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Tang Li (1610046)Lujing Chen (1510764)University Canada WestProfessor：Dr. Tom ChenORGB 601: Human Resource Management30/04/2017
Generally speaking, the main issues raised at PharmazDenmark and Indiaare 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.In the light of institutional context, the main issue is how to deal with the conflict when Denmarkadministrators manage Indian employees in their home country within corporate value. There are three issues in Pharmaz India would be discussed in particular: 1 Empowerment 2 Conflict between hierarchy3 Misunderstandings in communicationFirstly,the empowerment of employeesas the core value in Fharmaz' headquarterleadsto mainproblems.Certainly,it is significantthat eachperson should beable to workindependently and learn more fromthe empowerment. But in general, not everyone inthe IndianPharmazis confident and powerfuland is able to complete own project in the light of different education level(Dowling, Festing & Engle 2013, p. 320-321). Moreover, a dominantcharacteristic of India's work culture is power distance. Employees are more like to require the regulations from direct managers andneed the managerial interference to drive work. They usually adopt to accept clear orders instead ofunknown challenges(Lena, 2013). Hence, Amritafeels squeezed between a coach style from headquarters’ wish