HRM case study (Tang Li & Lujing Chen).docx.doc - Running head BALANCING VALUES Balancing Values Tang Li(1610046 Lujing Chen(1610163 University

HRM case study (Tang Li & Lujing Chen).docx.doc - Running...

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1 Running head: BALANCING VALUES Balancing Values Tang Li (1610046) Lujing Chen (1610163) University Canada West Professor: Dr. Tom Chan ORGB 601: Human Resource Management 01/05/2017
2 BALANCING VALUES TABLE OF CONTENTS 1 Introduction ............................................................................................................ 3 2 Three Issues .......................................................................................................... 3 3 Making Proposal to Niels Nielsen ....................................................................... 6 4 Implement the Corporate Values and Reorganize work ........................................... 7 5 D o T hree T hings D ifferently .................................................................................... 9 6 E ffective M ethod : E ncouraging K nowledge S harin g ............................................ 1 0 8 Conclusion ........................................................................................................ 1 1 9 References ......................................................................................................... 1 3 Introduction
3 BALANCING VALUES Pharmaz India is a subsidiary of the multinational pharmaceutical company in Bangalore, which headquarter is located in Denmark. Currently, the company employs about 6000 people in more than 30 countries. The top management focuses on characterizing the company as value-driven. By this mindset, three corporate core values regarding empowerment, equal opportunities, and openness in communication associated with knowledge sharing should be formulated. However, some issues raised in Pharmaz because of the different culture and institution contexts between Pharmaz India and Denmark. First, even though the managers motivate employees to make an independent decision, some people still cannot lead their projects independently. Second, it was difficult to implement the corporate value in an Indian context and balance the headquarters’ wishes and the employees’ expectations. Third, in consequence of the team members’ different backgrounds and a different work culture, lots of misunderstandings occurred. In an attempt to implement the corporate values, Amrita provided three measures in terms of encouraging knowledge sharing, introducing more work titles, and implementing a reward system. Three Issues Generally speaking, the main issues raised at Pharmaz Denmark and India are caused by cultural differences. The managers from headquarters believe that they should focus on corporate value worldwide: empowerment , equal opportunities, openness in communication . However, India’s work culture is different from Denmark .
4 BALANCING VALUES In the light of the institutional context, the main issue is how to deal with the conflict when Denmark administrators manage Indian employees in their home country within the corporate value. There are three issues in Pharmaz India would be discussed in particular: E mpowerment Conflict between hierarchy Misunderstandings in communication First ly, the empowerment of employees as the core value in F harmaz ' headquarter leads to main problems. Certainly, it is significant that each person should be able to work independent ly and learn more from the empowerment. But in general , not everyone in the Indian Pharmaz is confident and powerful and can complete the own project in the light of different education level (Dowling, Festing & Engle 2013, p. 32 0-321 ) . Moreover , a dominant characteristic of India's work culture is power distance . Employees are more like to require the regulations from direct managers and need the managerial interference to drive work. They usually adopt to accept explicit

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