CROSS CULTURAL MANAGEMENT

ASSIGNMENT
 CCM – Case Study

Central Government has decided to set up a laboratory (consists of various sub laboratories)
in Coimbatore in South India in the mid-80s. This is a laboratory for testing and calibration of
control valves & flow meters. The valves and flow meters are integral part of any process
industry. This was incorporated under Ministry of Heavy Industries. A public sector valve
manufacturing industry nearby was the implementing agency. At that time all the working
conditions of the laboratory were exactly as that of the nearby industry/implementing agency.
Initially, a good number of exoduses were there in terms of qualified manpower for various
reasons. Again the Government appointed Dr. Antony from London as the Chief Technical
Advisor (CTA) in the project stage. The laboratory was headed by a Director. The
implementing agency was headed by a GM who was reporting to the Chairman. The Director,
the GM & the Chairman were core Indians. The decision body for routine activities was the
trio of Director, GM & the CTA (Chief Technical Advisor) and for strategic, Chairman was
also involved. Two technical experts, one from Italy & other from France were there to
support other 2 components of the main Laboratory. During the project stage (paper work
stage), CTA used to come down here, work here for 1 month & fly back once in an year.
Later this was incorporated as UNIDO project to get more support from other countries.
Some engineers were trained abroad, but some left the organisation for reasons known to
them alone. Then the time has come for designing, fabrication & installation of the test
facilities of various laboratories. Everything happened, but with so many twists & turns.
Upon completion, the Chairman of the implementing agency made a statement “We are very
proud that this unique laboratory, first of its kind in South East Asia, is designed, fabricated,
installed & tested by Indians”. The laboratory slowly started its functions, the CTA & other 2
experts were still associated. Problems were there in plenty still especially when foreign
experts were involved in any activity. Finally, Government terminated the contract of all
foreign experts once the organisation was put on the track.
CASE SUMMARY
This is a case study, which consist of the activities associated with setting
up a laboratory. It was incorporated under ministry of heavy industries .The main cultural
issue in this case is between CTA & Director. The director was a true Indian, CTA was from
London and also technical experts from foreign countries. The workplace attitude and culture
of foreign person are entirely different from Indians, so conflict arises. Finally, Government
terminated the contract of all foreign experts once the organisation was put on the track.

1. Write down all the non- cultural issues here.

The main issue in this case is between CTA and director. The director was a true Indian, CTA
was from London and also technical experts from foreign countries. So their attitude and
culture was entirely different

Workplace manners of Indians and foreigners are entirely different.

Language, symbols, norms, values, and beliefs everything was different between Indians and
foreigners

In this case finally govt decided to keep the organisation on its own legal and cultural grants,
hence the services of experts too terminated.

2. What are the cross cultural issues here? Analyse in detail.

The culture of foreigner’s and Indians are entirely different. Workplace attitude is also
different. Foreigners are frequently engaged in whistling during work which is an indiscipline
in Indian scenario.

According to cultural differences all these factors changed

The Colleague Relationship

In foreign countries, everyone maintains a professional relationship at work, even if they are
family members or very close friends. In office and while at work, they follow a strict
professional conversation which could be casual later, only when they are out of the
organisation premises.

In India, we are yet to get to this level of professionalism. We tend to do a lot of favours for
each other. We become friendly in no time, and then there’s no stopping to our physical and
emotional activities towards each other. Though, in some cases, this also has a positive side.
It helps in becoming comfortable in the workplace and creates an encouraging environment,
leading to better productivity.

The Office Environment

Offices in the west consider workplace health as one of the most significant things.
Maintaining a positive environment and mental health is the biggest factor that increases
productivity. These offices often conduct psychological assessments and group development
activities.

India is now catching up with this factor. We believe in team building activities. From taking
employees to yearly trips to encouraging physical health by giving fitness vouchers, offices
are showering employees with incentives. It makes the work environment relaxed and
productive. It also leads to better mouth-to-mouth publicity of your company and employee
retainer-ship.  

The Importance of Time

In foreign countries, time is considered to be the most important factor while at work. Their
usual work shift is for 8 hours a day. Traditional working hours in the US are Monday to
Friday, 9 AM to 6 PM. All employees are very particular about coming to and leaving from
the office. There are hardly a few people who work overtime or until late nights, unless
necessary. In western countries, people treat work as work and nothing more than that. They
come on time, leave on time and get back to their personal life.
In India, we generally get late to work and have to sneak into our offices and work until late
night to cover up for the time. Most of us consider work to be our first priority whereas it
should be of equal importance to our personal life

These were the major differences between the work culture in India and foreign
Countries. All these cannot be certified as good or bad, the rules and regulations were made
as per the location and situation of an organisation. Nor is this a debate to show which
workplace cultures are better or worse in comparison with one another. What you need to do
is see between the lines and accept the cultures that suit your company the best.