Page 264 - DMGT548_GLOBAL_HRM

Unit 14: Indian HRM

So when planning a project, the Swede first identifies places most value on social harmony and Notes
assesses the potential of the project on the basis of who will be involved in the different positions.
In the Indonesian context, a group which does not observe social priorities and protect group
interests, places individual interests in jeopardy, and the members cannot work together
efficiently.

The similar and the significant leadership values that are found in the successful managers
across the world are:
US managers: Highly pragmatic; high achievement and competence orientation; emphasis on
profit maximisation, organisational efficiency and productivity.
Japanese managers: Highly pragmatic, strong emphasis on size and growth; high value on
competence, achievement, dedication and loyalty to organisation.
Korean managers: Highly pragmatic and individualistic; strong achievement and competence
orientation.

Australian managers: High moral and humanistic orientation; low value on achievement and
success, competition and risk.
Indian managers: Highly individualistic, strong focus on transition compliance and competence.

Nevertheless, these similarities are too small compared to the vast inter-country differences.
That is why the ideal managerial value system in one country is often not so ideal in another
country. So, global managers must be flexible enough to change their approach and leadership
style while working in cultures or geographical locations other than their home countries.

Notes Manager as Expert vs. Manager as Facilitator
In traditional Asian business, the superiors should be able to provide answers to technical
questions. This is because subordinates cannot easily challenge their superiors’ advice.
They tend to value it above suggestions given by peers, whatever its quality.

Self Assessment

Fill in the blanks:

1. The success and failure of the global leaders depends on the extent to which they adapt
themselves to the ……….. orientation of the foreign countries.
2. Leadership values are learned from the culture in which the individual is reared and they
direct the person’s ………...
3. Employees in a highly ……….. culture expect the managers to act as strong leaders as they
are uncomfortable with the leaders delegating discretionary decisions.

4. ……….. styles of leadership appear culturally inappropriate in northern Europe, North
America, Australia and New Zealand.
5. An employee participation programme may fail because of the national culture’s disbelief
and ……….. in participatory programmes.
6. ……….. managers are highly pragmatic; high achievement and competence orientation;
emphasis on profit maximisation, organisational efficiency and productivity.
7. Indian managers are highly ……….., strong focus on transition compliance and competence.

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