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Identify the main issues raised and discuss how they may be explained in terms of the differing cultural and institutional contexts of Pharmaz Headquarters and Pharmaz India.As evident from the captioned case below are some of the major issues identified in relation with the varying culture and institutional context:Difference in management style:Indian management style is considered to be more authoritarian while the culture of Pharmaz was embedding three major values which were empowerment, equal opportunity and openness. Hence management was of the view to provide empowerment to the employees while management style adopted by Amrita was authoritative in nature which was creating conflict with the international practice adopted by the company. Further this was also impacting on the organizational culture as employees working in the organization were complaining that Amrita always expects more out of them and does not empower them to work with freedom. While Amrita was of the view that managing financial role is her responsibility and she should be authoritative as she is answerable for the performance of this team. Management view was that Amrita should be into the role of coach or mentor for the team wherein she should be empowering them and helping the team to achieve their goals (Mayo, 2005).Miscommunication and lack of understanding: Amrita was handling four teams, three of the teams were working fine bur the fourth team members were having lack of communication among them and inter group understanding was also not that great. The major reason behind this was issue of caste among the different employee. The newly joined employee Mr Shankar was of Brahman caste and was not willing to mingle with other caste team members as Brahman caste is assumed to be superior in Indian culture. But this issue was far away from the management values of Pharmaz and due to such small issues there were conflicts in the Amrita’s team.Knowledge management: Due to lack of communication among the team members, there was poor knowledge management practices being adopted and many a times users have complaint that in absence of a particular person, other employees working in the organization were not able to handle the issue. This clearly indicates that employees working in the organization were not sharing their knowledge with the other employees so that others can handle the situation in their absence.Flat organizational hierarchy: Organization hierarchy in the Pharmaz was quite flat and there were no multiple levels and position at which senior people are working. Allthe team members and team lead were working as the financial analyst though there was difference in the salary package. This leads to de-motivation among the senior people working in the organization.