At the onset of the current millennium, china and India were identified as the most lucrative investment grounds in the world. These findings were based on the economic, legal-political and demographic factors in the two countries. By statistics, china is the most populous country in the world. Accounting for almost a sixth of the world’s population, china is full of opportunities in different fields. India is the second most populated country in the world. This means that there are many grounds on which the two nations can be compared. For our purpose the two countries will be compared in the context of the Dilip case.
The differences between India and china
Many differences are apparent in this case. The most pronounced being the approach which the two nations take with regard to management as well as the running of organizations. The extent to which family relations are employed in the running of organizations varies a lot. The Chinese people tend to prefer family based management. They tend to embrace family relations during the making of appointments and assigning of duties. For instance, the chairman, Mr. Wei appoints his nephew Hu to establish ground of the prospective new grounds in India. As the organization progresses with business, Mr. Lei and his spouse come to the Indian subsidiary. On the contrary, the Indian setting is not seen to embrace family relations. Dilip Roy deals with colleagues and not any family members.
The second difference is viewed in the manner in which the nationals of the two countries go about the management of the firm. The people that come in from china are seen to be fond of what can be referred to as unprofessional conduct. Apparently, from the case the regional manager of the Indian corporation mishandles the financial resources of the organization. Mr. Hu, who is from China, can be said to be the direct opposite of Mr. Dilip who values the virtue of integrity. It is also evident that the Chinese not concerned about the professionalism of its employees since the two girls that join the company from china are not proficient in the work they do. This becomes a big setback to Mr. Dilip who values professional conduct and standards.
The similarities between the two countries
The role of social connections in the establishment of business relations is paramount in both countries. From the case study, it is clear that before major business deals are made, social relationships are put in a certain position to provide a basis for the intended deal. The second similarity is that technology is well advanced in both countries. This is seen in the extent to which the equipment manufacturing company faces stiff competition. It implies that the countries are aggressive in making the equipments. The third similarity is that, as mentioned earlier, both china and India have very many and viable opportunities for investment. These are seen in the factors such as demographic dynamics, political stability and economic dynamics. Fourth, both countries have a serious need for improvement in infrastructure. This is the basis for the business and investment opportunities in both countries. The fifth similarity is that in both nations, the people have little consideration for professional competence.
Ways in which culture appears to affect the organizations and management in the case study
An organization is usually shaped by both the internal and the external factors (Dahles & Wels 2002). One of the most important external forces impacting on the internal processes of a firm is the culture. Socio-cultural factors affect the company through its employees. This is because organizational changes always reflected in the conduct of the employees and other stake holders. Culture refers to the ways of life as well as the manner of thinking adopted by the community in which the business operates. Cultural diversity in the Dilip case cause endless conflicts. These conflicts are purely cultural since the Chinese and the Indian people within the organization do not observe the same views.
The most evident conflict within this organization is the one seen between Mr. Dilip and Vishwas. Vishwas does not at all observe the hierarchy within the firm. The culture of employing family relations in the management of the organization is affecting the performance of the organization. In our case, this is evident in the manner that Lei and his spouse are antagonizing the performance of the otherwise competent Mr. Dilip. Cultural dynamics clearly affect the smooth running of the firm. The human resources are the blood and life of the organization. All changes affecting an organization are bound to affect the employees. The reverse is as well true.
C. Cross-cultural theories that appear to me to be relevant in understanding what is reported in the case study.
The report of this case study focuses on the country director, Mr. Dilip. It is therefore essential to look at these theories from the leadership point of view. Analyzing the leadership of an organization is the first step towards understanding the organization. The managers of the organization being the stewards of the shareholders have the responsibility of determining the long-term direction of the organization (Anca & Va’zque 2007). In attempting to understand the organization, the following theories are relevant.
Behaviorist hypothesis
According to this presumption the leader is evaluated and judged according to his actual achievements in the organization. It focuses on the practical aspects and conducts of a manager. A manager’s achievements are linked to his or her mannerisms. The effectiveness of this presumption depends on the style of management adopted by a particular organization.
Situational analysis
This refers to a viewpoint that advocates for the evaluation of a leader in the context of the particular place of work (Solomon & schell 2009). This means that the manager is judged by the setting of the company. The parameters used are, performance and the stability of the firm achieved during the said manager’s time.
Transactional theory
This is a theory that focuses on the manner in which the leader in an organization interacts with his junior, the way of communication and the overall relationship. This looks at the method of supervision used as well as the employees’ opinion of the manager (Adekola & serge 2007).
Contingency speculation
This is a theory that is based on the principles of the situational analysis. This presumption is based on the part of specific organizational needs. This theory contextualizes the performance of the leader. It is worth concluding that in our case study, Mr. Dilip is a contingent leader. This can be seen in his view of challenges and long-term goals as well as professional competence.
D.Instances in the case study of the role of culture in verbal and non-verbal communication
Communication is the processes that messages are conveyed from one party to another and the feedback process. (Anca & Va’zque 2007). Verbal communication has been defined as the type of communication that involves the use of words. Perhaps, It may take the variety of using telephones, face to face communication, and written communication and so on. The importance of proper communication is seen in this case. This is because; the bitter conflict between Mr. Dilip and Vishwas is caused by the lack of effective and efficient communication. The lack of proper communication is the cause of the lack of understanding that causes Mr. Vishwas act in a conduct that shows contempt for the structures.
Reference List
Adekola, A & Sergi, B. 2007. Global business management: A cross-cultural perspective. Burlington: Ashgate
publishing company
Anca, C & Va’zquez. 2007. Managing diversity in the global organization. Hampshire: Palgrave Macmillan
Dahles, H & Wels, H. 2002. Culture, organization and management in East Asia: doing business in china. New York:
Nova science publishers, Inc
Solomon,C & schell, M. 2009. Managing Across Cultures the 7 Keys to Doing Business with a Global Mindset. New
York: John Wiley & Sons
