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Cross-Culture Analysis on "Outsourced"

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Cross-Culture Analysis on "Outsourced"
Due to Western Novelty’s Outsourcing scheme, Todd Anderson is sent to India. Upon arrival, Todd has completely no idea of what territory he is stepping into. With the lack of awareness of the Indian culture, he first falls victim to a taxi driver’s trickery, has to literally “hop” on a train and although he is offered a seat on the “can-packed” train carriage by a boy, but in return he has to offer up his lap for the boy to sit on. On first sight, Todd experienced a culture shock from the manifest culture of India (Sathe, 1985) that attacked his own “core” and starts to form judgments about this seemingly dirty and primitive country.

The initial contact with a new culture gives rise to cultural differences and Todd finds himself struggling with them. This is the result of the differences in cultural dimensions. The first dimension contrasting India and Todd, would be Collectivism versus Individualism. Individualism refers to how much a person is self-centered and free from control; Collectivism refers to how the overall group’s interest is placed above an individual. (Hofstede, 1980) Using scores from the GLOBE project, India scores a high 5.92, much higher than the USA’s score of 4.25 on the collectivistic scale where higher refers to more collectivistic. (House et al. 2004) Todd, originating from the US, is characterized as an employee who only has to worry about himself, does not involve himself with other employees. In the first scene, employees from the US have a very big private space to themselves and the boss Dave has an even more private enclosure. The office space reflects the culture of individualism from the US. However, in India, we see that employees interact with each other more frequently, such as Asha helping out with employees and smaller desks for closer working conditions. Even the supervisor’s desk lacked privacy due to the missing glass, which Todd makes a big fuss about and showed closeness between the employer and employees. It is apparent



References: Berger, P. and Luckmann, T. (1967) The Social Construction of Reality. New York: Doubleday. Earley, P.C. (1983) “East meets West meets Mideast: Further Explorations of Collectivistic and Individualistic Work Groups,” Academy of Management Journal, 36 (2), 319-48 Herzberg, F Hofstede, G. (1980) Culture’s Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage. House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., and Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE study of 62 societies. Sage Publications: London. Javidan, M., Dorfman, P.W., de Luque, M.S., and House, R.J. (2006) “In the eye of the beholder: Cross-Cultural lessons in leadership from Project GLOBE.” Academy of Management Perspectives, 20(1): 67-90. McClelland, D.C. (1966) “That Urge to Achieve” THINK Magazine. McClelland, D.C. (1985) Human Motivation, Glen vview, IL: Scott, Foresman. Sathe,V. (1985) Culture and Related Corporate Realities. Homewood, IL: Irwin. Thomas D. C., Inkson K. (2003) ‘Cultural Intelligence: People skills for Global Business’, Berrett-Koehler Publishers Vroom, V

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