Cultural Aspects Of Indian Culture

Culture has been stated as one of the biggest challenges for a successful offshore outsourcing. It is very difficult to understand specifically problems related to different cultural aspects. The cultural aspects can be understood either by reading research studies or first-hand observations and experiences. In this case, I understood the cultural impacts purely by experiences. Normally, western countries are more individualistic compared to cooperative culture in Latin America and Asia. According to Utkarsh Rai, author of “Offshoring Secrets” the following are the specific aspects of the Indian Culture: the compare and contrast culture, the workplace socialization practices, the importance of age and seniority, sensitivity to criticism and
In those countries, still age and seniority is considered for promotions and recognitions in an organization despite the fact that there are others who does a good job. In exceptions, cast system also considered in some companies for opportunities and promotions in India. For example, as a parent organization, we conduct weekly meetings to verify new updates and to clarify doubts if they have any. The objective of the representative of the subsidiary based in India is to convey the message given by the process owners effectively. On the contrary, the representative is selected based upon the seniority level and sometimes cast basis to represent the meeting despite the fact that there are other people who have better communication and intellectual skills than the selected representative. This is not considered as problem in Asia but it is inherited from their culture.
These conflicts can be effectively managed by suggesting the existing representative to invite the one who has better intellectual skills (e.g. Process know-how and communication skills) to assist him while he suffers or struggles to respond or understand. In this way, we can avoid conflicts by making both the party happy and in return we get the desired result out of
Management Etiquettes:
What management etiquettes are learned during my training?
Management in each country has its own customs to be followed but when the enterprise is enlarged and sets his foot internationally then it should adapt the international management. In Renault, I had an excellent occasion to learn the international management approach in different ways.
5.1 Adaptability of different cultures:
Since Renault has its subsidiaries almost all around the world, it is evident that you should be in contact with different types of people from different countries and different cultures. For Example: My tutor of the organization is responsible for all accounting processes of France and all other European countries. Hence, as a trainee I followed her path and techniques of handling different people from different cultures. One could able to adapt the culture only when he/she is ready to accept the other culture. Thus adaptability expedites when you respect and accept the practices and techniques followed by other