...International Journal of Manpower 17,4/5 76 Sources of diversity and the challenge before human resource management in India C.S. Venkata Ratnam and V. Chandra International Management Institute, New Delhi, India Introduction The common refrain about India is that “it is such a diverse country whatever you say of it, the opposite is equally true”. “In India”, Stern (1993) observes, you will find “a society that has, like Europe’s, the diversities of a continent and the unities of a civilization”. Such is the measure of the magnitude of the nature of diversity in Indian society whose features Indian industry had inherited. Societal diversity is not an unmixed blessing for corporations and their management. It is argued that in India, generally speaking, the weaknesses of societal diversity such as caste, for instance, are superimposed on its business and industrial organizations and exacerbated. The marketplace and workforce in India are becoming more diverse every day. In fact, workplace diversity is considered a major challenge and opportunity for human resource management. It makes integration both difficult and easy depending on how diversity is viewed and used. The sources of diversity and its uses make a difference to what it means and how it impinges on organizational purpose and human behaviour at the workplace and beyond. Workplace diversity in India may have been partly inherited from centuries of customs and practices, partly imposed from colonial heritage and...
Words: 16228 - Pages: 65
...1 Managing diversity in Chinese and Indian organizations: a qualitative study Fang Lee Cooke Department of Management, Monash University, Melbourne, Australia, and 16 Debi S. Saini Management Development Institute, Gurgaon, India Abstract Purpose – This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US-originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way. Design/methodology/approach – The authors adopted a qualitative approach. In particular, through a semi-structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding. Findings – The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value-addition to the business. In contrast, managing diversity in India is of greater significance for firms, both legally and financially. Compared with their Chinese counterparts...
Words: 8980 - Pages: 36
...Recruitment, selection, and diversity management in IKEA for its limits of homogeneity in China 1. Introduction In the article “China teaches IKEA limits of homogeneity”, the author presents the problems that IKEA has in its standardization in the Chinese market. The customer group, the pricing, and the culture make IKEA almost impossible to keep its homogeneity in its products and corporate culture. This article is an analysis on the marketing and sales perspective of IKEA. However, the problems in marketing and sales indicate problems in management, especially the human resource management. The limitation of a company to bring its standardized management in a new market indicates its failure in the previous investigation on the reality of the market, which is rooted in the issues of human resource management. If there were local employees or managers warning the reality and difficulties in China, IKEA would be better prepared and make a better marketing strategy. Thus, this paper would analyze the issues of IKEA from the perspectives of recruitment and selection, and diversity management. 2. Recruitment and selection Recruitment and selection is the primary task in human resource management. Recruitment is to seek qualified talents that are suitable for the current needs of the company. It requires a board range of human resource activities under the guidance of the overall business strategy, annual business plan, and the budget of the company (Van Den, et al., 2010)...
Words: 2740 - Pages: 11
...Employees Involvement Strategy Executive Summary Leading and managing people are an important concept in HR now days. Every company follows this concept in order to retain the employees along with that to have a proper flow of work within the organization. On the other hand maintaining an employee involvement strategy is also an important task of every organization. The given study will help to generate an idea about the mentioned countries which are China, India and Germany address the related issues regarding leading and managing people. By conducting these studies an overall idea about the communication strategy of the organization will also be identified. Table of Contents Executive Summary 1 Introduction 3 Employee’s Involvement Strategy within the Organization 3 Concept of Leading and Managing People 4 Theoretical exploration of potential opportunities/challenges in China, India and Germany 5 Communication Taking Place in the Organization 7 Relevant scenarios in terms of opportunities and challenges of HR 8 Recommendations 10 Conclusion 12 References 13 Introduction One of the main notions of the given study is to provide a brief overview about the topic related to leading and managing people. The situation of this study is designed in such a way where it has been told that after getting a promotion to be the head of the HR department with its other branches in China, India and Germany it is asked to do a research study in which it is important to...
Words: 3128 - Pages: 13
...Background: China is today regarded as Sweden’s most important business partner in Asia. Even if there are cultural differences between Sweden and China the intercultural distance has successively decreased. One of the reasons is the globalisation. Another reason is the consecutive development of Swedish-Chinese relations. The interpretation from common understanding has increased the level of trade between the nations. There is an on-going development of business co-operation between Sweden and China. The Purpose: This Bachelor Thesis will examine the differences between the SwedishChinese business culture and how the cultural differences affect the Swedish B2B in China. The purpose is formulated by the basis of our main research questions; “How do Swedish B2B companies perceive the cultural differences between the Swedish and Chinese way of doing business?“ and “how do Swedish companies operating in China deal with business cultural diversity in China?” Theoretical Framework: The basis of our Bachelor Thesis examines the theories within cultural dimension. The theoretical framework is based on proven studies from e.g. Hofstede’s Five Dimensions, Trompenaars Cultural Diversity, CVS, the GLOBE Study, Cross-Cultural- Communication & Adaptation and Guanxi. Methodology: We have used an abductive approach with the basis of...
Words: 36242 - Pages: 145
...MSc Management Cross-cultural Management module Cross Cultural Study of China and America Name of Student Name of Instructor Dated: Table of Contents S. No. | Topic | Page No. | Cross Cultural Study of China and America | | 1- | Introduction | 3 | 2- | Chinese Culture | 3 | 3- | Leadership styles and skills of China | 4 | 4- | Motivating others | 4 | 5- | Trust Builder | 5 | 6- | Talent retention | 5 | 7- | High Performance team | 5 | 8- | Management Style of China | 5 | 9- | The Guanxi | 6 | 10- | Individualism and collectivism | 6 | 11 | America’s Culture | 6 | 12 | Leadership Styles in America | 7 | 13 | Directive leadership | 7 | 14 | Participative leadership | 7 | 15 | Empowering leadership | 8 | 16 | Charismatic leadership | 8 | 17 | Management Styles of America | 8 | 18 | Ethical issues in cross cultural of China and America | 8 | 19 | Compare and contrast between China and USA | 9 | 20 | Conclusion | 11 | 21 | References | 12 | Introduction: This paper consists of cross cultural study of two developed countries named USA and China. These countries are well developed and exist in the major countries of the world. Both have an entire different culture in reference of behavior, leadership styles and management. China is the part of eastern countries and USA is a western country, both have entirely different environment and too far from each other. There are many roles that are involved in any organization...
Words: 3090 - Pages: 13
...illustrates how Johnson and Johnson, Allstate, Starbucks, Bank of America, Coca-Cola, Shell, Whataburger, and Sony USA address their cultural diversity. Thus, the authors of this paper analyze, evaluate, and assess the various successful best practices of these organizations to help Riordan Manufacturing’s situation. Riordan Manufacturing’s decision to open a new production facility in China has created some challenges involving the scarcity of Chinese skilled employees. Whereas leadership attempts alternative solutions to synergize the company’s strategies to address the situation, Riordan recognizes that the integration of a diverse workforce has the potential to alter the company’s performance (University of Phoenix, 2009). Accordingly, in analyzing cultural synergy strategies to help mitigate undesirable outcomes takes extra consideration, yet it is a necessary task (Hodgetts, Luthans, Doh, 2005). When reviewing Johnson and Johnson, it is evident that the company struggled with managing diversity and cultural differences. However, Johnson and Johnson stepped up and developed a Credo to assist their management team with managing cultural differences as well as employees to understand the company’s views about culture. In fact, this is similar to the measures that Riordan wants to integrate into the strategic plans of its company. Riordan wants to ensure that...
Words: 4635 - Pages: 19
...customers low prices for their products. The slogan for Wal-Mart stores was low prices always. Now the new slogan is saving the people’s money so that they can have better lives. This slogan basically shows the 3 groups 1) Hispanics, 2) African-Americans and 3) rural residents of the country, which makeup of the 100 million customers who visit the stores each week. (Wal-Mart, 2010) Wal-Mart in Germany Wal-Mart is not a success in Germany. The organization is having communication problems with its employees. It has been speculating in the retail market that Wal-Mart is still not quite able to understand the $370 billion German market. It’s being 15 years since Wal-Mart has entered the German retail market (i.e. in 1997), and still the company has approximately 2 percent of the German food sales market (i.e. $3.2 billion sales...
Words: 4106 - Pages: 17
...| International Human Resource Management | Essay Title: I am an academic consultant to a British based Cosmetics PLC whose principal markets are in Britain where it has the largest market share of ‘ecologically and ethically friendly’ cleansing products. The Board of Directors is considering a proposal to move 50% of the company’s production process from Britain to China. You have been asked to advise the board on the implications for the company of making such a move. In your essay, critically evaluate the various industrial, economic employment relations and ethical factors, which the board will need to consider before deciding whether to move part of their manufacturing operation to China. | | Name & ID: Sharmin Sarna Word count: 2194 | 3/30/2012 | | International Human resource management (IHRM) describes as human resource management issues and problems arising from the internationalisation of business, and the HRM strategies, policies and practices that global firms pursue in response to the internationalisation process. The process of globalisation - the integration of markets, new markets (e.g. China) increased foreign direct investment by many multinational companies (MNCs), and cross-border integration of production and services. MNCs with distinctive competencies can potentially realise higher profits by applying those competencies in foreign markets, where local competitors lack similar competencies (Bratton & Gold, 2007). As firms...
Words: 2690 - Pages: 11
...INTRODUCTION In a world that has become more and more globalized and multicultural, diversity is surly a big advantage for companies who want to play in the international market. According to Susan E. Jackson, who conducted a study on diversity in the workplace, during the past years, nature of the workforce, has grown. The interest of firms in “diversity” and multicultural environment is sensibly grown. Companies have focused their attention on programs that intended to promote diversity, to reduce stereotypes, to create good and healthy multicultural environments. Examples of such programs include, non traditional work ( i.e. home work stations), training programs, employee benefits such as parental leave and dependent care assistance. The interest in managing diversity successfully is widespread. Anyway, despite recognition of the importance of diversity, many firms are just beginning to evaluate and adjust human resources management in the direction of multicultural environments. Many issues have to be discussed and solved yet. Many problems are still present when we talk about diversity in the workplace. WOMEN AT WORK In the past women were generally hired on part- time positions or for low responsibility jobs because it was understood that their priority was taking care of their families and children. Unmarried women left their position once they married. Married women instead, quit their job once they...
Words: 2110 - Pages: 9
...functions of management. Different factors can determine how you plan, organize, lead and control a company. In this paper, I will discuss how different factors such as diversity and innovation can influence a vast company like Google. Some factors are internal, like technology, and some are external, like globalization, and some can be both, like diversity. All in all Google is showing future companies how management is supposed to be done by embracing all of the different factors I will discuss below. Influencing GOOGLE In late 1998, Larry Page and Sergey Brin founded a company named Google. This American company since then has become a multinational technology company with a vast amount of products and services. They specialize in web related products and services such as online advertising, document storage, free email accounts, computing software and one of the best search engines known to man. In 2014, the company had a revenue of $66.001 billion with almost 60 thousand employees. The company has been such a success because of their expertise in management and the factors that lead their decision making processes. One external factor that keeps Google ahead is globalization. Being a private organization, Google is allowed to extend their reach to where ever that there is the internet. Extending their reach so far makes them more nimble than even the government. They use this reach to interact and integrate with people and companies in different...
Words: 1259 - Pages: 6
...and the failure to adapt to cultural differences when going international. The young high-flier Paul Paus is sent by the head office of the European chemical company EUROCHEM to run the marketing team in the Shanghai office. Paus, who seemed to be the perfect person having the necessary skills and qualification for this job, has proven to be ineffective in his team-building program and failed to develop cultural awareness by ignoring local practices. Despite Paul Paus was a young, innovative manager performing very well in Europe he failed in Europe. But why? There are the following characters in case: * Paul Paus: the European expatriate who worked in the head office in Antwerp for 4 years * Mr Olsen: an expatriate with intercultural experience, general manager & head of China Eurochem * Mr Li: deputy manager, close relationship to Olsen * Mr Wu: young employee of marketing department, expertise in marketing * Mr Vandenbergh: director of marketing in head office, sent Paus to Shanghai Analysis Significant mistakes have been made by all persons involved in the project. Three major issues occurred in the case of “Eurochem Shanghai”: * problems of international managerial transfers, * management, communication and strategic issues, * as well as leadership and managing diversity problems all caused by cultural differences and different ways of doing business. 1) Problems of international managerial transfer At a first glance Paul...
Words: 3073 - Pages: 13
...International Management, 7e (Deresky) Chapter 3: Understanding the Role of Culture 1) International firms like Starbucks and McDonald's most likely modify their business practices in Saudi Arabia because of . A) prevalent religious customs and beliefs B) poor international business relationships C) low demand for American products D) tight restrictions on foreign trade Answer: A Diff: 3 Page Ref: 91 Chapter: 3 Skill: Concept AACSB: Multicultural and Diversity 2) Women in Saudi Arabia are permitted to work alongside men as . A) lawyers B) architects C) engineers D) doctors Answer: D Diff: 2 Page Ref: 91 Chapter: 3 Skill: Concept AACSB: Multicultural and Diversity 3) All of the following statements about women in Saudi Arabia are true EXCEPT that they are . A) allowed to earn a college degree B) restricted from owning businesses C) allowed to buy designer clothing D) restricted from driving cars Answer: B Diff: 3 Page Ref: 91-92 Chapter: 3 Skill: Concept AACSB: Multicultural and Diversity 4) What is the primary reason that high-end department stores operate in Saudi Arabia given the country's dress restrictions? A) Dress restrictions only apply to certain regions of Saudi Arabia. B) Women wear designer clothes for public functions when abayas are not required. C) Wealthy men and women in Saudi Arabia are interested in the latest fashion trends. D) Saudi Arabia draws travelers from Europe who want the latest designer...
Words: 20960 - Pages: 84
...international management Lecturer: Bruce Gahir Introduction: In the paper that you are about to read I will describe in depth the differences between the eastern and the western style of management and processes that take place when adopting and using different management styles. In order to narrow it down and to make it a bit easier and more understanding for the reader I specifically chose two different countries to compare. The countries are different in almost every way regardless how you look at it. Different cultures, different values, different politics, people etc. The countries that I have chosen are China and USA. In this paper I will use a case study where a Chinese manager is sent to USA to manage a cross cultural team or professionals in order to meet the project requirements and deliver the work on time and 100% completed. Country profile: China Many of us were witnessing the economic growth and development of China and few other countries in Asia in the last few decades and this is one of the most important events in the history. This growth continues today and there is no actual reason why it shouldn’t continue indefinitely unless the highly unlikely event of international conflicts and war. China at present is the world’s leading economy. It has attracted about $450 billion of direct foreign investments from which 90% percent came after 1990. China has emerged as a powerhouse in the Asian and world economies. At the core of the Chinese economic growth...
Words: 4171 - Pages: 17
...among the United States and China often shape the design and implementation of a strategic plan. To increase the probability of success for joint ventures, an understanding of each country’s sociocultural, economic, and legal-political differences is not only important but necessary. Introduction Shui Fabrics is a joint venture between Rocky River Industries based in Ohio and Shanghai Fabrics in China. Ray Betzell has been the General Manager of the China location for the past five years. The central issue in this case is that the president of Rocky River, Paul Danvers, is not satisfied with the profit that is being generated from Shui Fabrics. He would like to see an increase the company’s annual return of investment form 5 percent to 20 percent. Danvers’ suggestion is to reduce labor costs by laying off Chinese workers; however, he charges Betzell with coming up with options to increase efficiency. Identification of Stakeholder’s Problems, Goals, and Concerns Paul Danvers is the President of Rocky River Industries based in the United States. With respect to the GLOBE Project value dimensions, Danvers’ management style places a high value on assertiveness which directly affects how he communicates. His style is also characterized by a medium power distance, individualism and a high performance orientation. He prefers short term results and quick gratification in regards to organizational performance. He exhibits medium humane orientation with low uncertainty avoidance...
Words: 1210 - Pages: 5
