Dsrtatn on Emply Prfrmnc

8/2/2019 Dsrtatn on Emply Prfrmnc

1/45

Dissertation Report

On

IMPACT OF CROSS CULTURAL ASPECTS ON EMPLOYEEPERFORMANCE IN AN ORGANISATION

SUBMITTED BY

PALLAVI MUDOI

SUBMITTED TOD. R. TREHAN

In Partial Fulfillment of Award of Master of Business Administration

ASIA PACIFIC INSTITUTE OF MANAGEMENT STUDIES


2/45

DECLARATION

I, Pallavi Mudoi student of Post Graduate Programme Management from Asia Pacific

Institute of Management Studies, hereby declare that I have completed Dissertation

on IMPACT OF CROSS CULTURAL ASPECTS ON EMPLOYEE PERFORMANCE as part

of the course requirement.

I further declare that the information presented in this project is true and original to

the best of my knowledge.

Date: March 2012 Name:Pallavi Mudoi

Place: New Delhi Enroll.

No: A55PGPM2K10

Program: PGPM


3/45

ACKNOWLEDGEMENT

This study is an integral part of our PGPM program and to do this project in a short period was a

heavy task. Intention, dedication, concentration and hard work are very much essential to complete

any task.

I bear to imprint of my people who have given me their precious ideas and times to enable me to

complete the research and the project report. I want to thank them for their continuous support at

my research and writing efforts.

I gratefully acknowledge the pride of having completed this project under the dynamic, benevolent

and valuable guidance of my mentor D R Trehan. His instructive support and encouragement has

helped me to present this project in a much better way.

My heartfelt gratitude towards my batchmates of ASIA PACIFIC INSTITUTE OF

MANAGEMENT STUDIES, New Delhi for giving me this fabulous opportunity to conduct this in

depth studies on. In the end I would like to thank all the people who helped me carry out the small

daily chores that made my study a smooth and enjoyable experience.

With regards


4/45

TABLE OF CONTENTS

Particulars Page No.

Ch. 1 Introduction to Topic6

Ch. 2 Objectives & Rationale To the Project10

Ch 3 Literature Review..11

Ch. 4 Research Scope & Methodology ..21

Ch. 5 Data Analysis & Interpretation22

Ch. 6 Conclusion..33

Ch. 7 Recommendations.36

Ch. 8 Bibliography..38

Ch. 9 Annexure....39


5/45

INTRODUCTION

SAMSUNG

For over 70 years, Samsung has been dedicated towards making a better world through diverse

businesses that span advanced technology, semiconductors, skyscraper and plant construction,

petrochemicals, fashion, medicine, finance, hotels and more. Their Flagship Company, Samsung

electronics, leads the global market in high-tech electronics manufacturing and digital media.

Samsung is taking the world in imaginative new directions through innovative, reliable products,

talented people, a responsible approach to business and global citizenship, and collaboration with

their partners and customers.

CORPORATE PROFILE

Samsung is all about a digital leader, a responsible global citizen, a multi-faceted family of

companies, an ethical business and much more.

At Samsung Group and Samsung Electronics, their products, their people and their approach to

business are held to only the highest standards so that they can more effectively contribute to a

better world.

VISION

Samsung is dedicated to developing innovative technologies and efficient processes that create new

markets, enrich peoples lives, and continue to make Samsung a digital leader.

SAMSUNGS VALUES

At Samsung they believe that living by strong values is the key to good business. At Samsung, a

rigorous code of conduct and the core values are at the heart of every decision they make.


6/45

PEOPLE

Quite simple, a company is its people. At Samsung, they are dedicated to giving their people a

wealth of opportunities to reach their full potential.

EXCELLENCE

Everything they do at Samsung is driven by an unyielding passion for excellenceand an unfaltering

commitment to develop the best products and services on the market.

CHANGE

In todays fast-paced global economy, change is constant and innovation is critical to a companys

survival. As Samsung has done for 70 years, they set our sights on the future, anticipating market needs

and demands so they can steer their company towards long-term success.

INTEGRITY

Operating in an ethical way is the foundation of our business. Everything Samsung do is guided by a

moral compass that ensures fairness, respect for all stakeholders and complete transparency.

CO-PROSPERITY

A business cannot be successful unless it creates prosperity and opportunity for others. Samsung is

dedicated to being a socially and environmentally responsible corporate citizen in every community

where they operate around the globe.

The Samsung Philosophy

At Samsung, they follow a simple business philosophy: to devote their talent and technology to creatingsuperior products and services that contribute to a better global society.

Every day, their people bring this philosophy to life. Their leaders search for the brightest talent from

around the world, and give them the resources they need to be the best at what they do. The result is that

all of our productsfrom memory chips that help businesses store vital knowledge to mobile phones that


7/45

connect people across continents have the power to enrich lives. And thats what making a better global

society all is about.

MATRIX

Matrix is the leading provider of complete Mobile and Data Solutions.

Ever since their first day of business in 1995, they have aimed to be the best for service, quality,

innovation and choice. It is still the same mantra they stick to today.

They cater to a wide audience including leisure and business travelers, students studying abroad

and businesses.

With Matrix you can always keep in touch whenever and wherever you are in the world.

They are always increasing our portfolio of countries and focusing on fulfilling customers specific

communication needs, at home and abroad.Their services include Indian SIM Cards, international SIM cards and Data solutions.

Our vision is to connect everyone with convenient, cost-effective mobile solutions. They are proud

to have established ourselves as the undisputed market leader

CEASEFIRE INDUSTRIES LTD

Ceasefire is Indias most trusted fire safety and Security Company. The company, at heart, is an

altruistic one that aims at saving lives and giving people the means to protect them. Their market

structure however, is based on keen industry acumen; an instinctive aptitude for sensing the

consumers needs, and fulfilling those needs in the best possible way. Since its inception, Ceasefire

has grown from a company that dealt exclusively with extinguishers to one that has branched out to

cover everything in the fire safety and security spectrum.

Ceasefire is the sum of FIVE

Fire

Their ranges of products cover every area of fire safety: from fire safety modules and extinguishers

to escape gear and signage.

Detection


8/45

Ceasefires Detection Division was created in an effort to protect people against the potential

danger of fire and smoke. Their devices sound an alert the second they detect a trace of smoke.

Security

Ceasefire's Security Division offers cutting-edge devices designed to protect both compact areas

like homes and much larger spaces like shopping malls.

Home

Ceasefires Home Division concentrates on providing homeowners with fire safety and security

needs that suit their requirements. This includes gas leak detectors, smoke detectors and fire

extinguishers.

Projects

This division was created to help design an effective fire safety and security plan for large-scale

projects like malls and hotels. The project team takes care of everything; from determining the

equipment required to maintaining the products installed. A project manager oversees the entire

process.


9/45

OBJECTIVE & RATIONALE

1. Rationale of proposed investigation:

The issues or focus points are very important in the cross-cultural as it is required to

choose between culture specific or culture general training, which areas of the culture

to focus upon and what are the personal requirements of the person who might have to

deal with a situation like this or who is shifting to a different culture for work and

what is its impact on the organization as in how is it affected.

2. Objective(s):

Identifying the issues and problems faced by employees because of cultural

differences.

Impact of Cross culture on productivity & output of the organization.

To find out the ways to cope up with these problems.

Impact on Globalization.


10/45

LITERATURE REVIEW

Cross-cultural communication between the Companys branches is challenging. Arising of

several issues because of cross-cultural communication between the two branches, which

inturn hinders the performance of the organization as well as employees. ( Sosik, John and

Jung Dong, 2002. "Work-group characteristics and performance in collectivistic and

individualistic cultures". The Journal of Social Psychology. Washington, pp 5-23.)

Often issues related to Language barrier and culture shock are encountered. These

problems lead to other serious complications in the organization. (Pan Fan, K., Zhang, Zigang

(2004), Cross-cultural challenges when doing business in China, Singapore Management

Review, 01295977, 2004 1st Half, Vol. 26, Issue 1. Extracted February 28, 2004 from

Business Source Premier athttp://www.apollolibrary.com/databases.asp)

No team work neither development and organizational interaction, thus, affecting the

tendency for the members of the organization to bond and coexist peacefully. (Ting-Toomey S,

1985. Toward a theory of conflict and culture. In WB Gudykunst, LP Stewart, S Ting-Toomey

(eds). Communication, Culture and Organizational Processes, pp 71-86. Beverly Hills, CA:

Sage. )

Major issue is diversification. It has been found that many organisations diversify their

operations globally but fail to manage it. ( Bhagat, Rabi S., Kedia, Ben L., Harveston, Paula

D., Triandis, Harry C. (Apr2002), Cultural Variations in the crossborder Transfer of

Organizational Knowledge, Academy of Management Review; Apr2002, Vol. 27 Issue 2.)

Cross-border transfer of organizational knowledge is most effective in terms of both

velocity and viscosity when the type of knowledge (i.e., human, social, or structured) being

transferred is simple, explicit, and independent and when such transfers involve similar cultural
http://www.apollolibrary.com/databases.asphttp://www.apollolibrary.com/databases.asp


11/45

contexts. In contrast, transfer is least effective when the type of knowledge being transferred is

complex, tacit, and systemic and involves dissimilar cultural contexts. (Weaver, K Mark, 2000.

"Attitudes toward Cooperative Strategies: A Cross-Cultural Analysis of Entrepreneurs",

Journal of International Business Studies, 31, Fourth Quarter 2000: pp 591-609. )

INTRODUCTION

The culture of an organization helps dictate its internal practices, which determines the

organizations failure or success in the market, both locally and internationally. It is suggested that

communication is an important factor in the development of a specific culture in an organization.

This is been concluded that the performance and the sales of a particular branch of a multinational

corporation depends on the culture its members develop within the organization. In addition, it can

be said that an international organization is able to reach and relate to their consumers better with

the existence of effective communication, regardless of the types of culture, beliefs, or language.

The trend of globalization has provided opportunities for Indian firms to reach foreign markets.

The business model of many upcoming industries like the information technology sector is

depending heavily on the foreign markets. This increases the need of professionals working in

foreign cultural settings. The merger and acquisition activity especially the cross-border

acquisitions have reached too much higher levels. The trend of acquisitions is not only restricted to

the new sectors like Information Technology, Telecom and Business Process Outsourcing, but to

core sector companies like Manufacturing (For Example: Bharat Forge acquiring Carl Dan

Peddinghaus in Germany) and Mining (For Example: Sterlite group acquiring mines in Australia)

have observed spurt in such activities too. The Pharmaceutical companies have widened their reach

in world market with examples like Ranbaxy and DRL having presence in many countries. The

different changes happening in the society today have brought about significant changes in the

internal environment of organizations. Due to the increase in globalization, many organizations and

corporations have been forced to restructure their workforce, as to having a mixture of different

cultures and languages present in a specific branch of the company. The globalization dreams

present a new challenge for the Indian firms; the challenge to develop competent managers who

would be able to work in new environments efficiently and will act as a bridge between the parent

company and its subsidiaries. The globalization will also bring new employees to the Indian firms,

the ones with different origin, language and national culture adding complexities to the culture of


12/45

Indian organizations. The firms thus need to develop systems and processes not only to train

managers for expatriate assignments but also to handle cultural diversity. This task can be achieved

by well designed cross-cultural training programs which will help employees in coping up with the

stress and cultural shock while dealing with a new culture. The need for cross-cultural training will

be for both: Indian expatriates and employees dealing with expatriates of other origins. The cross-

cultural training will also be required for the Indian companies getting into Business Process

Outsourcing as the clients belong to culturally different environments. Working effectively in

cross-cultural context is becoming vital competence for aspiring managers.

Determinants of cultural differences:

There have been many attempts to define cultures and what differentiates them. The study by

Hofstede (1981,in Hofstede, 2001) defined and differentiated between cultures on various

dimensions viz. collectivism vs. individualism, power distance, uncertainty avoidance,

masculinity vs. feminism and long vs. short term orientation. There are various parameters which

can be defined as:

1. Power distance: degree of inequality in power between a less powerful individual and a

more powerful one in which they belong to same social system.

2. Masculinity vs. feminism: refers to the distribution of emotional roles between the genders.

It opposes a tough masculine to tender feminine society.

3. Uncertainty avoidance: is the extent to which a culture programs its members to feel either

comfortable or uncomfortable in unstructured situations.

4. Individualism vs. collectivism: is the degree to which individuals are supposed to look after

themselves or remain integrated into groups usually around the family

5. Long term vs. short-term orientation: refers to the extent to which a culture programs its

members to accept delayed gratification of their material, social and emotional needs.

The differences in cultural values were shown by the study of Hofstede (2001), which involves 60,

plus countries where each one of them was classified on these parameters. These cultural

differences may effect motivational factors, collectivism at work place, organizational structure

design etc. Various studies have tried to study these differences. The difference in cultures has

been associated with perceptions and paradoxes. The study by Osland and Bird (2000), lists down


13/45

the paradoxes and the reasons for them. The paradoxes arise because of perceptual schemas

(cultural myopia and lack of experience), theoretical limitations emic and etic studies which

present one sided views of the cultures (From inside and outside the culture while ignoring the

other ones.). The other reasons for misunderstandings are tendency for observers to confuse

individual and group values, unresolved cultural issues, role differences and real vs. espoused

values. The cultural differences and varying approaches lead to significant difference in business

practices which must be recognized by the trainers and employees receiving expatriate assignment.

How do people and practices differ across cultures?

The differences in cultures lead to significant differences in the way people react to a

stimulus. The motivational needs of the managers and executives vary across the cultures. The

motivational factors that work in India may not be relevant in China, hence the expatriates will

need to understand the basic differences in the employee behavior. The production facilities of

firms may be similar across all the subsidiaries but the employee behavior in these facilities may

not remain the same. One of the relevant examples in this context is failure of Japanese

management technique like Quality Circles in India. The study by Neelankavil, Mathur and Zhang

(1999) that analyzed India, Philippines, USA and China for managerial performance and

motivational factors in two different studies found different managerial values, value dimensions

and comparative management. India was found closer to USA than China although the

geographical distance is much lesser. For example for American managers drive and ambition were

important for success which is not the case in China. These countries differ in their scores of

individualism with USA (91) and china (7) and the other two falling in between. Similarly the

study of motivational factors found opportunity for advancement and financial rewards to be least

important while these factors were nearly very important for employees in the other countries. The

study by Peters and Lipit (1978) found USA employees different from those in Latin American

countries like Columbia, Peru and Chile,even within the Latin American countries there was a

difference between Columbia and Peru (good pay as the highest ranked motivator) and Chile

(creativity as the highest ranked motivator). The culture differences effect the managerial decisions

related to performance appraisals in multicultural workplaces and decisions in international

business context (Lee and Karakowsky, 2001).


14/45

Along with the business practices and values significant amount of research have been conducted

in the context of cross-cultural negotiations. The cross-cultural differences in the negotiation game

can be conceptualized along four basic dimensions: collectivism-individualism, power distance,

communication context, and the conception of time (Cohen, 1997- as cited by Bazerman, Curhan,

Moore and Valley, 2000). The time factor becomes important in the context of cross border

acquisitions as people belonging to different cultures have different perceptions related to time,

while in some cultures people prefer to start and finish meeting on time (Example: USA), in other

people may prefer to take time of their own (Example: Latin America)(Mayfield, Mayfield, Martin,

Herbig, 1997). The time factor also refers to relationship dynamics of negotiations. While in a

more collectivist culture, people may prefer to develop relationships during negotiations, people in

more individualistic culture like USA may not prefer to bring relationship dimension in the

negotiations (Mayfield, Mayfield, Martin, Herbig, 1997). The study by Gulbrow and Herbig

(1999), found that the negotiators from more collectivist culture would devote more time to non-

task negotiating activities and positioning activities. Similarly the people from high power distance

cultures were found to spend less time compromising and less persuasion was observed in people

from more masculine culture. The analysis by George, Jones and Gonzalez (1998) lists three

categories of differences which can affect the negotiator emotions, these include: individual

differences (affective dispositions, experiences in previous cross-cultural negotiations), cross-

cultural differences (Internalized cultural values and norms, Emotional expressions, Linguistic

style) and contextual differences (Relationship between the negotiating partners, level of trust and

conditions surrounding the negotiations). The norms and values related to the negotiations differ

according to the culture, for example the study by Weiss and Stripp (1985, as referred to by

George, Jones and Gonzalez, 1998) lists differences in the negotiations norms as: perceptions

about negotiation to be strategic or synergetic, criteria for selecting the negotiator, importance

given to relationship building, concern for protocol and formality etc. The way emotions are

expressed in the various cultures may differ, for example the face expressions and hand gestures

may convey different meanings in different culture. The study by Weber and Hsee (1998), points

towards significant differences in the risk perceptions across cultures that might play an important

role during business negotiations across coutries.

Cross-cultural training and its objectives


15/45

The cross-cultural training in general can be defined as Any intervention aimed at increasing an

individuals capability to cope with and work in foreign environment (Tung, 1981, in Zakaria,

2000). Hence cross-cultural training involves all the methods like lectures, simulation etc. used to

make the person familiar with a different culture. The term cross-cultural training hence is broad

enough to include differences in areas like language abilities, business etiquettes, beliefs and

values, social system, negotiating styles etc. of any culture. The cross-cultural has also been

defined as Formal methods to prepare people for more effective interpersonal relations and job

success when they interact extensively with individuals from cultures other than their own

(Brislin and Yoshida, 1994). The term job success here seems to be slightly ambiguous, as the

factors defining success on an expatriate assignment can include organizational values, earning

respect from peers and subordinates, technical skills, interpersonal and relationship management

skills etc. The advantages from cross-cultural training have been listed as following :

1. A means for constant switching from an automatic, home culture international management

mode to a culturally adaptable and acceptable one

2. An aid to improve coping with unexpected events and cultural shock in a new culture

3. A means to reduce uncertainty of interactions with foreign nationals

4. A means for enhancing expatriates coping abilities

Hence cross-cultural training can be seen as a tool for improving the corporate culture and

practices by constantly learning through induction of foreign nationals in the organizations. Further

the cross-cultural training will help to reduce the psychological stress and cultural shock which

often lead to failure of expatriates.

Design of cross-cultural training:

The issues or focus points are very important in the cross-cultural as it is required to choose

between culture specific or culture general training, which areas of the culture to focus upon and

what are the personal requirements of the person who might have to deal with a situation like thisor who is shifting to a different culture for work. The study by Hun and Jenkins (1998) mentions

following issues for the cross-cultural training:

Different aspects of time like punctuality- The time factor here involve two dimensions that

are punctuality and relationship dimension. While in some cultures like USA starting and

ending on time are very important in others like South American countries that may be


16/45

considered exceptional. Some cultures prefer to take time for relationship building, which

may not be acceptable at all in others. Hence cross-cultural barriers related to time need to

be taken care of.

Linguistic barriers- The English is being used for most transactions but then usage of

English tends to change with the country contexts. For example the pronunciation in India

is significantly different from the American way. Secondly certain terms may have

different meaning in different languages; hence context also plays an important role. In

case of countries with different language the expatriates must be trained in opening

dialogues and discussions with the help of translators.

Different business practices, like conduct in meeting and unstructured and open discussion.

Hofstedes (2001) dimensions like power distance can play an important role in situations

like conduct during the meetings. In cultures with lower power distance the employees may

tend to call their bosses with their first names while this may be impossible in cultures with

higher power distances. Hence developing a first hand knowledge about the practices is

very important.

Cultural stress (ambiguity and difference of perceptions)- The training should also involve

methods to counter stress and to interpret situations. The expatriates will have to

understand the situations on their own and then form perceptions. The training should

avoid any kind of stereotyping where trainees may be lead to believe certain things about

any culture. The culture may broadly explain value system of a community or country but

every individual is different. Hence any individual with a pre-formed notion about the

culture will be shocked to see people different from his beliefs leading to lot of confusion

and stress.

Body language and greetings- The way emotions are expressed in the various cultures may

differ, for example the face expressions and hand gestures may convey different meanings

in different culture.

The cross-cultural training should have components related to both general orientation and specific

skill development (Harrison, 1994). The component of general orientation here consists of self

assessment (dealing with change, stress management and identifying attributes) and cultural

awareness (general dimensions, national values and work place incidents). The specific


17/45

development on the other hand consists of knowledge acquisition (area studies, language studies

and host attitudes) and skills training (case studies, area simulation and behavior modeling). Hence

the training should focus on providing trainee the knowledge about national cultures and attitudes

in the host country in the first phase while in second phase the trainee should be made to go

through a rigorous process of handling the situations in a simulated environment. This will help the

trainee to acquire hands-on experience. The paper by Nicola (1993) suggests following issues for

cross-cultural training:

1. Feed back

2. Getting beyond culturally determined stereotypes

3. How to raise and deal with cultural stereotype

4. How to counsel employees

5. Coaching and team building

6. Resolving conflicts (those including various ethnic groups at work place)

7. Counseling so as to go beyond all kinds of stereotypes and perceptions.

After the internet revolution things have vastly changed for various organizations. For example

many firms use internet as a medium to coordinate between different employees working in

different locations as a team like one of the team members would be in India, other one might be in

Europe and third one in North America. The group dynamics in these situations becomes very

important; hence the employees must also be trained at handling people from diverse cultures at

the same time ensuring equal treatment and opportunities for all. One of the most important factors

that is often forgotten while designing the training programs is the requirement of the employees,

the design of training program should be made keeping in mind the length of stay in the host

country, type of function he will have to perform, degree of socialization required by the employee

and the personal characteristics of the employees (extraversion, interpersonal skills etc.). Hence

cross-cultural training program should be customized for each employee to certain extend. Its not

only the employee who needs to be trained; the family of employee should also be trained on

certain issues like cultural differences. Many firms have started giving due importance to the

training of spouse because the socialization of expatriate and job success to a large extent will

depend upon socialization of his family.


18/45

The training methods:

The cross-cultural training evolved with usage of lecture method (originated from

university of Illinois- as referred by Bhawuk and Brislin, 2000). This development was followed

by usage of contrast American method which was named as this method was used to train for

contrasting cultural experiences. The scenarios and cultural assimilators were later additions to the

methods. The self reference criterion method was developed from cultural analysis system

developed in 1966. The first usage of the cultural assimilators was on the American soldiers in

1972. The existence of cultural general assimilator is relatively new with usage starting in 1986.

The experiential and area simulation were developed in 70s.

The various cross-cultural training methods can be explained as follows (as described by Bhawuk

and Brislin, 2000):

1. Cultural assimilator: The cultural assimilator is a tool that consists of a number of real

life scenarios describing puzzling cross-cultural interactions and expectations. The

scenarios here can be defined as critical incidents which describe interactions between

host and expatriates which involve misunderstanding related to cultural differences.

2. Contrast American method: This method involves demonstration of behaviors that are

completely opposed to what is seen in the current context of culture. This was used by

Stewart in America to train people going abroad hence was named contrast American.

3. Self reference criterion (SRC): Unconscious reference to ones own cultural values in

communication with people who are from other cultures. This method was developed

by Lee (1966), who proposed 4 step procedures to overcome self reference criteria. The

first step involves defining any problem of situation in terms of the expatriates own

culture, followed by definition in the terms of host culture. The bias created by SRC is

analyzed and removed in third stage which is followed by solution of the simplified

business problem.

4. Area simulation: The simulation is creating natural situation of interaction with people

from other culture. This can be achieved using some actors who will interact with the

trainee according to some predefined script.

5. Cultural self awareness model: The cultural awareness model includes usage of video

tapes with themes and role plays. If the trainee is able to understand how his culture is


19/45

different he would be able to accept the differences encountered in the real life

interactions in a better manner.

(1) fact-oriented training; (2) attribution training, associated with the culture assimilator to enable

trainees to internalize values and standards of the host culture; (3) cultural awareness training, the

study of the trainees home culture and its effect on his/her behavior to enable the trainee to

understand the nature of cultural differences; (4) cognitive-behavior modification, to assist trainees

to be able to obtain rewards and avoid punishment in the host culture; (5) experiential learning,

active participation learning about a specific host culture; and (6) interaction learning, for trainees

to feel more comfortable with host nationals and to learn details about life in the host country.

Language training aids in communications demonstrate an attitude of attempting to learn about the

host culture enables one to be polite and permits understanding.

The impact of cross-cultural training on the employee performance

Many research studies have focused on the impact of cross-cultural training on variables like

adjustment and performance of the employees. The Meta analysis by Morris and Robie (2001)

found the correlation of cross-cultural studies to be 0.26 for performance and 0.13 for adjustment.

This has been totally opposite to the results of the earlier studies like the one by Deshpande and

Vishwesveran (1992, in Morris and Robie) found the correlation with performance to be .39 and

0.43 with adjustment. The study by Morris and Robie(2001) examined 16 studies for expatriate

adjustment and 25 studies for performance. The author also cites the results of studies by Black

(1988) and Earley (1987) who found the correlation to be 0.42 and 0.57 for adjustment. The

correlation with performance in the same studies was 0.08 and 0.79. Hence there is lack of

consistency in the results.

The study of Gullahorn and Gullahorn (1966, cited by Caligiuri et. al. 2001) found that cross-

cultural adjustment process leads to a U-shaped curve of adjustment where the bottom of the curve

is the strongest point of culture shock. This U-Curve Theory of Adjustment (UCT) has been one of

the most consistently used theories, a rare case of theoretical perspective applied to cross-cultural

research, although no in-depth and comprehensive reviews of the empirical literature related to

UCT exist. Grove and Torbiorn (1985 cited by Caligiuri et al, 2001) proposed that cross-cultural,

or intercultural, training should attempt to bring about changes in three psychological constructs,


20/45

applicability of behavior, clarity of mental frame of preference, and level of mere adequacy. The

study by Worchel and Mitche (1972, cited by Bhawuk and Brislin, 1992) found use of cultural

assimilator to be effective on the American soldiers( in Greece) in enhancing there productivity,

adjustment, enjoyment of tour of duty and interpersonal behavior. The literature review by Zakaria

(2000) found substantial positive relationship between cross-cultural training and adjustment. He

cites works of Bochnar (1982) and Backer (1984) who found cross-cultural training to be useful for

cross-cultural interaction. The papers by Caligiuri et.al. (2001) suggests development of training

programs that will ensure that expatriates have realistic expectations. The study by Brewster and

Pickard (1994) found that cultural training was more effective for younger people and people with

no prior experience. Some studies like study of American expatriates in Mexico (Edmund, 2002)

did not find a significant relationship between cross-cultural training and expatriate failure rate.

Similarly the study by Selmer (2001) of didnt find relationship between the pre-knowledge about

culture and practices of Hong Kong and their ability to get along with their host country

subordinates. In contrast the study by Eschbach, Parker and Stoeberl (2001) found cross-cultural

training effective in reducing time required to adjust and achieve cultural proficiency. Hence the

studies broadly support the effectiveness of cross-cultural training in improving the expatriate

efficiency.

RESEARCH SCOPE & METHODOLOGY

Materials and Methods:


21/45

Research Design : Descriptive

Sampling Technique & Research Instrument :

Scaling Technique

Tools for data collection : Questionnaire

DATA ANALYSIS & INTERPRETATION

Organization and teamwork

Regression


22/45

Variables Entered/Removedb

Model Variables Entered

Variables

Removed Method

1 VAR00001a . Enter

a. All requested variables entered.

b. Dependent Variable: VAR00002

Model Summary

Model R R Square Adjusted R Square

Std. Error of the

Estimate

1 .498a .248 .244 .49561

a. Predictors: (Constant), VAR00001

ANOVAb

Model Sum of Squares Df Mean Square F Sig.

1 Regression 14.438 1 14.438 58.781 .000a

Residual 43.721 178 .246

Total 58.159 179



Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 1.019 .132 7.747 .000

VAR00001 .481 .063 .498 7.667 .000

a. Dependent Variable: VAR00002

Correlation between Organization and Teamwork is .498 which shows significant results.

Teamwork between the employees in an organization affects the working in an organization.

Hence, organization is dependent on teamwork spirit between the employees.


23/45

Organization and individual

Variables Entered/Removedb

Model

Variables

Entered

Variables

Removed Method

1 VAR00001a . Enter

a. All requested variables entered.


Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .586a

.343 .340 .44037


ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression 18.055 1 18.055 93.103 .000a

Residual 34.520 178 .194

Total 52.575 179



Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) .934 .117 7.988 .000

VAR00001 .538 .056 .586 9.649 .000

a. Dependent Variable: VAR00003


24/45

Correlation between organization and individual is .586 which shows significant result.

Organizational success depends on the individuals abilities and skills and attributes.

FINDINGS

1. Team members are held accountable for the decisions they make.


25/45

Team members are held accountable for the decisions they make

disagreemoderateagreestrongly agreeCount

80

60

40

20

0

2. Your department encourages teamwork.

Your department encourages teamwork.

moderateagreestrongly agree

Count

90

80

70

60

50

40

30

3. The alignment good between different departments needs to be coordinated.


26/45

The alignment good between different departments needs to be

strongly disagree

disagree

moderate

agree

strongly agree

Count

100

80

60

40

20

0

4. You are satisfied with the spirit of teamwork within your company.


27/45

You are satisfied with the spirit of teamwork within your company

strongly disagreedisagreemoderatestrongly agreeCount

120

100

80

60

40

20

0

5. Company policies and procedures make sense to you.

Company policies and procedures make sense to you

moderateagreestrongly agree

Count

100

80

60

40

20


28/45

6. Individual differences respected in your organization (e.g.,gender,race educational

background, etc.)

Individual differences respected in your organization

disagreemoderateagreestrongly agree

Count

70

60

50

40

30

20

10

0

7. Is there any discrimination or harassment in the company.


29/45

.Is there a ny discrimination or harassment in the company.


80

60

40

20

0

8. The company is flexible with respect to your family responsibilities?


30/45

The company is flexible with respect to your family responsibilitie

strongly disagree

disagree

moderate

agree

strongly agree

Count

100

80

60

40

20

0

9. You receive enough opportunity to interact with other employees on a formal level.

You receive enough opportu nity to interact with other employees

strongly disagreedisagree

moderateagree

strongly agree

Count

70

60

50

40

30

20

10

0

10. You feel secure about your jobs at this company.


31/45

You feel secure about your jobs at this company.

disagreemoderateagreestrongly agreeC

ount

100

80

60

40

20

0

11. You would recommend this company as a career to your friends.


32/45

You would recommend this company as a career to your friends


100

80

60

40

20

0


33/45

12. Is there any better system prevailing in some other organization?

Is there any better system prevailing in some other organization

disagreemoderateagreestrongly agreeMissing

Count

80

70

60

50

40

30

20

10

0

The business objective of any company is to manufacture and market products that would sustain

and create value for the consumers, stockholders, employees, business partners, and the economy

of India over a long and significant period of time. In this regard, any company in India is

conscious of the fact that its success is the reflection of the professionalism, conduct and ethical

values of the entire management and employees of the company. The company aims to make sure

that the companys operations and processes would be characterized with the highest standards of

ethical and responsible conduct. In addition to this, the significant and distinct characteristic of a

company can be observed through its Corporate Business Principles and Management and

Leadership Principles (2007). Based on Nestle Indias Business Principles, it can be perceived that

the business practices of the company, particularly in terms of their respective decisions are


34/45

characterized by the typical Asian traditions, beliefs, and practices. Being typically Asian, Indian

workers in the company work altogether and collectively. Indians, like the rest of the other Asian

nations tend to increase their interactions with one another, as with any other Asians, collectivism

and group participation is an important aspect of work and interaction. On the other hand,

being Western, the culture in UK and US may not be as similar as the culture in India. This is

because British and American employees, in general, are individualistic, independent, frank, and

very open-minded individuals. Unlike the Indian employees, British and American employees may

be somewhat more individual and more independent, thus, require less interaction from coworkers

and other colleagues. British and American employees are performance-driven and goal-oriented,

thus, chatting during working hours are not their required form of interaction in the working

environment.

Another distinct data or characteristics that can be seen in a company are the differences

between employees languages, religions, cultural beliefs, economy, politics, and social status. The

major religion of India is Hindu, while majority of the British citizens are Christians. In terms of

cultural beliefs, Indian beliefs are rooted from their religion, Hindu, thus, their practices and values

as well. This is also similar with the British, whose beliefs and cultural practices stem from Celtic

and Christian beliefs. In terms of social, economic, and political status, India is considered a

developing country, given its population and way of life, while the United Kingdom is regarded as

one of the most powerful developed countries in the world. As such, in incidence of cross-cultural

communication, discrimination, conflict, misunderstanding, and cultural ethnocentrism may exist.

In the event that a British national works in the Indian branch manufacturing plant, and

vice versa, it can be assumed that problems and issues can be encountered, due to differences of

approaches, culture, and language involved. In this regard, it can be assumed that changes in cross

cultures may entirely affect business practices of an organization, even despite the influence and

guidance of its mother company. This is because the approach of each company is customer-

oriented, and based on the needs, preferences, and tastes of its consumers. In this regard, the tastes,

needs & wants significantly different in India & United Kingdom. In addition, some products in

the United Kingdom may not be present or available in India.


35/45

CONCLUSION

Based on the findings, it can be perceived that cross-cultural communication in the

Companies is little challenging. A number of problems can be encountered in terms of cross-

cultural communication in the company. Primarily, challenges in terms of language barrier and

culture shock can be encountered. Language barrier and culture shock can be regarded as serious

problems in terms of cross-cultural communication, as both problems leads to other serious

complications in the organization, such as having no improvements in terms of team developmentand organizational interaction. In this regard, teamwork gets threatened, thus, affecting the

tendency for the members of the organization to bond and coexist peacefully. Another impact of

cross-cultures in international business is diversity. It has been reported that many are experiencing

diversity but failing to really manage it. Managing diversity by developing reasonable perspectives

and plans on how to attract, retain, and fully utilize a new and diverse workforce is the critical


36/45

challenge faced by the organizational leaders. Indeed, there is a dramatic difference between

understanding the foundations and dynamics that drive such a movement (such as workforce

diversity) and engaging in the difficult activities that must be promoted to respond to and deal with

the effects of that movement. Working in a different country for someone who is foreign is easier

said than done. Although the managers undergo international training in the companys home

country and are equipped with the skills needed to manage a diverse and culturally diverse

workforce, the real thing would still be slightly different in reality. There are just some things that

could not be learned in trainings and in books; these things are learned only through experience.

Another impact of cross-culture in an international business organization is the increased

incidence of discrimination, inequality and racial maltreatment. One possible issue related to this is

the unequal payment between men and women. Due to this, working families lose about $4,000annually, according to a research performed by an institute for women. In addition to this, an

average woman loses over $455,000 of her income over her lifetime, only because of this wage

gap. This issue on pay inequality really hurts the working families the most. According to a survey

by the AFL-CIO, 62 percent of the working women earn half or more than half of their familys

income. Thus, due to the wage gap, the economic stability of their families, as well as their

childrens health, is now being threatened. Only if they were being paid equally will their financial

situation improved. Nevertheless, unequal pay does not just hurt women. It also pushes the wages

throughout the economy down, as women are becoming a bigger part of the workforce nowadays.

It is also a broad issue about the economic justice for working families and the basic freedom from

want or poverty. Therefore, this is a serious issue, which needs to be properly addressed.

However, despite the different negative impacts of cross-culture in international business

organizations, it can be perceived that several advantages can also be listed. Among the advantages

include:

Exposure to new languages, cultures, beliefs, and practices,

Acquisition of a new language, becoming more open-minded with the culture of other

individuals,


37/45

Becoming more understanding and patient, having more friends and teammates,

possible incidence for intermarriages, peaceful coexistence with one another, and many

others.

In this regard, it can be concluded that the performance of a particular branch of Nestle depends

on the type of culture it practices. As such, the type of language, interaction, practices, religious

beliefs, and value systems play a crucial role in the improvement of performance of the whole

organization. In addition, it can also be perceived that communication must be placed with high

and important regard, being one of the major means of interacting and relating with one another.

Globalization of business has come to stay. It is essential for any manager to understand the

dynamics of cross-cultural issues and needs. Cross-cultural impact on an organization includes

such aspects as (a) individual behavior, (b) group dynamics, (c) leadership, (d) environment, (e)

technology and organization structure. Culture differences influence perception of people about

work, group harmony, discipline, and other aspects of life, Ample evidence points to how cultural

differences in values, beliefs, traits, and decision styles influence different management practices.

For instance, the individualistic performance appraisal, compensation and reward practices

characteristic of the U.S. human resource system are not the norm in more collectiveness Asian

cultures.

It is imperative that employees who are to be expatriated are well informed regarding the

challenges they might face in a foreign land. Coping with a foreign culture both organizational and

national needs well-planned preparation. A well structured cross-cultural training will help the

employees to prepare for coping with the changes in the working styles, beliefs and values they are

expected to face. A large degree of uncertainty which an employee might face while moving to a

foreign land and culture can be reduced through organizational support in terms of training. The

huge cost that an organization might face due to expatriate failure is of high concern. Preparing the

employees for a foreign assignment is mutually beneficial to the organization and the employee.

For the employees, a well delivered training can help in managing with the new situations, while

for the organization this helps in getting the best of the employee in terms of work output through

maintaining the employee morale and motivation. With the growing influence of foreign markets


38/45

and increasing growth prospects for multinational business models, it is of high importance that

companies prepare their employees to be fit for global assignments.

RECOMMENDATIONS

Given the many issues that can be encountered due to the presence of cross-cultures in aninternational business organization, it can be suggested that certain solutions must be proposed and

implemented. Suggestions to improve the efficiency of operations of the company include

Giving additional seminars and trainings to the personnel

Creating safety measures, strengthening processes, learning new techniques

Keeping the working environment safe

Solving problems among employees, and

Finding useful means to counter financial problems.

To improve its employees, the company can provide trainings and seminars that would further

widen the knowledge of its employees, thus, giving them sufficient information useful for

improving the operations of the company. The personnel is the main function in business

operations and would be the ones achieving the companys long-term goals. This also involves


39/45

solving their problems that would lessen dissension and conflicts. Safety measures should also be

taken to prevent worries on the part of the employees in performing business operations. Fear

hampers efficiency, thus, crippling and slowing their productivity. Strengthening the operations

process could also be helpful, to achieve lesser mistakes and minimize operational costs. Another

helpful recommendation is finding useful means to counter financial problems, such as building

good relationships with shareholders and suppliers, revolutionizing its supply chain management,

lessening costs, and guaranteeing the availability of products, which would contribute to the

improvement of the quality of service of its employees.

Diversitymanagement deals with the process of creating an organizational culture in which

workforce differences are understood and valued, and each individual has the opportunity to be

fully utilized. Although straightforward and seemingly simple, this definition signals somepowerful considerations and a necessary reorientation for many contemporary organizations.

Initially, managers must realize that diversitymanagement does not compromise the organization's

focus on meeting its fundamental competitive goals. Customers must be served, product quality

must be ensured, and financial success must be achieved. However, because of the range of needs

associated with an increasingly heterogeneous workforce, the firm may have to be quite creative

and flexible in the policies and approaches it uses and the actions it tolerates in meeting its

competitive demands. Narrow bands of acceptable behavior may be expanded. Limited,

unnecessary zones of conformity may no longer be demanded or reinforced. In such a case,

differences are viewed not as obstacles to goal attainment, but as a mechanism that, when properly

energized, can enhance the organization's competitive presence. In short, diversitymanagement is

concerned with establishing a new framework and approach, in which a new set of core values

governing the role of individual differences can be developed. This scenario may demand a

refocused or reoriented organizational culture. To be effective, this culture must enable the full

utilization of the talent that exists in the organization.

Lastly, it can be suggested that different activities for cultural, individual, group and

team building must be proposed and implemented in all the branches for better communication

and interaction. In this regard, all employees of the company will have the chance to get to know

themselves and their colleagues better, in order to further improve and develop their


40/45

communication and teamwork skills in the organization. As such, this will contribute to the overall

improvement of the organizations performance in the market.

BIBLIOGRAPHY

Aswathappa, K., Organisational Behaviour - Text and Cases, Himalaya

Publishing House, 1997.

Baron, Robert A., and Greenberg, Jerald. Behavior in organizations 9th

edition.

Cross Cultural Psychology, Volume No.41, Page No.4, July 2010

Fredric M. Jablin, Linda Putnam (2000). The new handbook of organizationalcommunication: advances in theory. p.146.

Hatch, M. & Cunliffe, A., 2006

Joseph Trimmer and Tilly Warnock, Understanding Others: Cultural and Cross-

Cultural Studies and the Teaching of Literature Urbana, IL: National Council of

Teachers of English, 1992.


41/45

Lillian Margaret Simms, Sylvia Anderson Price, Naomi E. Ervin (1994). The

professional practice of nursing administrationp . p.121.

Michael I. Reed (1985). Redirections in organizational analysis. p.108.

Nelson, L.D., Quick, C.J., Organizational Behaviour-Foundations, Realities and

Challenge, South-Western College Publishing, Cincinnati, Ohio, 2000.

Pearson Education Inc., New Jersey: 2008. p.248

Wilson Harris, The Womb of Space (Westport: Greenwood, 1983): xviii.

Understanding Others: Cultural and Cross-Cultural Studies and the Teaching of

Literature by Joseph F. Trimmer and Tilly Warnock (Paperback - Nov 1992)

http://www.samsung.com/in

http://www.matrix.in/

http://www.ceasefire.in/

ANNEXURE

QUESTIONNAIRE

1. Team members are held accountable for the decisions they make.

Strongly agree

Agree

Moderate

Disagree

Strongly disagree
http://www.amazon.com/Understanding-Others-Cultural-Cross-Cultural-Literature/dp/0814155626/ref=sr_1_17?s=books&ie=UTF8&qid=1291663654&sr=1-17http://www.amazon.com/Understanding-Others-Cultural-Cross-Cultural-Literature/dp/0814155626/ref=sr_1_17?s=books&ie=UTF8&qid=1291663654&sr=1-17http://www.amazon.com/Understanding-Others-Cultural-Cross-Cultural-Literature/dp/0814155626/ref=sr_1_17?s=books&ie=UTF8&qid=1291663654&sr=1-17http://www.amazon.com/Understanding-Others-Cultural-Cross-Cultural-Literature/dp/0814155626/ref=sr_1_17?s=books&ie=UTF8&qid=1291663654&sr=1-17


42/45

2. Your department encourages teamwork.

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

3. The alignment good between different departments needs to be coordinated.

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

4. You are satisfied with the spirit of teamwork within your company.

Strongly agree

Agree

Moderate

Disagree


43/45

Strongly disagree

5. Company policies and procedures make sense to you.

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

6. Individual differences respected in your organization (e.g.,gender,race educational

background, etc.)

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

7. Is there any discrimination or harassment in the company.

Strongly agree

Agree

Moderate


44/45

Disagree

Strongly disagree

8. The company is flexible with respect to your family responsibilities?

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

9. You receive enough opportunity to interact with other employees on a formal level.

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

10. You feel secure about your jobs at this company.

Strongly agree


45/45

Agree

Moderate

Disagree

Strongly disagree

11. You would recommend this company as a career to your friends.

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

12. Is there any better system prevailing in some other organization?

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

1. Any suggestions

Documents

Dsrtatn on Emply Prfrmnc