A PROJECT REPORT

ON
CROSS CULTURAL ISSUES IN HR

TRAINING SUPERVISOR
MS. REEMA ALAGH
(FACULTY OF DIRD IP UNIVERSITY)

SUBMITTED BY
AMRISH
Enrollment No.: 01612401814
Course- BBA (B&I) III SEM

SESSION 2014-2017

DELHI INSTITUTE OF RURAL DEVELOPMENT

NANGLI POONA,NEW DELHI-110036
Guru Gobind Singh Indraprastha University, Delhi

STUDENT UNDERTAKING

I hereby declare that the Summer Training Report conducted at Cross Cultural Issues in
HR submitted in partial fulfillment of the requirement of bachelor of business
administration (BBA) Delhi Institute of Rural Development Affiliated to: Guru Gobind
Singh Indraprastha University, Delhi. It is my original work and the same has not been
submitted for the award of any other Degree/diploma / fellowship or other similar titles or
prizes.

JASKRIT SINGH
(Student signature)

CERTIFICATE FROM GUIDE

This is to certify that the project titled Cross Cultural Issues in HR is an academic work
done by Jaskrit Singh submitted in partial fulfillment of the requirement of bachelor of
business administration (BBA) Delhi Institute of Rural Development Affiliated to: Guru
Gobind Singh Indraprastha University, Delhi, under my guidance and direction .To the best
of my knowledge and belief the data and information presented by him in the project has
not been submitted earlier.
Ms. Reema Alagh
(faculty of DIRD IP UNIVERSITY)

ACKNOWLEDGEMENT

The present work is an effort to throw some light on Cross Cultural Issues
in HR. The work would not have been possible to come to the present shape
without the able guidance, supervision and help to me by number of people.
With deep sense of gratitude I acknowledge the encouragement and guidance
received by my organizational guide Ms. Reema Alagh (Faculty of DIRD IP
University) and other staff members.
I convey my heartfelt affection to all those people who helped and supported
me during the course, for completion of my Project Report.

TABLE OF CONTENTS

S no

Chapters

Page Nos.

1.

Introduction

2.

Objectives &Limitations

12

3.

Theoretical Perspective

14

4.

Methodology and Procedure of work

43

5.

Findings, Inferences and Recommendations

45

6.

Conclusion

48

7.

Summary of the Project Report

51

CHAPTER 1
INTRODUCTION

INTRODUCTION

With the evolution of mankind over time and the globe becoming smaller, there is
unstoppable blend of various cultures because no one on the earth can survive in complete
isolation. This dependence on others for various needs is how civilizations have become
civilized to accept.
The citizen sees himself becoming a global citizen with its becoming imperative to be
sensitive to cultural differences across various walks of life. The two largest democracies in
the world are the US and India. They are the perfect example of cultural diversity.
Society has seen a tremendous transition in the last two centuries. From racial segregation
to racial equality, society has really evolved. With emphasis moving towards the
improvement of the quality of life, we have witnessed isolated cultures opening their doors
to trade and business and becoming more acceptable to cultural integration.
Organizational Culture
When people from different social, economic and educational backgrounds work together
in an organization for several years, they tend to internalize certain common beliefs, values,
attitudes and norms of behavior. The common bonds that get firmly established become the
organizations culture and any deviation from the boundaries of this culture is difficult
indeed. In fact senior members of the organization do not welcome such changes and resist
these to the maximum extent possible.
Culture for cultures sake will work no more. Any culture that is tuned to satisfy and cater
to the needs of the markets and the customers will alone work - this has become an urgent
necessity.
Passive Organization Culture
In passive organization cultures, there is a tendency to postpone decisions, act slow, and
generally encourage formation of elaborate bureaucracies. Most public sector organizations
are the example.

Reactive Organization Culture

The reactive organization cultures are slightly better than passive cultures. Here,
organization reacts to every knock - be that from internal or external environments. Crisis
management is the order of the day. No attempts are made to avoid conflicts - instead
attempts to diffuse them after they have arisen, are seriously made. The here and now
attitude to any aspect of organizational functioning has in built weakness: long term, system
based solutions are just not available. Managers pride themselves in being "practical"
people. But they would not realize that being practical for the most part, is confined to
managing routines.
Proactive Organization Culture
The proactive cultures do have any of the weakness of the passive and reactive cultures.
These are organizations that have cultures born out of farsighted, progressive and
professional Chief Executives. Visionary leadership is there for the asking, even at junior
management levels. Best organizational culture should facilitate professionalism, build
optimism, positive attitudes and always help management to take tomorrows decision
today.
Proactive organization cultures are not a matter of choice - it is just that only these
organizations will survive, grow and develop at all times. Excellence is there for asking - it
is something that has to be achieved.

CHAPTER 2
OBJECTIVES
AND
LIMITATIONS

OBJECTIVES AND LIMITATIINS

OBJECTIVES
The following are the research objectives of my study
Research objectives
1. To understand what is Cross-Cultural Diversity
2. To find out cross cultural differences and thus the problems felt by the employees while
interacting with foreign Clients/Customers
3.

To suggest efficient and practical ways to overcome the problems faced by the

employees to handle these cross-cultural differences.

AIM OF THE STUDY
Everyone would agree that cultural diversity at the workplace utilizes the country's skills to
its fullest, and contributes to our overall growth and prosperity. It hasn't been exploited yet
hence the progress remains slow. While we are in the midst of the longest period of
economic growth the world has been witness to the ever seen gap between the "rich" and
"the poor" continues to widen.
One of the reasons for this has been the lack of diversity in the Corporate World.
Companies have now started to recognize that diversity contributes by retaining good
employees, lowering costs by developing skills in-house, and developing a reputation that
helps attract new employees. This is especially important with the economy doing so well,
and the demand for skilled labor at record levels.
The Aim of the Study is to:
1. Understand the concept of Cultural Diversity and infuse sensitivity.
2. Find out if the employees feel the cultural differences while interacting with foreign
clients / customers.
10

3. Understand the various kinds of difficulties faced by them.

4. Find out how they have handled these differences.
5. Conclude with our observations and findings ways to overcome the problems faced due
to these cultural differences.
This project gives valuable insights on diversity. It then proposes and elaborates eventual
logic in promoting cultural diversity within corporations and strategic planning for diversity
being a driver.

LIMITATIONS

1. As the cultures of the countries under study are going through a revolutionary change,
hence these preferences are also liable to change.
2. These orientations are specific to the overall preferences of the Countries and not target
towards each individual in the country.
3. Stiff competition did not allow the management to disclose the entire training material
used in the Culture Training despite my best efforts.

11

CHAPTER 3
CASE STUDY

12

Case study
Theoretical Overview
diversity across a few major corporations of the world. The project will look at a few
international companies in this section to understand the value of cultural diversity at their
workplace.
IBM
Diversity on a Global Scale: For a company with 355,000 employees serving more than
170 countries, diversity comes with the territory.
What makes IBM unique is we arent trying to build a culture of inclusion and diversity.
That is inherently a part of our culture and not just our culture from an employee
perspective but in terms of how we operate the business, Glover says. We are truly a
global enterprise. At IBM, the notion of being global isnt just a tag phrase its the
ability to engage people at every level to work effectively together across different
countries, time zones, languages and cultures.
Enabling employees to work together across those lines of difference not only
fundamentally enables IBM to operate as a truly global enterprise but to operate with
efficiency and innovation. Our job is to fundamentally enhance the ability of the people in
this organization to understand those differences, to work with and across them
respectfully, and to actually use them to the greatest extent possible to leverage innovation
and effectiveness in terms of the work we do and our ability to respond to our clients,
Glover says. While the cornerstone of IBMs diversity work centers around eliminating
traditional barriers that may exist due to race, gender, sexual orientation, disability status, or
language IBM has also had to address issues of culture that extend beyond the typical
attributes associated with differing backgrounds. Were seeing that culture now extends to
areas of difference across other dimensions such as technical orientation, management style
and other domains, which affect how we run the business and interact with others, Glover
acknowledges.

13

By addressing the gamut of issues that may arise from cultural differences, IBM has
maintained a true culture of inclusion that erases any notions or beliefs of hierarchy based
on individual differences. When you begin to build a culture that is respectful and
inclusive around things like race, gender and sexual orientation, the organization learns the
skills to manage without assumption, Glover explains. That skill can be applied across
lots of things so you can put technical and non-technical people together and people dont
necessarily assume that theyre smarter, better, brighter and more able than others.
Price Water House Coopers
Diversity enhances our perspective, our point of view, and our ability to provide our clients
with the highest level of distinctive service.
Our diversity initiatives and strategies are designed to attract, develop, and advance the
most talented individuals regardless of their race, sexual orientation, religion, age, gender,
or any other dimension of diversity. Our distinctive approach to diversity is based on a
belief that we each have a personal accountability for success in this area. We provide our
people with training and tools to help increase their awareness and understanding of
differences and why they matter, so their actions can contribute to our inclusive and highperforming workplace culture.
Leadership Perspective
As we strive to be our best, we each need to think about how we can connect with different
types of people and how we can learn from each other. This is how we will become the
distinctive Firm. Dennis Nally (US Chairman and Senior Partner)
Cross-Cultural Preferences & implications
Culture is a diverse topic in itself. The subjectivity and the lack of objectivity of this topic
make it tougher to quantify. However cultural preference can surely be classified. In fact as
culture is such a vast topic it can be classified in many ways and the meaning can also be
interpreted variously. One commonly understood meaning is what we have discussed till
now. However we shall now classify it from a different perspective which is used in in
Culture Training.

14

Classification of different cultural preferences:

1. Time
2. Action
3. Communication
4. Space
5. Power
6. Individualism
7. Competitiveness
8. Structure
9. Thinking
10. Environment
Cultural Preferences have been broadly classified into 10 domains. Each classification can
be further divided into the preferences of individuals, teams, organizations, cities, countries.
Lets look at each of them individually and understand its meaning and interpretation.
Time: Time as a classifying factor basically differentiates the different ways in which
people understand time and how they react to things around them in reference to time.
Time is further bifurcated into four preferences:
Single Focus / Multi Focus Some of us prefer attending to one task at a time and take on
the next task post the completion of the first task. However, few like to have more than just
one task on their platter. They find it more exciting and fun however a person having a
preference for Single Focus finds it challenging. Lets look at simple examples for the two
to understand the differences in the two preferences. Example: Shah Rukh Khan releases
atleast 2-3 movies a year, the shooting for which mostly overlap. On the other hand we
have an equally successful actor, Amir Khan who believes and prefers to release only one
movie in a year and excel in that. Hence, we can say that Shah Rukh Khan prefers. MultiFocus whereas Amir Khan prefers Single-Focus. There is nothing right or wrong in either
of their preferences. Its a personal choice.
Fixed / Fluid People with a strong preference towards Fixed orientation would always
reach a place on time (if not early), would prefer not to cancel a plan at the last minute.
15

However, a person with a preference for Fluid, not deliberately, might not reach the venue
on time, may be late and if has to cancel the plan would not ponder too much over it.
Example: You throw a lunch party for some friends of yours and categorically mention the
time of the party as 1300hrs. A friend of yours who is Fixed oriented arrives sharp at
1300hrs however another close friend of yours with a preference for Fluid arrives at
1345hrs.
Past / Present / Future Different people lay different amount of emphasis on different
periods of life. Some feel that their past is most important hence their today also revolves
around it. Some live for the moment and consider only their present. While some feel
that we should live with the future in mind. A simple example to understand these three
preferences is usually found in most families within India. The Grandparents usually have a
strong preference for the Past and focus not only on the past and history of the country but
also the family. Parents on the other hand, usually tend to have more focus on the Future.
Hence, the extra emphasis on good education, investments etc. Children on the other hand
focus more on the present and believe in living their life for the moment. They wouldnt
bother much about the past or the future.
Action: The broad category of Action entails the basic preference while performing an
action. Some people are task oriented while others are more people oriented. Both are able
to attain results however have different methods. Lets look at the different preferences in
Action.
Being / Doing When given a task to complete, people with a preference for Being
orientation, would of course complete the task however make sure that the people involved
remain pleased and that no bond or ties get adversely affected. On the other hand, someone
with a strong preference for Doing would lay emphasis only on the task at hand and would
not be bothered by building relations. If relations were to go sour in the process of
completion of the task this would surely not act as a hindrance to the task for a Doing
person. In my experience I have had the privilege of working with a varied set of
colleagues and superiors. While in the Hiring HR function I had the opportunity to work
with 2 different Sr. Vice Presidents. One preceded the other. Well the earlier Sr. VP had a
very strong preference for Doing and believed that one comes to office to work and not
16

to make friends. He was a Task Master. Till the time the task was getting completed he
didnt really care to build a bond with his team. He till date has managed to leave a very
strong impact on his team because of this performance. When the next Sr. VP took over it
was a Cultural Shock for us. He was a complete opposite of the previous one. He having a
strong preference for Being believed in building rapport with his team and also synergy
within the people at work. This did make him easier to approach and get along with. I had
the chance to view these two diverse preferences very closely and feel the difference and its
impact on people around.
Communication
A persons way and preference of putting across his/her thoughts is called Communication.
Communication might use a language as a medium or could also use signs / non-verbal
cues. Let us now look at the different preferences within Communication.
High / Low Context The preference of High Context means that in any communication
be it verbal or non-verbal the context would be highly visible and nothing would be left to
ones imagination. On the other hand, in Low Context the receiver of the message may not
be clear what the exact meaning or what the real context of the message is. This could at
times leave the receiver a bit confused. For e.g. A supervisor can provide feedback to his
team depending on his preference of communication. If he has a preference of High
Context, he would approach the employee and give a candid feedback on his dipping
performance. If he prefers Low Context, the employees desk may be moved farther away
from the supervisors, some responsibilities may be taken away, and his suggestions and
ideas may be blatantly ignored.
Direct / Indirect Some one who prefers Direct communication would call a Spade a
Spade. On the other hand someone who prefers Indirect communication would always
Save Face not only his but others too. He would go to great lengths to avoid public
conflict and embarrassment. Suppose a colleague of yours is not wearing a pretty dress to
work. You get to witness the reaction she gets from people around her. One lady who
prefers Direct Communication expressed herself by saying The red dress doesnt look nice
on you. While another who prefers Indirect Communication expressed the same emotion
by saying The blue dress that you wore yesterday suits you more. The same emotion has
17

been expressed by both the speakers. Using the direct approach might have left a sour taste
in your colleagues mouth and she might not have appreciated this true, frank, open and
direct feedback. While on the other hand using the Indirect approach doesnt assure that
the correct message has been put across. The message could have been misinterpreted.
Expressive / Instrumental You could either be extremely eloquent, use physical and
flowery language to complement your verbal communication or you could prefer to be
accurate and functional, placing little value to style. The first preference is called
Expressive and the latter Instrumental. Lets look at an example to understand this point
better. Your supervisor has given a project to two team members. When asked by the
supervisor if the work has begun on the project, one team member with a preference for
Instrumental Communication replies by saying No I havent. While the other team
member with a preference for Expressive Communication replies I still have to start on the
glorious project.
Formal / Informal By formal we mean people might like using the title and the last
name of a person instead of just the first name. They like to follow ceremonies and
protocols. In informal communication, the communicator is very casual and need not
follow any formal protocol of communication. Lets look at the example of Indians. In
government services like the Army, all are addressed by their titles i.e. their rank e.g.
Colonel, Major etc. However, in most of the MNCs in India, all including the supervisors,
middle and senior management and the leadership are addressed by their first name.
Space: Space means your personal area or information. Space is segregated into two
preferences.
Private / Public People, who prefer Private Space, maintain certain space between
individuals. Touching is not common neither among friends nor colleagues. They are also
rather private about their feelings and do not disclose to all. However, people with a
preference to Public space readily share limited space with one another. An example most
commonly found at our work place where the team member likes to talk about her personal
life with her manager however as the manager prefers private space he doesnt disclose
anything from his side and wonders why the team member discloses private information to
18

him. She on the other hand expects her manager to also come out a bit and disclose his
personal information.
Power: Power is the ascribed or achieved forms of status. A persons status in Indian
society is determined by age, gender, caste (in the case of Hindus), family origin and
background, regional and linguistic identity, education, and social and professional status.
Hierarchy / Equality Hierarchy means demarcations, levels applied to people. Some
people and countries prefer Hierarchy and have very well and clearly marked levels. They
have fixed hierarchical structures. On the other hand people who prefer equality, they
believe that all are at the same level and no one is above or below. Let us look at the
example from work. A hierarchy driven superior would tell the update only to the manager
and ask the manager to communicate to the remaining team. However, if the superior
believes in equality then he himself would communicate the update to the entire team
including the manager.
Individualism: How an individual behaves and reacts when in a society is what defines
Individualism.
Individualistic / Collectivistic A person with a preference for Collectivistic would
consider himself as a member of a society that functions as an intricately woven structure
of interdependencies. On the other hand an Individualistic places a high value on individual
responsibility and achievement. For example a team performs well and is rewarded with a
team award. Some team members are very happy (Collectivistic) while some arent as they
feel that their individual performance was not recognized and rewarded (Individualistic).
Universalistic / Particularistic For people with Particularistic orientation rules are seen
as general guidelines intended to be adjusted to the conditions of a particular situation.
However for people with Universalistic orientation believes in equality and that rules and
regulations apply to all equally. For example, one time a friend of mine applied with an
organization and did not clear the interview process. He being a Particularistic wanted me
to make an exception and still hire him. However, I as an individual prefer Universalistic,
hence believe that the rule applies to all and if he didnt clear the interview no exceptions
could be made for him.
19

Competitiveness
Competitiveness overall means that when in a situation would one prefer to compete or
would one cooperate with each other and succeed.
Competitive / Cooperative A person with a strong preference for Competitive would
believe in the value of work and material success. They would go to great lengths to
achieve their target and would not others come in the way. On the other hand, a person with
a preference for Cooperative would value relationships with colleagues and of course
family. For example the difference in the aim of an MNC v/s an NGO. An MNC works for
profits and competes against other organizations (Competitive) where as an NGO works for
social service and not monetary gains (Cooperative).
Structure
Everyone has a different way of working and living their life. Some like it to be well
organized and structured while others like to live life at the spur of the moment.
Order / Flexibility People who demonstrate an order orientation believe that an
established system is the best guard against the instability and conflict that can arise from
unforeseen events. Whereas someone with a flexibility orientation toward structure,
demonstrates the ability to adapt when things do not work out as expected. A simple
example of a group of friends planning a leisure trip. A person who is Order oriented would
meticulously plan the entire trip. Whereas a person who is oriented toward Flexibility,
would like the trip to be impromptu.
Thinking: Everyone doesnt handle situations in the same fashion. In fact countries over a
period of time develop their own style of thinking which is seen in most people living in
that region.
Deductive / Inductive - The deductive element involves a commitment to theoretical
thinking, approaching situations first from a general and then a specific point of view.
While the Inductive element relies on practical examples and analogies to make decisions.
In a business crisis situation two managers are asked to come back with solutions as to why
the department is not performing well. The first manager talks about improving the VOC
(Voice of Customer) as that must be the reason for the downfall in the performance of the
20

department (Deductive). The other manager feels that though VOC is always considered
theoretically the reason for the performance dip, however he reverts with data to prove that
its actually the VOE (Voice of Employee) that has gone down impacting the productivity
of the department (Inductive).
Linear / Systemic Systemic thinking is creating a holistic image of a complex project or
viewing the "big picture." Linear thinking is dividing ones thoughts into discrete sections
and dealing with them in a sequence. I have faced a situation at my organization. A
supervisor informed a manager to improve her teams performance. (Systemic). So the
supervisor was just looking at the Bigger Picture of performance improvement. The
manager on the other hand, did a deep dive and found the different sub-parameters that
needed to be dealt with. She looked at the VOC, VOE, Quality Audits etc and found ways
to improve each. (Linear)
Environment: The way a person has his surrounding and how he influences it makes his
environment.
Control / Harmony / Constraint A drive to shape ones environment and establish and
meet high standards, displays a control orientation. To strive to maintain a balance and
harmony at the interpersonal level is Harmony. However to continuously feel constrained
due to

external forces is Constraint. E.g.: A Manager gives a task to be completed to

Sam and John. As the Manager is control oriented he expects that both Sam and John will
be able to take charge of the situation. Sam who is harmony oriented, after deciding on the
action plan checks with the manager for his approval and then executes the same. However,
John who is constraint oriented, is unable to go ahead with any planning without the
Managers continued approvals and checks.
Country Specific Preferences
After discussing in depth the classification of Cultural preferences, we will now look at
some major countries and see how different their cultural preferences are. These differences
impact our day to day business interactions with people of those countries.

21

Table No. 4.1: The major countries that we would look at are as follows:
India
USA
UK
Australia
Disclaimer: The information reflected in the cultural profile of a country is general in
nature and is intended only as an initial hypothesis about value orientations in a given
country and to provide basic cultural awareness. The country profile is not meant to reflect
either stereotypes or the different cultural preferences of the individuals within a specific
country.
CLASSIFICATION

TIME

INDIA

USA

UK

AUSTRALIA

Multi-Focus

Single-Focus

Single-Focus

Single-Focus

Fluid

Fixed

Fixed

Fixed

Past

Present

Past

Present

Future

Future

Being

Being

Doing

Doing

Present
Future
ACTION

COMMUNICATION

Being

Doing

High Context

Low Context

Low Context

Low Context

Indirect

Direct

Indirect

Direct

Expressive

Instrumental

Instrumental

Instrumental

Formal

Informal

Formal

Informal

Informal
SPACE
POWER

INDIVIDUALISM

Private

Private

Private

Equality

Hierarchy

Equality

Public
Hierarchy

Equality
Collectivistic

Individualistic Individualistic Individualistic

Universalistic

Universalistic

Particularistic
22

Private

Collectivistic

Collectivistic

Particularistic

Universalistic

COMPETITIVENESS
STRUCTURE
THINKING

ENVIRONMENT

Competitive

Competitive

Competitive

Competitive

Cooperative

Cooperative

Flexibility

Order

Flexibility

Deductive

Inductive

Inductive

Inductive

Systemic

Linear

Linear

Linear

Control

Control

Control

Control

Constraint

Harmony

Cooperative
Order
Flexibility

Harmony

Constraint
Constraint
Now let us look at each country one by one to further understand the differences.
India: India has been independent for about 60years and has grown and evolved
tremendously over these years. It is known for its rich and vast culture. However, over the
years this culture is also getting influenced by cultures of other places. With India
becoming more visible on the global front, people across the world have become more
aware of the Indian culture. This inter-mingling of cultures opens further doors for stronger
relationships and is getting the world closer.
We shall now discuss the Culture Classifications for India and look at some examples to
make the differences clearer.
Time: Multi-focus / Fluid / Past / Present / Future
Multi-Focus
High-ranking Indian managers, officials in the government offices, and ambitious
employees tend to believe that an individual who is responsible for more tasks than others
is perceived as being more powerful and a better worker than others. As a result of this
association between power and workload, Indians prefer to take on as many tasks as
possible at one time.
Fluid: Indians define time loosely and generously and frequently say that "There is time for
everything." In Hindi language the word for yesterday and tomorrow is the same, kal.
It is commonly seen in marriages in India where let alone the guests, even the bride and
groom do not arrive at the venue according to the time mentioned in the Wedding cards.
23

Deadlines, schedules and appointments are viewed as guidelines and are not considered
very rigid. Despite their fluid orientation to time, Indians are aware that many foreigners
are punctual and that they expect business meetings to begin at the designated hour.
Therefore, Indians make concerted efforts to be on time, using planners and written agendas
to keep themselves on schedule. Bangalore, Bombay, Chennai and even some other areas in
the urban corporate centers of India are showing greater time consciousness in delivering
products and results on time.
Past / Present / Future: Indians exhibit an orientation to time that includes perspectives of
the past, present and future. There are two Indias; the urban metropolitan corporate and
the rural agrarian where 80 percent of the people live. There is a certain amount of dual
orientation to time that is followed in the day to day life of the people. These surely are few
of the challenges of a developing country at present. Being Future oriented i.e. futuristic,
Indians have been quick to modernize and globalize their business practices. There is a
determination to maintain an 8-9 percent growth rate of the economy. Yet the realities of a
developing country do exist. For the poor, short-term rewards are the goal. They live handto-mouth. The size of this population segment is huge because of which the present-time
orientation is prevalent in Indian daily life even for those in the middle and upper classes
including those in business.
Action: Being / Doing
Being: Indians like to nurture a trusting relationship as it is the foundation of a successful
business transaction. They will build this trust through a slow process of self-disclosure and
base it on long-term goals. Indians quite often socialize with coworkers outside of the
office. In fact, when Indian contacts invite a foreign business person to an increasing
number of social events, it is usually a sign that some trust has been established and that
they will want to make a deal. Refusal to participate in such gatherings can be grounds for
mistrust and lost opportunities
Communication: High Context / Indirect / Expressive / Formal

High Context
24

Indians enjoy employing the subtleties of verbal language and use many non-verbal cues
when sending and interpreting messages. Verbal and non-verbal communication styles
differ across languages. Although today English is the preferred business language
nationwide, still communicators often take their verbal and non-verbal cues from their own
native languages, increasing the difficulty in understanding non-verbal cues.
Indirect
Indians will go to great lengths to avoid public conflict and embarrassment or to "save
face." It is important for them to allow others to save face as well, with harmony being the
ultimate goal. Indians rarely use the word "no," fearing that such direct refusal appears rude
and could ruin a potential long-term business relationship. E.g.: In India if a neighbor calls
on, even if you are busy and do not want to meet the person you would still invite the
neighbor and be as hospitable as possible. This is not the case in other countries.
Expressive
Indians use many physical gestures to complement their verbal communication. In business
relations, people of the same gender may hold hands. Men and women maintain distance
when greeting each other and speak formally without physical contact. Another interesting
aspect is the use of silence. The use of silence is eloquent. It is used in a variety of ways
and is a way to denote hesitation to say no in India, leading to misunderstandings among
global partners.
Formal
In business dealings, Indians address their coworkers with titles instead of first names. The
usage of Sir and Maam is very common. Although they have modernized their workplaces
and their business practices are becoming increasingly "Western," Indians still take a great
deal of pride in their culture.

25

Space: Private / Public

Private / Public
Indians in general have a public orientation toward space as they readily share limited space
with one another. However, the middle and higher classes demand a greater degree of
personal space as testament to their status within the hierarchy, exhibiting a private
orientation to space.
Power: Hierarchy
Hierarchy
A persons status in Indian society is determined by age, gender, caste (in the case of
Hindus), family origin and background, regional and linguistic identity, education, and
social and professional status. Ascribed and achieved forms of status are equally important.
While the constitution prohibits any discrimination on the basis of predetermined social
standing, the caste system still plays a prominent role in business and politics.
Individualism: Collectivistic / Universalistic / Particularistic
Collectivistic
Indians consider themselves as members of a society that functions as an intricately woven
structure of interdependencies. Through membership in ones caste, Indians are
subsequently more loyal to social institutions such as their family, marriage, company,
employer, and nation than to their individual interests. The loyalty and sacrifice of Indian
workers can present problems as well as benefits in the business realm. The camaraderie
among Indian workers often discourages individual responsibility and makes it difficult to
achieve deadlines and business goals. Additionally, it is often difficult, if not impossible, for
a manager to fire an unsatisfactory worker. Doing so might affect the morale of the whole
team since team members may share a strong bond with the worker.
Universalistic / Particularistic
As rules are not universally applicable, challenging laws and regulations is common in
many Indian organizations. Knowing the "right" person in a company or government
agency will often exempt one from having to follow a "required" procedure. This is
26

changing especially in Bangalore, Hyderabad and Bombay and other metro corporations
towards a more universalistic approach. Meritocracy is gaining importance in recruitment.
However the corporate sector variations are atypical of the society at large where the
particularistic orientation is quite strong.
Competitiveness: Competitive / Cooperative
Competitive / Cooperative
While cooperation is necessary in the collectivistic Indian business world, and where
individual needs are subordinate to a groups welfare, employees also endeavor to be
singled out as exceptional individuals. Keeping the collectivistic orientation in mind, Indian
professionals learn that it is necessary to work in groups in order to achieve their goals. At
the same time, they must compete for the best grades or task accomplishments in order to
obtain desirable positions.
Structure: Order / Flexibility
Order / Flexibility
Indian culture demonstrates a high degree of order in society, with its prevailing caste
system, and in business, with its strong hierarchical structure. Indians also exhibit a
flexibility orientation in that their particularistic orientation. In the Indian mindset,
everything is negotiable. Indians utilize a flexibility orientation when scheduling events.
While they usually attempt to arrange items in an orderly manner, they readily accept a
change in schedule.
Thinking: Deductive / Systemic
Deductive
Indians think deductively, and they value debate based on theories and principles. They
believe that they can make correct decisions only if they can adequately apply sound
theories and a conceptual framework to a proposal. In companies that have had some years
of experience with the West, there is a growing capacity to style switch and demonstrate the
skills of inductive thinking in their presentations.

27

Systemic
Indians think systemically by creating a holistic image of a complex project or the "big
picture." They are interested in understanding how the pieces of a system fit together to
form a functional whole.
Environment: Control / Harmony / Constraint
Control / Harmony / Constraint
Indians exhibit a combination of harmony, control and constraint orientations toward their
environment. While they have a strong desire to maintain harmony with their environment,
they also strive to exert some control over it. They simultaneously feel constrained by
external forces. Indians do their best to avoid confrontation and prefer to maintain at least
the appearance of harmonious relationships in both their personal and business lives. The
control orientation is linked to the multi-focus orientation thus managers who wish to
display their importance manipulate their workload in order to control the perception of
their standing within the company. The Indian constraint orientation emanates from a very
strong hierarchy orientation toward structure. Furthermore, as Indians are respectful and
never question their superiors, they are constrained by their supervisors decisions.
United States of America
The USA has been the strongest world power for ages. America is also called a Melting Pot.
That is because people from all over the world have come and settled or are working there.
This gives the USA a very unique culture which is a mix of all.
Time: Single Focus / Fixed / Present
Single Focus
With their single-focus orientation toward time, U.S. Americans prefer to finish a task from
beginning to end and to schedule their time sequentially. Individuals and teams are
recognized for compartmentalizing their tasks and following guidelines to handle each
section. Interruptions and deviations from these guidelines are unwelcome and avoided.

28

Fixed
U.S. Americans see time as a rigid and precise concept, a commodity to be saved, spent
wisely and not wasted, reflecting their fixed orientation toward time. They define
punctuality precisely; the allowance for being late for a meeting only stretches five to ten
minutes.
Present
U.S. Americans have a present orientation toward time, placing little emphasis on historical
precedent and tradition while desiring quick results. Immediate results, quick turnaround
and short-term planning characterize the mindset of the U.S. American manager.
Action: Doing
Doing
U.S. Americans focus on tasks and results that are measurable by objective standards,
demonstrating their "doing orientation" toward action. For the U.S. American business
professional, there are projects to achieve, personal errands to cross off the "to do" list and
family projects to finish. These accomplishments produce personal satisfaction and earn
rewards and recognition from others. Special commendations go to those who accomplish
more than expected in a given timeframe.
Communication: Low Context / Direct / Instrumental / Informal
Low Context
U.S. Americans display a low context orientation toward communication, preferring
explicit and detailed communication to ambiguous or brief messages. Written
correspondence, including letters, faxes and emails, are often preferred over face-to-face or
phone conversations because it is faster, precise and more permanent.
Direct
U.S. Americans are direct communicators, expressing their thoughts and feelings frankly
and impersonally when sharing information. U.S.

29

Instrumental
U.S. Americans take the instrumental view that language is a tool through which tasks are
accomplished rather than purely a creative means of expression. They rely on factual,
objective messages to communicate. Professionals may dismiss a letter written with overly
elegant and flowery language as "too wordy" or "ambiguous." They prefer substance over
style and will seek to isolate one or two main points of the letter.

Informal
U.S. Americans are quick to dispense with ceremony and protocol and seek to establish
relationships through informality and relative equality. They believe their warm, casual
communication style demonstrates credibility and sincerity, which is consistent with their
informal orientation. In the United States, managers may treat their subordinates informally
and seek to build rapport.
Space: Private
Private
U.S. Americans have a private orientation toward space, valuing privacy and personal space
in their work environments. U.S. American employees favor private offices and use
partitions in open areas. One always requests permission before entering another persons
space. Meetings and phone calls are conducted behind closed doors and, if one needs to
interrupt; one always knocks and says, "Excuse me for bothering you." At work, greetings
are handshakes and people will stand at least an arms length apart when conversing.
Certain conversational topics, such as salary, conjugal life and other intimate matters are
taboo.
Power: Equality
Equality
Most U.S. Americans will say that they fundamentally believe that everyone is born with
the same rights, responsibilities and opportunities. As a result of this equality orientation
toward power, differences in social, economic and educational status are minimized, and
people who flaunt their advantages are poorly received. In most U.S. companies, the
30

hierarchy is relatively flat, and employees have fairly easy access to their managers and
their managers manager. While large corporations create organizational charts delineating
different levels, they are often used to separate functional responsibilities rather than to
differentiate layers.
Individualism: Individualistic / Universalistic
Individualistic
U.S. Americans have a highly individualistic orientation, learning from an early age that
they must learn to make their own choices and solve their own problems. They value
independence, self-sufficiency and self-reliance.
Universalistic
A clear sense of right and wrong, similar application of rules and laws for everyone and a
dedication to fairness and equal treatment of everyone illustrates the universalistic
orientation of U.S. Americans. Favouritism, nepotism and influence based on family
connections or socio-economic status are generally frowned upon.
Competitiveness: Competitive
Competitive
The competitive orientation of U.S. Americans is exemplified by their strong desire to win
or gain advantage and to acquire signs of financial prosperity. U.S. American managers
motivate employees with enticements of promotions and raises. Employees are often
willing to work longer hours for greater rewards. U.S. professionals tend to be self-assured,
outspoken and assertive, to the point where they may seem to be inconsiderate of the
feelings and needs of others.
Structure: Flexibility
Flexibility
U.S. Americans cultivate an ability to adapt to new circumstances and meet new needs,
demonstrating their flexibility orientation toward structure. U.S. American managers,
employees and consumers are encouraged to be risk-takers and experimenters, willing to
forgo the "comfortable and familiar" for the "new and improved." Employees who are
31

innovative, resourceful and can work in unstructured environments are considered

praiseworthy.
Thinking: Inductive / Linear
Inductive
U.S. Americans are inductive thinkers, moving from specific facts to general principles and
relying on their own experiences for guidance. U.S. Americans thrive in data-rich
environments and take advantage of abundant and easily accessible information through the
media, libraries, associations, organizations and the Internet.
Linear
In the United States, information, conversations and projects proceed in an orderly and
sequential fashion, demonstrating a linear orientation toward thinking. If a U.S. American
gets confused because he or she is dealing with too many details simultaneously, he/she
may use the phrase, "Let me get this straight," and then try to organize the different details
sequentially.
Environment: Control
U.S. Americans believe that if a problem arises they can find a solution, displaying a
control orientation. U.S. Americans place great value on setting, working toward and
reaching their goals. Unforeseen delays or complications are rarely acceptable. Adjustments
are made quickly to compensate for changes and to reach predetermined results with as
little change as possible in the timing, budget and specifications originally outlined.
United Kingdom
The UK has been a culturally rich country. British have ruled India and left a long lasting
impact on all. The impact of British culture on Indians is very apparent. British have always
been known to have a rich culture and till date they are proud of it. The culture is evident
even in a regular interaction with them.

32

Time: Single Focus / Fixed / Past / Future

Single Focus
As a result of their single-focus orientation, the British like to concentrate on one task at a
time. The British like to organize and lay out their plans, and then follow through with what
has been outlined. The British are famous for following their schedules and appointment
books.
Fixed
The British consider punctuality an essential element of a professional demeanor, which
reflects their fixed orientation to time. Employees rigorously adhere to deadlines and often
meet them in advance. There is a tendency for British managers to place more emphasis on
the achievement of a deadline than on the quality of work.
Past / Future
The British have a long and illustrious history that is evident in the presence of important
landmarks and the continuation of age-old customs, all pointing to a past orientation.
However, the British also have a future orientation to time, willing to trade short-term gain
for long-term results. The British believe that what has been successful in the past has a
good chance to be successful in the future. Many older employees still cling to the
traditional values of constancy, honesty, openness, loyalty and stability.
Action: Being / Doing
Being / Doing
The British have a doing orientation and believe in achievement and accomplishment, but
they also rely on professional connections and social class, revealing their being
orientation. The British focus on the accomplishment of tasks and making decisions. They
are assertive rather than aggressive and are loyal and dedicated workers. They also seek to
develop trust as an important tool for ensuring that achievements are met. The British like
to balance their time at work and the quality of life outside the office, and value the two
equally.

33

Communication: Low Context/ Indirect/ Instrumental/ Formal/ Informal

Low Context
The British place strong emphasis on using language with precision, reflecting their low
context orientation toward communication. In professional situations, the British prefer
specific and detailed language, admiring a colleague or partner who demonstrates good
written and oral communication skills.
Indirect
The British prefer using an indirect orientation to communication. The minimization or
avoidance of disagreement, conflict and criticism in all interactions will help maintain a
cordial working environment. The British do their best to avoid conflict and confrontation,
which can be interpreted as threats to personal integrity. The preservation of dignity and
saving face are important to maintaining good relationships and ongoing discussions.
Instrumental
By focusing on sharing information with precision, control and for a specific purpose, the
British display an instrumental orientation. The British firmly believe in keeping "a stiff
upper lip". The ability to confront adversity with courage and strength of character. Any
approach that borders on overly emotional appeals or gimmicks will arouse immediate
suspicion.
Formal / Informal
Basic courtesy, respect and good manners are cornerstones of British interpersonal
interactions for all ages and professions. More specifically, among the older generation and
those in more traditional professions, the formal orientation to communication will be more
prevalent. For the younger generation and for employees in more flexible areas of work, the
informal orientation to communication has become more common. The British follow
protocol and expect extremely polite public behavior from citizens and visitors.

34

Space: Private
Private
The British clearly delineate boundaries and distance, reflecting their strong private
orientation toward space. A separation between work life and home life and the
concealment of private or emotional issues are commonplace, even among co-workers of
long standing. Personal space is highly respected, and an arms length distance between two
speakers is considered appropriate. The physical workplace is divided into distinct private
and public areas. Private areas demarcate physical barriers between oneself and ones
coworkers. Many British companies still allocate individual office space to managers rather
than have them sit in relatively open environment/cubicles.
Power: Hierarchy / Equality
Hierarchy / Equality
Up until the last couple of decades, the British traditionally have had a hierarchy orientation
toward power. However, most companies and institutions that espouse modern management
approaches are practicing the equality orientation with positive results. Historically the
British class system has greatly influenced how the British view themselves and others,
although its ironclad determination has lessened in the last twenty years. In British
companies, many operating units, such as sales or marketing, exercise a good deal of
autonomy. Younger or more egalitarian unit managers will often delegate duties down the
line. Once they delegate the work, many managers will take a hands-off approach and let
the assignees handle the job.
Individualism: Individualistic / Collectivistic / Particularistic
Individualistic / Collectivistic
The British are driven and motivated primarily by their affiliation to groups, reflecting their
collectivistic orientation toward individualism. However, there has been an increase in
successful entrepreneurs in Britain, reflecting an individualistic orientation. The British are
slightly collectivistic in their orientation, as they are driven and motivated primarily by
their affiliation to groups. The traditional English values of fair play and justice should
mean that diverse, cross-cultural or cross-functional teams function efficiently in the
35

workplace. However, in practice, the island mentality can foster a rise in individualism and
competition leading to more self-made entrepreneurs, a result supported by the
governments current policies.
Particularistic
Although British universalism imposes a single sense of right and wrong or good and bad
on the actions of the people and the system, the actions taken according to these
assessments are applied with a particularistic orientation to individualism. Some might
consider the British, founders of the class system, the original particularists of the Western
world. Decision-making and problem-solving processes can be formulaic, but judgments
are applied differently depending upon class or rank of the participants. The institution of
the "old boys network" still carries some influence in the processes of hiring and
promotion. There is also more than a hint of inside influence when the younger generation
is applying to and being accepted by top-ranked learning institutions.
Competitiveness: Competitive / Cooperative
Competitive / Cooperative
The British, especially the older generation, have a cooperative orientation, valuing
interdependence, and the quality of relationships and interactions.
However, younger workers are discovering that to move ahead in their careers, they may
need to compete with their peers for better positions. The British expect to build strong and
trusting relationships with work associates. They are strongly team and group oriented, and
they emphasize the importance of process and balance. Interest in working more to earn
higher salaries and climb the corporate ladder is increasing, particularly among younger
workers. The British are also internationally competitive outside the work environment in
such areas as football (soccer), theater and literature.
Conflict Management
Conflict is welcomed as a social activity, a kind of verbal infighting. In negotiations,
though, unnecessary conflict and debate are perceived as a waste of time and, therefore,
counterproductive. Typically, negotiations are friendly and informal as well as direct and to
the point.
36

CONFLICTS ARISING DUE TO DIFFERENT PREFERENCES

We have already looked at different preferences and how countries vary in their cultural
preferences. In this chapter we will look at the conflicts that can arise due to these
differences and how can one over come these conflicts.
As mentioned earlier, we as team members or leaders need to first understand our own
preferences, and then of our subordinates, peers, supervisors, colleagues etc and finally
learn to adapt ourselves to others when the need arises.
One important point is that we are not belittled if we adapt to others. There is nothing
wrong in changing yourself according to the situation, of course not always though.
Changing or adapting you to others preferences is called Style-Switching. Here you
switch your style to meet the other persons to encourage a healthier relationship be it
professional or personal. In a lot of situations we all Style-Switch without even realizing
it. You might want to switch your style to the one preferred by your superior to strike a
better rapport. On the other hand while dealing with your subordinates, probably your team
members, its advised to switch to their individual styles when the need arises, for example,
while providing feedback. To understand the conflicts that can arise due to different
preferences, let us look at a case that I observed in my organisation.
Timelines
The Indian fluid orientation to time permits for deadlines to be fairly flexible. When a
project is assigned, it is more important to get the project done well than to get it done on
time. Because of their multi-focus orientation, Indians are eager to work on several tasks
at once since the number of responsibilities communicates one's importance as well.
Performance Appraisals
Regular employee performance evaluations are a relatively new model in Indian business.
Due to the Indian collectivistic orientation, individual performance appraisals can have an
undesirable effect on team performance. For example, one Indian employee was provided
so much developmental feedback that he became embarrassed and the quality of his work
declined even further. Consequently, the morale of the entire team suffered.
Conflict Management
37

Indians prefer to evade conflict but will characteristically participate earnestly in

intellectual debates. While they have strong opinions and are willing to voice them, having
a preference for indirect communication they shy away from serious altercation about the
most important issues concerning the business at hand. In a team setting, Indians seldom
express personal opinions, and in consonance with their cooperative and hierarchical
orientations, they allow team leaders to make decisions for the team as a whole.
United States
Characteristics of a good manager: Managers are expected to set an example for others in
the organization, inspire and train their subordinates to reach higher levels and capitalize on
the capital, human and natural resources. Integrity, leadership, dedication, hard work,
innovative thinking and a willingness to take risks are all qualities which are valued in U.SAmerican managers.
Motivation
Money, and its affiliated materialism and prestige, is one of the prime motivators for
employees. The potential for new opportunities, promotions and on-the-job training are also
motivating factors for employees. Employees enjoy public appreciation of their
accomplishments and they often identify themselves by their personal achievements, which
makes them highly competitive.
Decision Taking
Managers tend to base their options on inductive reasoning, uniting details into a
meaningful strategy and combining relevant patterns with innovative approaches. Accord is
valued and brainstorming in meetings is common. However, the manager, whose area of
responsibility, the decision most affects tends to make the final decision. Decisions which
have a greater impact on the organization as a whole are made higher up in the hierarchy.
Decisions are often made and executed rather quickly.
Teams
Many U.S. managers advocate the value of teamwork though U.S.-American individualistic
and competitive orientations can sometimes hamper the shared efforts necessary for
success. Hoping to foster more cooperative groups, many U.S. companies offer training
classes in teamwork and team leadership. In general, teamwork to most U.S.-Americans
38

refers to cooperative behavior and good work interaction between co-workers and
managers.
Timelines
U.S.-Americans tend to have a fixed orientation to time and employees receive encouraging
reviews for being punctual, meeting deadlines and making an efficient use of their time.
Deadlines are spelled out clearly and the timelines include short-term goals, reflecting a
present-orientation.
Performance Appraisals
Formal written assessments are conducted on an annual basis. Employees are evaluated on
individual and group performance, while managers are evaluated on their managerial
competence, often including such factors as relationship building, strategic thinking,
coaching and mentoring.
Conflict Management
Most U.S. professionals take pride in their ability to settle differences through discussion
and debate. Emotional displays to prove a point are not viewed constructively. Conflicts
that arise during or after a negotiation because of an breach of contract or non-compliance
offense carry the potential to escalate into a formal lawsuit.
United Kingdom
Characteristics of a good manager: British employees expect a fostering and caring style of
management which includes constant discussion, feedback and verbal recognition. The
British have great respect for strong and decisive leadership. Charisma and eloquence are
important characteristics in a manager, but low-key competence and technical knowledge
are more trusted traits over the long run. While authority is generally respected, employees
may test their managers to determine if the person in power deserves his/her high position.
Motivation
While group accomplishments are important in the British business culture, employees are
largely motivated by their own personal accomplishments and potential. Recently,
monetary awards, perks and prestige have become more important motivators for
employees.
Decision Taking
The British are deductive in their approach to decision making, typically using principleand theory-based reasoning to reach a decision. They believe that the right decision will be
39

reached as long as good, logical thinking is applied. As a result, decisions may take some
time. Once a decision is made, it carries wide-ranging authority and is likely to be
implemented speedily and efficiently by all parties involved.
Teams
British collectivistic and universalistic orientations are obvious in their preference for group
achievement over individual accomplishment. Cross-functional teams are an integral part of
British business practice, and in general financial targets and goals are determined by
specific departments in order to facilitate and encourage group achievement. Teams are
usually built around the need to achieve common goals, and each member will generally
bring a range of different skills to the team. The British prefer to make decisions by group
consensus and view open conflict as disturbing to group productivity.
Timelines
The British business environment rewards and reinforces a single-focus, fixed orientation
towards the efficient use of time. As a result, they have developed a precise commitment to
schedules and timelines. The British take time commitments seriously and, once agreed
upon, the parties expect to meet them. Managers often divide large-scale projects into
segments with one-year deadlines. These segments then contribute to the overall plan with
a timeline of about three years.
Performance Appraisals
Most British companies have a performance appraisal system. The appraisal process begins
with an objective-setting exercise at the start of the year that determines specific,
measurable, achievable, realistic and time-oriented goals for the employees. Formal
feedback and evaluation sessions that are tied to performance reviews are common, but
many of the exchanges are verbal rather than written and are held in private. Managers
conduct individual performance reviews and will provide employees with formal
appraisals, addressing substandard performance issues formally and directlybasing their
appraisals on objective and joint target settings.
Conflict Management
Consistent with their preference for a combination of direct and indirect communication,
the British usually approach conflict and debate impersonally and analytically. They tend to
see conflict and debate as a threat to their stability, which is also accompanied by the risk of
40

losing face. Conflict and debate is undertaken only when sufficient data to support any
argument is available.
Australia
Characteristics of a good manager: Good managers are expected to demonstrate honesty,
directness and accuracy. They are able to delegate and dispatch facts and hold their position
by virtue of their alleged ability. Managers who are not considered worthy of their post are
likely to be undercut by subordinates. Employees do not easily tolerate assumed superiority.
Motivation
As members of a largely individualistic culture, Australians generally work for their own
benefit. However, the bonds of friendship are strong and Australians are not willing to
sacrifice that bond for individual gain. So strong bonds of friendship can act as great
motivators for Australians.
Decision Making
Decision-making may occur individually at lower levels in the company, but typically
mediators are in consultation with top management. The decision-making process can
involve a number of people, most of who will subsequently be involved in implementation.
This might make the process longer, but it will lead to faster execution.
Teams
As members of a primarily individualistic culture, Australians prefer to work alone on
projects. If the members of a team are given good reasons why they should be working
together, and if the members can form a social bond of trust and mutual respect, then an
Australian team will be extremely effective.
Timelines
Australians have a fixed orientation toward time, and, as such, deadlines and schedules are
important. However, Australians are very concerned with their quality of life. While
deadlines are respected, valuable family or social time is seldom sacrificed in order to keep
a fixed schedule.
Performance Appraisals
Performance appraisal is acceptable in the Australian workplace, so long as it applies to
everyone in the company, from top to bottom. Rules, procedures and guidelines are
41

considered indispensable as a means of ensuring fairness. Regular performance appraisals

are regarded as a method by which everybody is treated equally and held answerable for
their own work.
Conflict Management
Conflict is welcomed as a social activity, a kind of verbal infighting. In negotiations,
though, unnecessary conflict and debate are perceived as a waste of time and, therefore,
counterproductive. Typically, negotiations are friendly and informal as well as direct and to
the point.
CONFLICTS ARISING DUE TO DIFFERENT PREFERENCES
We have already looked at different preferences and how countries vary in their cultural
preferences. In this chapter we will look at the conflicts that can arise due to these
differences and how can one over come these conflicts.
As mentioned earlier, we as team members or leaders need to first understand our own
preferences, and then of our subordinates, peers, supervisors, colleagues etc and finally
learn to adapt ourselves to others when the need arises.
One important point is that we are not belittled if we adapt to others. There is nothing
wrong in changing yourself according to the situation, of course not always though.
Changing or adapting you to others preferences is called Style-Switching. Here you
switch your style to meet the other persons to encourage a healthier relationship be it
professional or personal. In a lot of situations we all Style-Switch without even realizing
it. You might want to switch your style to the one preferred by your superior to strike a
better rapport. On the other hand while dealing with your subordinates, probably your team
members, its advised to switch to their individual styles when the need arises, for example,
while providing feedback. To understand the conflicts that can arise due to different
preferences, let us look at a case that I observed in my organisation

Case Study
A subordinate of Manish Rawat (name changed) who is from Australia does not approach
her job responsibilities with the diligence, attention to detail, and self-motivated,
empowered manner that is expected of her. He has to let her know that this is causing
42

great problems for the entire department and that she needs to change her performance in
order to keep her job. He is an Indirect and Formal communicator who is Harmony
oriented. His subordinate is a Direct and Informal communicator who has a strong
Constraint orientation.
IMPACT
How would Manish Rawat approach the situation based on his cultural orientations?
Manish Rawat due to his indirect and formal orientation toward communication would
invariably provide feedback in a non direct manner. Probably the feedback would be given
in an enclosed cabin to reinforce the seriousness and formality of the situation. However, as
he is oriented toward harmony, he would be very polite and try to reach a consensus
between the two.
What would be the likely outcome?
The likely outcome would be that she will not understand the problem as he was indirect
and her preference is direct communication. Also as her preference is informal she would
find the meeting in the closed cabin a bit too undermining which might not be taken in
too well. As she is from Australia she might feel that there is some country bias and might
upset her. She might consider it unnecessary and result in direct confrontation. Else as she
is constraint oriented she might feel even more restricted which might hamper her
performance even further.
SOLUTIONS
How could Manish Rawat Style-Switch?
Manish Rawat could begin with being more direct in his approach. He could directly tell
her that her performance is not upto the mark and tell her exactly what she needs to work
on and how. Also instead of providing the feedback in an enclosed cabin he could probably
have this discussion in the cafeteria, however still making it clear to his subordinate that it
is a serious matter they are discussing. Also as she is constraint oriented, he could begin
with providing her extra or additional support to begin with, and then giving her small

43

simple job responsibilities to take care of which would enhance her skills further and make
her move her orientation toward harmony or control.
How would this change the outcome?
This would solve the problem to an extent. To begin with, she will clearly understand what
the problem in hand is. She would also realize the criticality of the situation without feeling
undermined. She would probably approach her job with the thoroughness that is expected
out of her. Also with her gradual switch from constraint to harmony and control she will
grown as an individual and learn to stand up for herself, hence perform better. Looking at
this simple work related day to day example we see how easily a conflict can arise due to
difference in cultural preferences. Our aim by this project is to educate people around us to
the sensitivity of cultural preferences.
As an international company, we have daily interactions with our clients / customers across
the world. These interactions bring us business. These very same interactions can take away
the business as well. Company has recently about a year and a half ago started with Culture
Training. This training incorporates all the cultural preferences that we have spoken of in
this project. Through the spread of this knowledge and leadership encouragement, cultural
differences are now being understood better. Understanding these differences is the first
step. Style Switching or adapting yourself to the need of the hour is the next step which
takes longer to master. Once mastered, the results are evident and much appreciated.

44

CHAPTER 4
METHODOLOGY

45

METHODOLOGY AND PROCEDURE OF WORK

Meaning:
Secondary data, is data collected by someone other than the user. Common sources of
secondary data for social science include censuses organisational records and data collected
through qualitative methodologies or qualitative research .
Research:
Research must be systematic and follow a series of steps and a rigid standard protocol.
These rules are broadly similar but may vary slightly between the different fields of
science.
Sample Unit:

This sample included employees from lower, middle and upper

management.

Tyes of data-:
1. Primary data
2. Secondary data
I have collected data from books, magazines & Journals.
I have used Secondary data to get this information.

46

CHAPTER 5
FINDINGS, INFERENCES AND
RECOMMENDATIONS

47

FINDINGS, INFERENCES AND RECOMMENDATIONS

Recommendations: Resolution of these conflicts is a 3 step process.

1.

Analyze your own preferences

2.

Understand the preferences of the people around you

3.

Style Switch

Mastering these steps is not as easy as it seems, especially Style Switching, as one needs
to make a conscious effort to do the same. It requires a lot of patience and most importantly
the desire to do so.
This 3-step process can be learnt and imbibed in our life by attending some Culture
Awareness Trainings. I have been made to understand and appreciate others and have
learnt to be more sensitive and welcoming toward our clients and customers. This has led to
building of fruitful and long lasting relationship with them.
I also looked at the findings from the questionnaire sent to employees. The observations
and findings confirm the preferences reflected for Indians in this project. However, a very
interesting observation that emerges is that there is a slow and gradual switch more towards
the UK and US culture. Of late, there has been a growing influence of the Western Culture
in India. This can easily be seen with the observations and findings of the questionnaire.
Also, with the influx of the BPO industry and the doors opening even more for trade in
India, there has been more global exposure. This exposure is visible in India especially
within the young professionals.
These adaptations and changes are not only from India. Even countries like UK and USA
have become more aware of our culture and are taking keen interest in adopting it. This is
surely helping countries to understand each other better and improving trade and commerce
between countries, thereby building stronger relationships.

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1. Indians prefer indirect communication. Due to this it becomes tough for them to directly
refuse a customer. 43% of the population said that there are low chances of them refusing
the customer directly.
2.

The last 5 questions of the questionnaire are open-ended hence cannot be quantified.

However I have written my observation from the responses.

3. There have been quite a few interesting responses. Respondents have found differences
as minute as, the use of Sir for British is considered incorrect, unless thats the title of the
person being dealt with. A respondent went through a major escalation from the customer
as she had called the customer Sir with all due respect. However it wasnt taken the way it
was intended.
4.

Some respondents wrote they learnt from their mistakes. While others had the

opportunity of attending special training to understand the culture of these countries hence
were better equipped to deal with such situations.
5.

Almost all mentioned that though they would like the customers to know our Indian

culture however that isnt the case. On the other hand we are expected to know theirs as
they are our customers. However, one person did mention that now with the BPO industry,
people globally are getting to know and understand the Indian work culture better.
6.

Most of the 30 respondents mentioned that it should be a mandate to attend Training

before leaving on an OJT. However, we did have a few who felt no need to attend training
before hand and believe that true learning is when on the job.
7.

Most of them felt that, yes, it is extremely important to be sensitive towards a

customers cultural background as it would help build relationship. However at the same
time they expect the same from their side.

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CHAPTER 6
CONCLUSION

50

CONCLUSIONS

In this entire project the author has looked at cultural differences from a different
perspective. We have viewed the differences that exist in cultural preferences. These
differences have been broadly classified into ten categories and then further classified
making the understanding extensive.
After appreciating the cultural diversity; I then looked at the Country Specific preferences
to understand the differences and the conflict that could arise due to these cultural
differences. However, in the later chapters I did find a solution to over come these conflicts.
The observations and findings confirm the preferences reflected for Indians in this project.
However, a very interesting observation that emerges is that there is a slow and gradual
switch more towards the UK and US culture. Of late, there has been a growing influence of
the Western Culture in India. This can easily be seen with the observations and findings of
the questionnaire. Also, with the influx of the BPO industry and the doors opening even
more for trade in India, there has been more global exposure. This exposure is visible in
India especially within the young professionals.
Even countries like UK and USA have become more aware of our culture and are taking
keen interest in adopting it. This is surely helping countries to understand each other better
and improving trade and commerce between countries, thereby building stronger
relationships. These adaptations and changes are not only from India.
This dependence on others for various needs is how civilizations have become civilized to
accept.
The citizen sees himself becoming a global citizen with its becoming imperative to be
sensitive to cultural differences across various walks of life. The two largest democracies in
the world are the US and India. They are the perfect example of cultural diversity.

51

CHAPTER 7
SUMMARY OF THE PROJECT
REPORT

52

SUMMARY OF THE PROJECT REPORT

The observations and findings confirm the preferences reflected for Indians in this project.
However, a very interesting observation that emerges is that there is a slow and gradual
switch more towards the UK and US culture. Of late, there has been a growing influence of
the Western Culture in India. This can easily be seen with the observations and findings of
the questionnaire. Also, with the influx of the BPO industry and the doors opening even
more for trade in India, there has been more global exposure. This exposure is visible in
India especially within the young professionals.
This is surely helping countries to understand each other better and improving trade and
commerce between countries, thereby building stronger relationships. These adaptations
and changes are not only from India.
This dependence on others for various needs is how civilizations have become civilized to
accept.
The citizen sees himself becoming a global citizen with its becoming imperative to be
sensitive to cultural differences across various walks of life. The two largest
democracies in the world are the US and India. They are the perfect example of cultural
diversity.
Culture for cultures sake will work no more. Any culture that is tuned to satisfy and
cater to the needs of the markets and the customers will alone work - this has become
an urgent necessity.
One of the reasons for this has been the lack of diversity in the Corporate World.
Companies have now started to recognize that diversity contributes by retaining good
employees, lowering costs by developing skills in-house, and developing a reputation
that helps attract new employees. This is especially important with the economy doing
so well, and the demand for skilled labor at record levels.

BIBLIOGRAPHY
53

1. Cb Gupta, 2010, 2e, pp-100-102

2. Arvind V, Pathak et al., International Management, TMH, 2006, p-457-459

The Cultural Navigator Training Academy

http://www.leader-values.com

http://www.hr-guide.com/

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