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This case study is to be presented in class, March, 12th, 2014.

TEAM WORK FOR SESSION 7

A naive sahab in India

(case inspired and adapted from “A naïve sahab in India” by Charles A. Rarick, of the Andreas School of Business, Barry University, in Cases and Exercises in International Business, Prentice Hall. )

Read the following case and answer the questions in the document “Bindi_Brake_Company_CaseStudy.pptx” :

It was the opportunity of a lifetime, or so Brian Moseley thought, as he accepted a managing position for Aspen Automotive’s new acquisition in India. Aspen Automotive was a supplier to American automobile manufacturers. The recent acquisition of an Indian brake-pad company, the Bindi Brake Company, was seen as …show more content…

Although Brian had hoped that the Indian managers would formulate a plan for change among themselves, he increasingly became frustrated after a month when no one came forth to recommend a plan. Brian suggested to the group that they consider changes such as pay-for-performance programs, annual performance reviews, management by objectives, and perhaps a 360-degree performance appraisal program. A more scientific and objective approach to management, coupled with a more participative approach would succeed in increasing efficiencies and ultimate success of Bindi.
Over the next several months, he became increasingly dissatisfied with the progress of the Indian managers in coming up with a plan for changing their managerial practices. Highly frustrated, he sometimes angrily criticized members of his managerial team in front of their subordinates. The relationship between Brian and his managers became strained; he was being referred to behind his back as “sahib” or “big boss”. A throwback to the British colonial days, this term was used in some instances to refer to a manager who had little understanding of Indian culture.

One of Brian’s biggest critics was Rajan Patel. Rajan often criticized Brian’s managerial style as being too direct and forceful. On one occasion, Rajan referred to Brian’s tactics as “culturally imperialistic”. He was concerned that Brian was trying to change India’s culture to fit an American model of

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