Impact Of The British On Indian Business Culture

Lewis, a variety of leadership structures are outlined according to each country. This helps to highlight the vast differences in leadership and management style around the globe, and can aid companies as they begin to forge into the global market.[1] The differences are striking, even between countries with similar cultural backgrounds, like the United Kingdom and the United States of America and demonstrate that in order to have a truly successful business partnership with a different country, you must spend time learning to understand exactly how that country handles business, and how it manages it’s employees. Lewis states, “By focusing on the cultural roots of national behavior, both in society and business, we can foresee and calculate with a surprising degree of accuracy how others will react to our plans for them, and we can make certain assumptions as to how they will approach

‘ What are the differences of managers’ leadership styles between the Western and Non-Western cultures ?’

Every country differs in culture which has been there for centuries. The international market is growing rapidly, with more and more multinational organisations entering new markets each day. In this assignment I will evaluate how the difference in cultures affects the performance of international businesses.

Globalization and technological advancement have dictated the need for managers to deal with multiple ethnic groups with different culture in their day to day interactions. According to Kulkarni (2012), cultures play critical roles in individuals, including values, beliefs, humor, worries, fears, hopes, opinions, attachments, and anxieties.

“When Cultures Collide”, Richard D. Lewis charted 24 leadership styles from around the world and I noted some similarities of the leadership styles that he made between an American and British that echoed that of a Kenyan and Tanzanian: British managers are diplomatic, casual, helpful, willing to compromise, and seeking to be fair, though they can be ruthless when necessary. Unfortunately, their adherence to tradition can result in a failure to comprehend differing values in others. American managers are assertive, aggressive, goal and action oriented, confident, vigorous, optimistic, and ready for change. They are capable of teamwork and corporate spirit, but they value individual freedom and their first interest is furthering their own career

This article seeks to understand the two-way, intrinsic relationship held between culture and leadership. Topics include three types of culture which may have a mediating effect on the practice of leadership; regional culture, business sector culture, and organizational culture. Organizational culture is then examined in the context of culture’s effect on leadership, and leadership’s effect on culture. Suggestions for further research into these areas are presented.

Dr. Hofstede performed a comprehensive study of how values in the workplace are influenced by culture. In the 1970’s, as a Dutch researcher Dr. Geert Hofstede, collected and analyzed data from 116,000 surveys taken from IBM employees in forty different countries around the world. From those results, Hofstede developed a model that identifies four primary dimensions of differentiate cultures. These include: Uncertainty Avoidance (UA), Masculinity-Femininity (MAS), Individualism-Collectivism (IND), Power and Distance (PD). After a further study of the Asian culture by researcher Michael Bond in 1991, Hofstede added a fifth dimension in his theory, Long- and Short-term time orientation (LTO), also referred to as the Confucian Dynamism. His research has framed how cultural differences can be used in professional business transactions. Geert Hofstede 's dimensions analysis can assist the business person in better understanding the intercultural differences within regions and between countries.

In order to better understand the underlying factors contributing to cultural specific leadership styles and to therefore discuss the cross-cultural management/leadership issues this essay will now refer to Hofstede’s cultural dimension model.

Hofstede’s six dimensions is a work of cross- cultural communication, which was established by Greet Hofstede. He developed this model and has been used in various fields as paradigm for research, particularly in cross-cultural psychology, international management, and cross-cultural communication. It’s one of the most effective resources that can be used in multiple fields. Hofstede’s six dimensions of national culture are, Power Distance Index (PDI), Individualism vs. Collectivism (IDV), Masculinity vs. Femininity (MAS), Uncertainty Avoidance Index (UAI), Long Term Orientation vs. Short Term Normative Orientation (LTO) and Indulgence vs. Restraint (IND) and Power Distance Index (PDI). However, to become an effective leader, Power Distance Index (PDI) and Long Term Orientation vs. Short Term Normative Orientation (LTO) is a good combination.

In this era of Globalisation, cross cultural management is the biggest challenge that is faced by the organisations. Within the business context, cross culture refers to interaction between different cultures. Cross cultural management refers to managing the employees from different cultural background in one environment (Adler, 2008). Cross culture management is a significant issue within the organisations as the success of an organisation depends upon the smooth interaction of the employees. This paper is aimed at providing insight on the cross cultural management and the main issues and challenges relating to cross cultural management. For the purpose of this paper, two articles, “Cross-cultural Differences in Management”, by Amman & Jordan

Foreign cultures around the world are becoming more and more diverse in organisations. “Cross - cultural dialogue has become the foundation on which global business succeeds or fails.” (Employees, 2017). Majority of businesses have become cultural in the essence of the employees that have either moved countries/cities for their career and

This paper is a report on cross-cultural management, with the issues related to cross-cultural management being discussed in the paper. Additionally, the report has produced the future way of cross-cultural management, including how it can be improved in offices relying much on this strategic approach.

House from New Mexico State University creating a model called the Global Leadership and Organisational Behaviour Effectiveness (GLOBE) project. Hofstede went on by defining cultural distance as “the collective programming of the mind distinguishing the members of one group or category of people from another” (Hofstede, 2001). By breaking down this definition, Hofstede is categorising ethnicities, religions, occupations, genders, and even organisations and saying that their beliefs and values are influenced by those factors. With the changes happening in the world, each researcher’s model can be questioned due to cross-culture. So having to recognise the strengths and weaknesses of each model would give a better understanding of what model can be used to better to one’s company. However, each model stands alone yet has some similarities that would be discussed furthermore in this essay.

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.

In broad leadership affects performance but different approaches to leadership may be required in the overseas operations of multinational organizations. Because some nations may only recruit and promote those individuals that fit the national, culture bound leadership model. This research will therefore investigate the cultural sensitivity of HSBC in particular the employees of HSBC in Hong Kong. The practical implication of this research would be to analyse the effect of culture on leadership skills in multinational organisations.