How do we know all this information? If there is one sector of the Indian economy that has been responsible for placing India on the global map, this credit would justifiably go to the export-driven IT software and services industry, backed by a highly talented pool of software professionals.
Due to their long presence, the Indians have been able to integrate themselves into the mainstream of Hong Kong life, as can be seen by the number of second- and third-generation persons of Indian origin who speak fluent Cantonese and feel quite at home in Hong Kong. Important to note is that during such limited exchanges, cultural differences did not stand in the way of interaction between two peoples, as motives of each side, say spiritual search and knowledge-seeking, were stronger.
At the same time, the economy has also been able to integrate itself into the global economic mainstream, with participation in global multilateral institutions, and a willingness to accept new ideas and challenges.
A point of cultural importance is that the society in the Southeastern coastal China, exposed for a long time with foreigners, has been more pro-active than its counterparts in other parts of China, in opening to private sector market Politically speaking, the CCP is the all-pervading force in China and the State, which owns and controls all land in the country, is subservient to the party.
The overall priorities listed by India Leaders for their effective India Organizations: Real GDP growth Cross cultural management of india the country averaged 8.
All decisions on macro-economic policies are made by the CCP, which the State finds easy to implement in the absence of any credible opposition, in contrast to the scenario in India.
World majors are increasingly setting up joint ventures or wholly owned enterprises in China to produce goods for the Chinese market or export to other countries. Business community in China, particularly the younger generation, does not bother about the Sino-Indian territorial conflict of Failure in India causes a long-term loss of confidence by the individual as well as by others.
The Indian economy has, sinceundergone profound changes not only in its direction, but also its fundamental structures and underpinnings. Indian executives conversant with business climate in China, feel that the Indian side should select local Chinese partners who can help their companies to penetrate the local markets.
The following are worth-mentioning: Around the time young people leave college they enter a stage called Grihasta, or householder, where focus is placed on building wealth to take care of a family.
They are crucial to conducting business and are based on respect and trust. On the other hand, India as the same as China, the worlds largest democracy, with the second largest population that reached 1. Successful negotiations may be celebrated over a meal.
Like all cross-cultural activities American managers must create a personalized guide of methodologies that might make managing India teams more effective.
They see that in the past, emperors and leaders like Mao Zedong and Deng Xiaoping guaranteed stability. How to deal with this, is a compelling question for Indian businessmen.
As family grows up, this stage transitions into a time that is focused on giving back to the community. Cultural barriers exist also in the case of Chinese desiring to do business with India- language, governance, and infrastructure problems.
The success of India-China cross-cultural management would very much depend on the ability of the two to synthesize their strengths and weaknesses, in the overall interest of mutual benefits.
The economic reforms in India, which began in early nineties, have been transforming the Indian regime into that encouraging market liberalization and foreign investment.
These changes have been reflected across the Indian economic landscape, resulting in a faster growing economy, with increasingly stable fundamentals. Before attempting an assessment of the achievements and future prospects of various facets of the Indian IT sector, it may be useful to first take a look at some of the broad pointers of the success, resilience and strengths of the Indian IT industry.
Its trade and investment relations with China are growing. Some Indians, however, are extremely direct, in which case you can deal with them in the same way.
These changes have been reflecte As a result, there has been greater reliance on technology, improvement of systems, streamlining of procedures relating to approvals, and general reduction in the involvement of the government in the business of running businesses.
The deliberate change from a command economy based on a socialist market model to that of a market economy with a human face has led to major readjustments.
Necessary for Indians would be knowledge about foundations of Chinese culture — rich language and literature, besides aspects relating to clothing, health, spirituality, and food.Sep 05, · Cross cultural management. Follow this topic.
Following. 3 Situations Where Cross-Cultural Communication Breaks Down A young Italian MBA working for a Swiss multinational is sent to India.
CROSS-CULTURAL MANAGEMENT IN HTBG SMEs: CHALLENGES AND STRATEGIES INTRODUCTION Cross-cultural management in the organization is one of the important factors of competitive advantage of.
The India Way, authored by 4 esteemed professors from Wharton is a new release and offers an in-depth view on what makes India’s organizations different from America’s. In other words, it’s an India Cross Cultural Management primer that will help American managers understand the differences between US and India organizations.
We choose India to be an observational country because IndiaвЂ™s links with Hong Kong, dating back to the s, have led to the territory having one of the larger Indian communities abroad, with current estimated numbers being about 35, of whom nearly 23, hold Indian passports/5(1).
Cross cultural management involves managing work teams in ways that considers the differences in cultures, practices and preferences of consumers in a global or international business context.
Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR. Design/methodology/approach – In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad.Download