjamin Franklin, the great American diplomat, inventor, physic and politician. He was the only person who convinced the French to assist the revolutionaries in their battle for freedom from England. The biographers stated that the success was due to the fact that Franklin was aware of the French’s politics, history, arts, literature, values and norms. (Muller, 1991) From the above scenario, it is crystal clear that rely firms and people that rely on their home culture to compete in a foreign country tend to jeopardize their success due to the cultural variation. This is because culture affects the consumer behaviors, local demand, buying decisions and brand loyalty. So the question is what is culture? Culture is a framework of behavioral patterns, values, assumptions and experience shared by a social group which when taken together constitute a design of living (Davey, 2011) Culture has several characteristics. To begin with, culture is a learned behavior which is non-instinctive in nature; meaning we are not genetically programmed to learn a specific culture. For example any normal baby can be born and placed in any family around the world thus learning the culture and accepting it as its own. In...
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...The Development of a Measure of Business Process Orientation and its Link to the Interdepartmental Dynamics Construct of Market Orientation by Dr. Kevin McCormack President DRK Research and Consulting LLC Kmccormack@drkresearch.org tel.205-733-2096 fax 205-733-2094 2232 Baneberry Dr. Birmingham, AL 35244 March, 1999 ABSTRACT Interdepartmental and cross functional interaction are proposed to be critical to business success in today’s environment. Interdepartmental dynamics, a component of the Kohli and Jaworski market orientation framework, has been shown to influence market orientation and business performance. Several concepts have developed recently relating to and possibly further defining these components of market orientation. These are concepts of the business process orientation of an organization and the impact on interdepartmental and cross functional interaction. This study develops the construct of business process orientation (BPO) as it relates to interdepartmental dynamics. It also develops and validates the measures for BPO and tests the proposed relationship of BPO to interdepartmental dynamics. Copyright( - Property of Dr. Kevin McCormack. Do not copy without permission TABLE OF CONTENTS EXECUTIVE SUMMARY ………………………………………………………. 3 I. INTRODUCTION AND PURPOSE……………………………………… 4 II LITERATURE REVIEW (edited)………………………………………… 7 III RESEARCH DESIGN ……………………………………………………. 10 IV...
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