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Cross Culture Management | Do My Research Paper Homework

Table of Contents

Introduction. 3

Managerial Cultural Differences. 4

Challenges Faced by Indian IT Consultants. 5

Challenges Faced by the Swiss Company and its Employees. 7

Critical Analysis of Cultural Theories. 7

Recommendations. 9

Conclusion. 10

References. 11

 

 

 

Case Study: Indian IT Consultants and the Swiss Company and its Employees

Introduction

The report comprehensively evaluates the key issues that affect intercultural relations, communication, and cooperation of the Indian IT Consultants in an outsourcing project in a Swiss Company. Both the Indian IT Consultants and the Swiss Company and its employees are faced with profound intercultural challenges impeding successful implementation of the outsourcing project. Successful implementation of a project requires the integration of the new system and order into the old system causing enormous changes. In the outsourcing project, the new order requires the integration of the Indian IT Consultants in the Swiss Company to work effectively and efficiently in a cooperative and collaborative manner. However, the report analyzes the key challenges that the respective group face in making the integration success in the company. Hence, steer the company to productivity and competitiveness as originally expected on initialization of the outsourcing project.

Among the key issues that the report analyzes to induce profound intercultural challenges to revolve around non-verbal communication barriers, stereotypes in the cultural differences, poor human resource management, and leadership inefficiency. To ascertain the realization of the intended objectives in the outsourcing project, enormous planning and strategic aligning of the outsourcing project with the existing system is vital for continued growth. The competitive nature of the two groups should induce positive changes in the company rather than raise negative issues impeding intercultural integration. Therefore, the report provides key recommendations on improving the situation for the realization of the highest goal in the project.

Managerial Cultural Differences

The application of managerial cultural difference features is critical for the fusing of two distinct cultures into one. The managerial cultural differences between India and Switzerland exhibit profound distinctions that influence the operations of their companies and workforce. The managerial cultural differences are embedded in the national cultures and values that shape the operational and functional capacity of the individuals (Toegel and Barsoux, 2016). The national cultures outline the national ethos, values, norms, and beliefs that they induce into the workforce determining the functionality of their employees. In Switzerland, the national cultural values and ethos outline the need for courtesy, efficiency, equality among the employees, respect for one another, and healthy competition as salient features essential to drive the workforce (Browayes and Price, 2015). In India, the national cultural ethos and values champion for equality and competitiveness among the workforce. Thus, induce competitive features working for the Swiss Company.

As well, the prevalence of stereotypes against foreign employees in Switzerland is a major issue that impedes the successful integration of employees with diverse cultures. The stereotypes towards foreigners culminate into the xenophobia of non-Swiss citizens as unwanted and undervalued in the organization viewed as a threat to existing systems and the identity of the Swiss cultures. The outsourcing of the Indian IT Consultants complements the Swiss stereotypes as their presence threaten the core existence of Swiss employees in the company with regard to cultural diversity apart from their own (Staeheli, 2003). The introduction of the Indian IT Consultants induces competition of the existing positions in the organization that prompt the Swiss employees reluctant to defy the integration process and acceptance of the foreign employees (Staeheli, 2003). Thus, impede the acceptance of the actions of Indians as a part of their culture rather seen as a nuisance in the organization.

Challenges Faced by Indian IT Consultants

The migration of the Indian IT Consultants into Switzerland present enormous intercultural challenges for them in the efforts of adapting to the new norm. The Indian IT Consultants moving into a new country are expected to learn and accept cultural diversities of other people while they expect of reciprocation of the same in their own cultural values (Fisilier and Durlabhji, 2001). The key intercultural challenges that impede the successful integration of the Indian IT Consultants in the Swiss Company comprise of the communication barrier with the Swiss employees. The communication barriers mainly are embedded in non-verbal communication that is bound to send contradicting signals and meanings to the Swiss employees. The potential of misinterpretation and misunderstanding is imminent and profoundly affects the Indian IT Consultants (Browayes and Price, 2008). For instance, the tilting of the head while communicating has been misinterpreted to imply that the Indian IT Consultant does not understand or comprehend the communication while actually implies “Yes or I heard you.”

The verbal communication does not remain to be a major intercultural challenge as the Indian IT Consultants and tech-savvy employees in the Swiss Company can both speak English fluently. In turn, this links the communication barrier more efficiently with a high potential for verbal communication. The non-verbal communication remains to be the main challenge in which the employees fail to understand the gestures, facial expressions, use of signs, and body language o imply the same message as the comprehend (French, 2015). Thus, opening the room for misconceptions and misunderstanding between the Indian and Swiss employees in the company.

The Indian IT Consultants are faced with the challenge of accessing the type of food and drinks they prefer and inform their diets. In the Swiss Company, this forms a profound obstacle for the Indians who often find the food and drinks are finished or lack access to the menus that they prefer. Most being vegetarians face the challenge of consuming food that is filled with beef and other animal products (Fusilier and Durlabhji, 2001). This prompts the employees to fail to eat at the restaurants which undermine their production capacity. As well, the senior Indian employees apart from the executive management team are forced to get their own tea and coffee whenever they need. The cultural differences between the Indian and the Swiss employees exert profound intercultural challenges which impose a huge obstacle to the Indians (IRLE and Olsson, n.d.). Thus, culminate in demoralizing their productivity and functionality in the organization.

Additionally, other practices that Indians find acceptable to their cultures elicited profound intercultural challenges with the Swiss employees. The use of water in the washrooms popularly referred to the “Water in the Gents” culminated into a time bomb of elevating tensions between the Indian IT Consultants and the Swiss Company employees (Kapur and Janakiram, 2015). As an acceptable cultural feature, the use of water led to complaints from the Swiss Company employees that found the habit of irritating, unhygienic, and a nuisance. The Indian IT Consultants requested the company to install running water in the toilets but failed to do so. As a result, they were forced to use small water bottles which splashing water led to the creation of a bigger mess interpreted by Swiss employees as urine on the sides of the washroom. Thus, generate resentment between the two groups.

Challenges Faced by the Swiss Company and its Employees

The Swiss employees are faced with the profound intercultural challenge embedded in the Indian IT Consultant’s habit of using “Water in the Gents”. To the Swiss employees, they found the practice primitive, unhealthy, and unwarranted in the company. In turn, this culminated into tensions between the two groups leading to resentment and disrespect of the cultural diversities (Sauceda, 2003). The Swiss employees are flabbergasted by the Indian use of water in the washroom leaving dribbles of urine-like contents on the floor surface. This proved to be unhygienic and unhealthy with questioning why they can use the tissue paper in the washroom. The tension escalating into a conflict between the two groups elicits emotional feelings and expressions of the group that find the tendency insulting and disturbing.

The escalation of the tensions between the two groups led to the Swiss employee’s show of no respect and interest in understanding the Indians cultural perspective. The cultural reservation is a profound challenge faced by the Swiss employees that remain adamant of accepting the Indian cultural norms and practices (Chebium, 2015). Instead, culminate into resentment and disrespectful to one another. In turn, the onslaught on intercultural distinctions and challenges impact to lack of cooperation and collaboration leading to knowledge transfer and exchange. Hence, resolving the tensions between the two groups is vital to attaining the set objectives of the outsourcing project.

Critical Analysis of Cultural Theories

The capacity of the organization to ascertain equality of all employees in the organization is vital to attaining the intended goals of the outsourcing project. The implementation of equality of all employees ascertains that all employees are treated in a respectful manner with all their concerns being addressed without putting the other group first (Soo, 2012). This is crucial to minimize the tensions and conflict between the two groups. The creation of equality assures the respective groups that their grievances will be successfully resolved on an equal measure. The equality measures create a platform for intercultural exchange in which merging of the cultural distinction is vital. The creating of teamwork building specialization and activities is core to attain the objectives of cultural equality, understanding, and respect.

The consideration of intercultural communication is significant in bridging cultural distinctions. In the case of the Indian IT Consultants and the Swiss Company and its employees, intercultural communication is embedded in verbal and non-verbal communication (Molinsky and Gundling, 2016). The case presents no problem in verbal communication as the Indian IT Consultants can fluently speak and understand English a common language used by the Swiss employees. The verbal communication is efficiently advanced in the company leading to the understanding among the employees. However, non-verbal communication exerts a profound impediment to intercultural relations and exchange (Suaceda, 2003). The non-verbal communication is attributed to some of the key challenges in the company that impedes intercultural exchange and sharing. The fusing of non-verbal communication and understanding raises the respect and understanding of the employees among them.

Furthermore, intercultural leadership is critical in the processing of merging distinct cultures together. The cultural leadership outlines the model of adapting to distinct cultural values and diversity outlined in the process to ascertain the understanding of the employees. The cultural differences require transformation cultural leadership that is critical to align the employees towards a common vision and strategic objectives in the organization (Molinsky and Gundling, 2016). The Swiss Company in ascertaining loyalty, commitment, and trust among the employees working together requires focused transformational leadership to outline models in which intercultural exchange can be executed (Soo, 2012). In turn, understanding of cultural diversities, respect, and valuing of cultural distinctions is bound to culminate into cooperation and integration of the outsourcing project in the organization. Thus, ascertaining the realization of the set objectives of the project implementation.

Recommendations

The involvement of all the affected stakeholders is critical for the outsourcing project to attain its objectives. The primary aspect of ascertaining the success of the outsourcing project with enormous cultural differences can be assured through ensuring that both the Swiss employees and the Indian IT Consultants are part of the planning stages. The utilization of effective communication is essential to enhance the susceptibility of the respective employees into understanding, being respectful, and open to cultural diversity. The principle of communication is vital to allow the employees to engage effectively at a personal level leading to understanding and respecting the cultural distinctions. The implementation of effective communication allows the employees to engage at a personal level leading to the development of interpersonal relationships. Thus, play a crucial role in bridging the intercultural gap between the Indians and the Swiss employees in the Swiss Company.

Secondly, the focus on the building of teamwork is critical for the success of the implementation of the outsourcing project. The building of teamwork allows the creating of real teams despite the cultural distinctions into one functional team with a common goal and objective. Teamwork development can be attained by conducting activities that bring distinct parties together. For example, conducting of activities such as games, exchange programs, intercultural exchange programs are vital to ensure the employees understand each other, accommodate diversity, and enhance interpersonal relationships. Thus, attain the overall goal of merging diverse individuals together towards a common purpose.

Lastly, the implementation of effective intercultural leadership is critical to steer the diverse teams towards the unity of purpose (Soo, 2012). The application of transformational leadership influences the employees to a commitment to the values of the organization, adopt respect for diversity, and equality of all employees. In turn, generate employee loyalty, trust, and commitment towards both the organization and colleagues in pursuing various objectives (Chebium, 2015). Consequently, ascertain the competition of employees from the lens of merit and performance in the organization.

Conclusion

In conclusion, the report finds effective planning to be key to attaining the set objectives in a multicultural or cross-cultural environment. The application of effective planning allows respective teams to learn the distinctions of respective individuals, cultural values, and functional capacity. In turn, leads to encouraging of cross-cultural relationships. The application of effective planning outline measures to take in project implementation including merging of the employees, advancing intercultural communication, and maintaining an open-minded world view that values diversity in the workforce. Thus, asserts the input value of respective employees as vital to the overall performance of the organization.

References

Browayes, M.J., and Price, R., 2008. Understanding cross-cultural management. Pearson education.

Browayes, M.J., and Price, R. 2015. Understanding Cross-Cultural Management, 3rd edition. Harlow: Pearson Education Limited.

Chebium, R., 2015. How to create an effective cross-cultural training program. HR Magazine60(1).

French, R., 2015. Cross-cultural management in work organizations. Kogan Page Publishers.

Fusilier, M. and Durlabhji, S., 2001. Cultural values of Indian managers: An exploration through unstructured interviews. International journal of value-based management14(3), pp.223-236.

IRLE, V. and OLSSON, C., Cultural integration strategies of Swedish SMEs entering Portuguese markets.

Kapur, N. and Janakiram, B., 2015. Comparative analysis of corporate cross-cultural management in IT vs non-IT organizations. CrossCultural Management Journal, (2), pp.99-114.

Molinsky, A. and Gundling, E., 2016. How to build trust in your cross-cultural team. Harvard Business Review87(2), pp.43-49.

Sauceda, J.M., 2003. Managing intercultural conflict effectively. Intercultural communication: A reader, pp.385-405.

Soo, J., 2012. Multicultural leadership starts from within. Harvard Business Review3, pp.1-7.

Staeheli, B., 2003. Cross-cultural management within Switzerland: An in-depth case study of a Swiss financial services company (Doctoral dissertation, Verlag nicht ermittelbar).

Toegel, G. and Barsoux, J.L., 3. Situations where cross-cultural communication breaks down. Retrieved May7, p.2017.

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Cross Culture Management | Do My Research Paper Homework . (2022, August 23). Essay Writing . Retrieved September 29, 2022, from https://www.essay-writing.com/samples/cross-culture-management/
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Cross Culture Management | Do My Research Paper Homework [Internet]. Essay Writing . 2022 Aug 23 [cited 2022 Sep 29]. Available from: https://www.essay-writing.com/samples/cross-culture-management/
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