DOCSLIB.ORG

Cross Cultural Negotiation Process Are More Complex and Difficult, but Will Surely Help in Overcoming Barriers and Failures in the International Business Arena

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Cross Cultural Negotiation Process Are More Complex and Difficult, but Will Surely Help in Overcoming Barriers and Failures in the International Business Arena Journal of Business Management and Economics 3: 11 November (2015). Contents lists available at www.innovativejournal.in JOURNAL OF BUSINESS MANAGEMENT AND ECONOMICS Homepage: http://innovativejournal.in/jbme/index.php/jbme Case Studies: Resolving cross-cultural issues in doing Business in China. Dr.Saikat Gochhait Assistant Professor-Marketing, Asian School of Business Management, Bhubaneswar Email: [email protected] DOI: http://dx.doi.org/10.15520/jbme.2015.vol3.iss11.159.pp41-46 Abstract: The impact of international business in domestic markets compels us to ask a question: "How can we survive in this global playing field, and what can we do to run our businesses more effectively?" Nowadays, businesses of all sizes search for suppliers and customers on a global level. International competition, foreign clients and suppliers may become bit cautious, but they may also create huge opportunities in developing our business. The increasingly global business environment requires managers to approach the negotiation process from the global business person's point of view. This approach may not be relevant in domestic negotiations. Some of the components of a cross cultural negotiation process are more complex and difficult, but will surely help in overcoming barriers and failures in the international business arena. When doing business internationally, we need to consider (Salacuse, 1991): 1. The negotiating environment 2. Cultural and sub-cultural differences 3. Ideological differences 4. Foreign bureaucracy 5. Foreign laws and governments 6. Financial insecurity due to international monetary factors 7. Political instability and economic changes If we consider the fact that negotiating with our fellow citizen is not an easy task due to many individual differences, it would be reasonable to suggest that negotiating with foreigners may be even more difficult. The way we perceive and create our own reality may be completely different to our counterpart's way of thinking, behaving and feeling. Unfortunately, knowledge of any foreign language is not enough to face and solve the problem. Language is a cluster of codes used in communication which, if not shared effectively, can act as a barrier to establish credibility and trust. We need more effective tools, and the most important is knowledge of all factors that can influence the proceedings. Nations tend to have a national character that influences the type of goals and process the society pursues in negotiations. This is why specifying and understanding cultural differences is vital in order to perform successfully in inter-cultural communication (Schuster-Copeland 1996, 33). As we better understand that our partners may see things differently, we will be less likely to make negative assumptions and more likely to make progress when negotiating. “When crossing Cultures, it is essentials that the source of the Communication think of the product in terms of the culture to which the communication will be directed rather than the home culture”.(Cateora and Keavency, 1987) Keywords: Cross Cultural Competence, Cultural Orientations Model, Culture Shock, Cultural Characteristic, Cross Cultural Attributes THEORY OF CROSS CULTURAL MANAGEMENT: • Environment: How individuals view and relate to the CULTURAL ORIENTATIONS MODEL people, objects, and issues in their sphere of influence • Time: How individuals perceive the nature of time and Here we will introduce the cultural orientations model. This its use model includes ten cultural dimensions while applying the • Action: How individuals view actions and interactions following three criteria: (1) Each dimension needs to • Communication: How individuals express themselves recognize an important aspect of social life; (2) Each • Space: How individuals demarcate their physical and dimension needs to be something to which any socio- psychological space cultural environment gives its members a basic orientation • Power: How individuals view differential power as the shared rationale for behavior; (3) Each dimension has relationships practical value to managers, leaders, and anyone else who • Individualism: How individuals define their identity needs to reconcile, integrate, or transcend cultural • differences in order to obtain a desired outcome. (Walker, Competitiveness: How individuals are motivated D.M, Walker, Thomas, Joerg, Schmitz, 2002). • Structure: How individuals approach change, risk, Definitions of ten dimensions: ambiguity, and uncertainty • Thinking: How individuals conceptualize COMPARATIVE CULTURAL ORIENTATIONS MODEL China Germany Japan USA Environment Harmony Control Harmony Control Time Past Future Future Present Action Being Doing Being Doing Communication High Context Low Context High Context Low Context Space Public Private Public Private Individualism Collectivist Individualistic Collectivist Individualistic 41 Saikat Gochhait al, Journal of Business Management and Economics, 3 (11), November, 2015, Competitiveness Cooperative Competitive Cooperative Competitive Structure Order Order Order Flexibility Thinking Systemic Linear Systemic Linear See: Doing Business Internationally: The Guide to Cross-Cultural Success Presence of Tata Group in China: • Tata Sons has a representative office (Contact: James Zhan, Group chief representative at China is a critical and growing market for the Tata Group, [email protected]) which has a bit of history to fall back on with regard to • doing business with the Middle Kingdom. In 1859, a young Tata Consultancy Services has signed a joint venture Jamsetji Tata, the founder of the Tata Group, was sent to to develop a software business in China in Hong Kong to open a branch for his father’s banking firm. collaboration with the Chinese government and He relocated a few months later to Shanghai, where he Microsoft. remained till 1863. • Tata Steel has two rolling mills in China following its acquisition of NatSteel. The Tata Group currently has a more modest presence in • Tata Refractories has opened a plant in Liaoning China than in the US and the UK, but its companies are Province, the Group’s first Greenfield project in developing plans to expand their presence in the country China. dramatically. The Group recognizes the potential for high • TACO has a factory in Nanjing to make auto growth in existing businesses and opportunities for new components for General Motors and Ford. ones. (Source: www.tata.com) Case studies: managing director of TRL, C D Kamath on December 28, 2006, coinciding with the birthday of group chairman Ratan. Case Study-1 N Tata. TRL China Ltd: The plant has been commissioned at a record time of exactly Tata Refractories has set up a new plant in China to eight months, a record in project completion even by manufacture Magnesia Carbon Refractories. With a capital Chinese standards. Similarly, TRL has set up a production investment of Rs. 37 crore. and a production capacity of facility in Gujarat to manufacture bauxite-based 30,000 MTPA, this strategic initiative has been taken to Refractories. These strategic initiatives, aimed at making leverage the proximity to raw material sources and to avail TRL a global Refractories company, are a part of company's of the low-manufacturing-cost structure of the Chinese expansion and modernization drive launched two years back economy. This would not also facilitate smooth supply of at a capital investment of Rs 282 crore. This drive has cost-effective products to customers across the globe. resulted in making the company one of the most modern plants, and has enhanced its capacity to 2,50,000 MTPA, the The Greenfield plant, located at Bayuquan in Lioning highest for any Refractories unit under one roof in the province situated in the north eastern part of China, is the world.(source:www.steelworld.com, 2009) first Greenfield manufacturing unit of TRL as well as of Tata group in China. The plant was inaugurated by the 42 Saikat Gochhait al, Journal of Business Management and Economics, 3 (11), November, 2015, Performance: Compared with the local Chinese service providers, TCS The Company has two Subsidiary Companies viz. TRL Asia considers its main advantages to be size and scale, global Private Limited (a Special Purpose Vehicle in Singapore) and regional reach and international quality standards. Such and TRL China Limited, a 100% Subsidiary of TRL Asia attributes have helped in winning business from such large Private Limited. Company’s holding in TRL Asia Private clients as General Electric Co., Motorola Inc. and Cummins Limited is 88%. TRL China started commercial operations Inc. from 28th December 2006. TRL China has earned a profit during the first full year of its operation , It has achieved a Moving deeper into the Chinese market, TCS recently won a turn-over of Rs.67 Crores and PBT of Rs.0.63 Crores. significant multi-million dollar contract to implement a Profitability of TRL China has been, however, seriously comprehensive international trading system for China affected due to withdrawal of VAT benefits by the Chinese Foreign Exchange Trade System, part of the People’s Bank Government as well as by the strengthening of Chinese of China. While language barriers have not proven to be a Currency (RMB) against the Dollar. In order to meet market barrier, TCS deals with noticeable cultural differences. “We demands, TRL China is undertaking the Phase-II expansion find that our people in India are more global,” says Pande, of its production facilities at an estimated capital adding “China will become to be more regimented.
Load more

Recommended publications
  • TCS Annual Report 2010-2011
    Awards and Recognitions Global Media Awards Leadership Awards nNo. 1 Employer in India (Dataquest) N. Chandrasekaran nBest CEO in India – 2010 (Finance Asia) nNo. 1 IT firm (Dataquest) nBusiness Leader of the Year – 2010 nBest IT-Software Company (NDTV Business (All India Management Association) Leadership Awards 2010) nBest Executive in India – 2010 (Asiamoney) nMost Admired IT Company of the Year S. Mahalingam (Bloomberg-UTV) nBest CFO in India – 2010 (Finance Asia) nBest Performing CFO in IT and ITeS sector – 2010 nIndia’s ‘Best Managed Company’ (Finance Asia) (CNBC TV18) nNo. 5 in Bloomberg Businessweek's Tech 100 nInducted to CFO India Hall of Fame – 2010 nListed among Forbes Asia's Fabulous 50 companies nTop 3 consulting companies in Belgium (Data News Awards for Excellence) Cover image: TCS Siruseri, Chennai, India The Annual General Meeting will be held on Friday, July 1, 2011, at Birla Matushri Sabhagar, Sir V. T. Marg, New Marine Lines, Mumbai 400020, at 3.30 p.m. As a measure of economy, copies of the Annual Report will not be distributed at the Annual General Meeting. Members are requested to bring their copies to the meeting. Board of Directors As of March 31, 2011 (Standing - left to right) R Sommer S Mahalingam I Hussain V Kelkar P A Vandrevala A Mehta V Thyagarajan Director Chief Financial Officer Director Director Executive Director and Head, Director Director and Executive Director Global Corporate Affairs 02 I TCS Annual Report 2010-11 (Sitting - left to right) Laura Cha S Ramadorai R N Tata N Chandrasekaran C M Christensen
    [Show full text]
  • OTC TCS 2005.Pdf
    1 Annual Report 2004-05 Contents Board of Directors ............................................................................................................................................................................................................................... 3 Management Team ............................................................................................................................................................................................................................. 4 Message from the CEO...................................................................................................................................................................................................................... 6 Notice........................................................................................................................................................................................................................................................ 8 Directors' Report ............................................................................................................................................................................................................................... 15 Management Discussion and Analysis ................................................................................................................................................................................... 30 Corporate Governance Report...................................................................................................................................................................................................
    [Show full text]
  • Corporate Sustainability Report 2019
    Corporate Sustainability 2018 Report 2019 Contents About TCS 3 About the report 4 CEO’s Message 5 Organizational Profile 8 TCS by numbers 9 Stakeholder Engagement and Materiality Definition 10 § Material Topics 13 PROFIT 15 § Corporate Governance 15 § Relative Outperformance 20 § Strategy for Business Sustainability 20 § Structured for Agility 20 § Investments in Research & Innovation 21 § Information Security 21 § Data Privacy 22 PEOPLE 23 § Talent Management 23 § Talent Acquisition 24 § Talent Diversity 25 § Talent Development 25 § Competitive Compensation 26 § Talent Retention 26 § Occupational Health and Safety 26 § Community Initiatives 28 STEM EDUCATION 29 § Ignite My Future in School 29 § TCS Digital Explorers 30 § Artificial Intelligence (AI) and Robotics 30 § Australia GoIT Girls - Women in STEM 31 § STEM Education through Drones 31 § STEM in China 31 § Lab on Bike 32 § LaunchPad and InsighT 32 BRIDGING THE DIGITAL DIVIDE 33 § Adult Literacy Program 33 § BridgeIT 35 § IT Employability 36 § Digital skills for the visually impaired 37 § Cancer Care 38 § DiNC enabled Care Continuum 39 § Other Initiatives 40 § VHAB 40 § Digital Impact Square (DISQ) 40 § Microbiome-Based Diagnostic Solutions 40 § Integrated Solutions for Elderly Care (Singapore) 40 § Accessibility Platform for Digital Publishing (India) 40 § TCS Research Scholarship Program (India) 40 § Digital Farming and Fishing (India) 41 § CSpathshala (India) 41 § Pan IIT Alumni Leadership Series (PALS) 41 Planet 42 § Reducing the Carbon Footprint 42 § The Path to Energy Efficiency 44 § Other Emissions 45 § Value Chain Emissions 45 § Water Conservation 46 § Waste Reduction and Reuse 46 § Responsible Sourcing 47 § Employee Engagement 47 Awards and Recognition 49 GRI Context Index 51 About Tata Consultancy Services (TCS)1 TCS, an IT services, consulting, and business solutions provider, has been partnering with the world’s largest businesses in their transformation journeys for the last fifty years.
    [Show full text]
  • Chairman of the Governing Council, Tbexg
    Tata Network Forums Global updates April 2017 S Padmanabhan Chairman of the Governing Council, Tata Business Excellence Group From the Desk of the Chairman of the Governing Council, TBExG Tata Network Forums (TNFs) have long been a medium of collaboration and connect for Tata companies based in different geographies. In the last three years, companies in the ten TNFs across the globe have increasingly started to come together to support and learn from each other. During the past six months, most TNFs have connected in a meaningful way to enable important areas for the Tata group, including areas like innovation, best practices, safety, sustainability, ethics, affirmative action, communications, business excellence, customer centricity, digitisation and public affairs. The best practices sharing and adoption journey gained momentum through the TNFs, with many Tata companies coming together to learn from best practices in different areas of business. The first ever external Tata Learning Mission took place in Singapore in March 2017, in which world-class companies like Singapore Airlines, EDB- Accenture, Sembcorp Industries, DBS Bank and educational institutions like Singapore Management University, National University of Singapore and Nanyang Technological University shared their best practices. The insightful visit helped the participants visualise the way these eminent organisations functioned, and take the learnings back to their companies. A common theme running across the TNFs was the Tata InnoVista, for which regional rounds took place in the respective geographies and winners went on to the final round in Mumbai. This is the fifth issue of the TNF newsletter. Over these past years, we have seen the quality of activities maturing, with many companies increasingly connecting with and learning from each other through TNFs.
    [Show full text]
  • Corporate Sustainability Report
    Corporate Sustainability Report 2010-11 Report Application Level * Please see GRI Application Level Check Statement page 91 About the Report TCS publishes Sustainability Reports annually, the last report being for Financial Year 2009-10. This is our fifth Sustainability Report, for Financial Year 2010-11 (April to March). It has been prepared in conformance to the G3.1 Sustainability Reporting Guidelines published by the Global Reporting Initiative (GRI). The report addresses the key sustainability topics gleaned through interactions with the different stakeholder groups, based on the core principles of materiality and stakeholder inclusiveness. These topics cover the full range of material economic, social and environmental impacts of the organization. The report boundaries and exclusions are provided below: Data Basis Exclusions Financial TCS' Consolidated, Global Operations None Human Resources TCS Ltd’s global operations, including Subsidiaries not wholly owned by wholly owned subsidiaries TCS (accounting for 11.7% of consolidated headcount). Environmental Delivery centers in India Delivery centers outside India (accounting for <5% of rev) Data measurement techniques and the bases of calculations and estimates are furnished in the relevant areas of the report. We don’t believe there is any substantial divergence from the Cover: The Banyan Tree (Ficus Bangalensis), which lives on for hundreds of years, is the ultimate symbol of GRI Indicator Protocols. sustainability. Its broad, green canopy supports an entire eco-system, providing shelter to various species of birds, There have been no significant changes from the last reporting period in the scope, boundary, or arboreal animals and insects. Its roots grow long and run deep, securing the ground and reducing soil erosion.
    [Show full text]
  • Annual-Report-2020 (A) Indicate the Frequency with Which the Board of Directors, Committee of the Board Or CEO to Assess the BR Performance of the Company
    ŕœŔŜƠŕœ ¯Åâ¨Ùâ Ǥ>>\Ǥ8QNBQY NåÙÖÊÜƠÙ¯ÿÅƎ Qܯ¿¯ÅâƎ ǤÖâ¿Ǝ About TCS1 Theme Tata Consultancy Services is an IT services, consulting Recent events have highlighted the importance of building and business solutions organization that has been partnering organizational resilience, agility and adaptability. At the heart with many of the world's largest businesses in their of any organization’s resilience is its people, supported by Recent Annual enabling processes and technologies. Empowered people, transformation journeys for over 50 years. TCS offers Report Themes a consulting-led, cognitive powered, integrated portfolio who are driven by a sense of organizational purpose, take ownership for outcomes. They know the right thing to do of business, technology and engineering services and FY 2019 during a crisis, even when no explicit directions are provided. solutions. This is delivered through its unique Location Growth and Transformation TM with Business 4.0 Independent Agile delivery model, recognized as TCS’ track record of navigating multiple economic cycles and a benchmark of excellence in software development. technology changes over the past five decades can be traced to its culture of empowerment and its purpose-driven A part of the Tata group, India's largest multinational worldview. The company is best described by this year’s business group, TCS has over 448,000 of the world's theme: Purpose Driven. Resilient. Adaptable. best-trained consultants in 46 countries. The company generated consolidated revenues of US $22 billion During these difficult times, TCS is staying close to customers in the fiscal year ended March 31, 2020, and is listed and helping them develop and implement their own purpose- on the BSE (formerly Bombay Stock Exchange) driven strategies, and enhance their organizational resilience FY 2018 FY 2017 and the NSE (National Stock Exchange) in India.
    [Show full text]
  • Tata Network Forum Newsletter
    Tata Network Forums Global updates APRIL 2019 - MARCH 2020 1 04 TNF India - East 07 TNF India - West 09 TNF India - South 12 TNF India - North 14 TNF Europe 16 TNF China 18 TNF ASEAN 19 TNF North America CONTENTS 23 TNF MENA 2 From the Desk of S Padmanabhan he world today is a complex business environment with multiple issues being faced in different corners Executive Chairman, T of the world. Given the geographic and business expanse of Tata Business Excellence Group the activities of the Tata companies, Tata Network Forums (TBExG) (TNFs) play an important role in bringing together different Tata companies facing similar issues. They enable companies to derive the strength of the Group as a whole. In the past year, Tata companies across the world have come together through TNFs to share and learn from each other as well as unite its employees. Companies shared best practices, conducted sessions and organised workshops on topics including Digital, Customer Centricity, Data Analytics, IPR, Synergy, Safety, Business Excellence, Communications, Strategy, HR, Procurement, Manufacturing, One Tata, CSR, Sustainability, Innovation and much more. TNFs also came together for Group initiatives like Tata InnoVista, Tata Volunteering Week, Tata Crucible and Tata Ethics Conclave. Many TNFs also utilised this forum to bring together employees and introduce people through social activities like One Tata Run and Antakshari competitions. I expect Tata companies to continue to leverage this great medium to connect, learn and become stronger. 3 TNF INDIA The Indian chapter of TNF is comprised of TNF India - East, TNF India - West, TNF India - South and TNF India - North.
    [Show full text]
  • Executive Chairman, Tbexg
    Tata Network Forums Global updates October 2016 S Padmanabhan, Executive Chairman, Tata Business Excellence Group From the Desk of the Executive Chairman, TBExG Tata Network Forums (TNFs) are a critical institution in bringing together a group as diverse as the Tatas. The role of TNFs is especially important in advancing the Tata group’s business excellence journey. Tata companies continue to leverage TNFs for Heads of Companies meetings to discuss matters of importance for companies in their geographies. In addition to the networking opportunities, TNFs bring together different companies in regions across the world to learn, share and discuss on topics that are relevant to all of them. During the past nine months, companies in all the ten TNFs actively engaged with each other. During this period, TNFs around the world continued to support the quest of innovation within the group, facilitating the regional rounds of Tata InnoVista, from which the winners went on to the finals in Mumbai. The Tata Young Expressions award functions were also celebrated along with these sessions. An important agenda for all the TNFs remained the sharing of best practices from companies in the same regions. Various best practice sharing sessions, workshops and meetings were held in TNFs, enabling companies to take advantage of the plethora of practices that are residing within the Tata group. These sessions included themes like HR, Sustainability, Safety, Strategy and Affirmative Action, all areas that are important from the group perspective. I must mention that the Safety training sessions for women that have taken place in various geographies through the TNFs have received an overwhelming response within the group.
    [Show full text]
  • TCS Annual Report 2013-14 Financial Highlights
    Contents Board of Directors 02 Financial Highlights 03 Our Leadership Team 04 Letter from CEO 05 Customers Speak 07 Associates Speak 08 Community 10 Committed to the Future 11 Management Team 13 Notice 14 Directors' Report 24 Management Discussion and Analysis 32 Corporate Governance Report 70 Business Responsibility Report 86 Consolidated Financial Statements Auditors’ Report 102 Consolidated Balance Sheet 104 Consolidated Statement of Profit and Loss 105 Consolidated Cash Flow Statement 106 Notes forming part of the Consolidated Financial Statements 108 Unconsolidated Financial Statements Auditors’ Report 142 Balance Sheet 146 Statement of Profit and Loss 147 Cash Flow Statement 148 Notes forming part of the Financial Statements 149 Statement under Section 212 of the Companies Act, 1956 relating to subsidiary companies 184 Board of Directors (Standing - Left to Right) (Seated - Left to Right) O P Bhatt V Kelkar Director Director A Mehta C M Christensen Director Director I Hussain N Chandrasekaran Director Chief Executive Officer and Managing Director V Thyagarajan Director C P Mistry Chairman P A Vandrevala Director S Ramadorai Vice Chairman Photo taken at TCS Seven Hills R Sommer Campus, Cincinnati, Ohio, USA Director 02 I TCS Annual Report 2013-14 Financial Highlights Net Profit 37.7% Up 37.7% Y-o-Y @ 19,164 crore EBITDA 39.4% Up 39.4% Y-o-Y @ 25,153 crore Revenue Up 29.9% Y-o-Y @ 29.9% 81,809 crore TCS: A Power Brand TCS brand value up by US$ 3.04 billion in 2014 Overall brand value in 2014 US$ 8.2 billion A 3X increase in the growth of our brand value Consolidated our “Big 4" position in the IT services category 58% growth in brand value “TCS” the Fastest Growing IT services brand in 2013 worldwide Top Industry Rating Source: Brand Finance Global 500 Study 2014.
    [Show full text]
  • Tata Indicom Delivers Cellular Services Through Its CDMA Mobile Telephony Platform
    TATA TATA GROUP PROFILE The Tata Group comprises 96 operating companies in seven business sectors: information systems and communications; engineering; materials; services; energy; consumer products; and chemicals. The Tata Group has operations in more than 54 countries across six continents, and its companies export products and services to 120 nations. Tata companies together employ some 2,46,000 people. The Group's 28 publicly listed enterprises ² among them stand out names such as Tata Steel, Tata Consultancy Services, Tata Motors and Tata Tea ² have a combined market capitalization that is the highest among Indian business houses in the private sector, and a shareholder base of over 2 million The Tata family of companies shares a set of five core values: integrity, understanding, excellence, unity and responsibility. vISION Purpose At the Tata Group their purpose is To improve the quality of life of the communities they serve. They do this through leadership in sectors of national economic significance, to which the Group brings a unique set of capabilities. This requires them to grow aggressively in focused areas of business. Their heritage of returning to society what they earn evokes trust among consumers, employees, shareholders and the community. The Tata name is a unique asset representing leadership with trust. Last But Not Least Nation Building And Social Welfare. Milestones 1868 The TATA Group was founded by Jamsetji Nusserwanji Tata in the mid 19th century, a period when India had just set out on the road to gaining independence from British rule. 1874 The Central India Spinning, Weaving and Manufacturing Company is set up, marking the Group's entry into textiles.
    [Show full text]
  • Sustainability of Business Performance
    Corporate Sustainability Report 2012-13 Empowering ABOUT THE REPORT TCS publishes Sustainability Reports annually, the last report being for Financial Year 2011-12.This is our seventh Sustainability Report, for Financial Year 2012-13 (April to March). It has been prepared in conformance to the G3.1 Sustainability Reporting Guidelines published by the Global Reporting Initiative (GRI). The report addresses the key sustainability topics gleaned through interactions with the different stakeholder groups, based on the core principles of materiality and stakeholder inclusiveness. These topics cover the full range of material economic, social and environmental impacts of the organization. The report boundaries and exclusions are provided below: Data Basis Exclusions Financial TCS' Consolidated, Global Operations None Human Resources TCS Ltd’s global operations, including Subsidiaries not wholly owned by wholly owned subsidiaries TCS (accounting for 10.3% of consolidated headcount). Environmental Delivery centers in India and UK, Delivery centers outside India Hungary, China, Philippines, Chile, (accounting for ~5% of rev) Uruguay and Mexico. Data measurement techniques and the bases of calculations and estimates are furnished in the relevant areas of the report. We don’t believe there is any substantial divergence from the GRI Indicator Protocols. There have been no significant changes from the last reporting period in the scope, boundary, or measurement methods applied in the report. There has been no restatement of information provided in earlier reports. The data is sourced from Ultimatix, our core enterprise platform which runs all internal processes in HR, Finance and Project Management and is also the portal for employees to provide their opinions and feedback.
    [Show full text]
  • Cross Cultural & Strategic Management
    Cross Cultural & Strategic Management Cross Cultural & Strategic Management Humanistic Leadership in the Tata Group: The Synergy in Personal Values, National Cultural Ethos, and Organizational Strategy Journal: Cross Cultural & Strategic Management Manuscript ID CCSM-01-2020-0025 Manuscript Type: Research Paper Keywords: Leadership, Culture, Strategy http://mc.manuscriptcentral.com/ccsm Page 1 of 25 Cross Cultural & Strategic Management 1 1 2 3 4 Abstract 5 Cross Cultural & Strategic Management 6 7 Humanistic leadership with its emphasis on greater good of employees and communities is 8 9 highly relevant to modern world. Present research is an attempt at unravelling the 10 11 characteristic features of humanistic leadership in the Tata group in India, and to explicate the 12 13 14 key facilitating factors. In-depth interviews with four top leaders of the Tata companies 15 16 revealed the emphasis on the following qualities: 1) Adherence to basic core values with 17 18 flexibility to add more, 2) Means take priority over the ends, 3) Familial orientation, 4) 19 20 21 Community and employee-oriented practices, 5) Alignment with Indian cultural values. 22 23 These resonated with the humanistic leadership tenets. We also identified that in Tata 24 25 leadership, there is an amalgamation of personal values (good thought, word, and deed) and 26 27 national cultural ethos (dharma, karma, and jnana). These leadership values are conveyed and 28 29 30 institutionalised in the organisation via strategic initiatives such as the Tata Business 31 32 Excellence Model and Tata Code of Conduct. This synergy of personal values, national 33 34 cultural ethos and organisational strategy makes Tata group realise the humanistic leadership 35 36 37 objectives, while achieving success as a business also.
    [Show full text]