Page 43 - DMGT548_GLOBAL_HRM

Global HRM

Notes because custom requires you to remove your footwear when entering temples, people’s homes
and some offices as well.
In some cultures, the beginning of a relationship is symbolised by the exchange of business
cards.

Example: In Japan and Korea, people formally present their cards at the beginning of
every first meeting, to the most important member of the team first and then to other members
in the descending order of importance. No further exchange with these persons should be made
as giving the card a second time means that you have forgotten him or her, and this may be
taken as a deliberate insult. These cultures even have etiquette in giving and receiving cards.
The card should be presented with the other person’s language face-up, in case of bilingual
cards. After receiving the card one should read it and place it before oneself during the meeting.
So, cross culture differences should be accounted by the organisations in their culture if
they wanted to succeed in the global arena. Ignoring the cultural differences in the business
communication can prove fatal for the organisations. Before going for any project or
meeting in international assignment, it is imperative for the managers to have a cross-
cultural training so that they are aware about the cultural differences and the message
which their body language will convey to the other person.

Task Consider that your company is planning to go for a project discussion in Japan.
Bring out the communication pattern you will follow while going for the discussions to
make that project a success.

Self Assessment

State whether the following statements are true or false:
13. Motivated employee results in the increased productivity and creates personal effectiveness
at the workplace.
14. Maslow has identified the four basic needs of the human beings which form a hierarchy.
15. Deal-focused (DF) cultures are task oriented, while relationship-focused (RF) cultures are
more people oriented.

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Case Study Ranbaxy Laboratories

lthough the global pharmaceuticals war is driven by large doses of R&D, the
` 1,065.70 crores Ranbaxy Laboratories’ success has been attained through a
Adifferent route. For his company, CEO Parvinder Singh, has developed capabilities
in manufacturing and marketing fanning out into seven developing markets, and growing
strengths in product engineering.

Being a low-cost manufacturing is Ranbaxy’s highest priority in order to compete with
global players in foreign waters. While economies of scale and low-cost research help,
much of the advantages come from a holistic approach to costs. Instead of trying to cut

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