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(Dong, Bartol, Zhang, and Li, 2016). If the award system would benefit the team and not the individual, then the team members will be more open to helping and sharing with their teammates. Instead of rating each other, team leaders should document the knowledge that has been shared between their team members. They should be rated on not only the knowledge shared but how that knowledge also benefits the team. A quarterly review of those submissions
BALANCING VALUESwould result in a reward for the team and not the individual. With the creation of titles structures,the individuals already have something to motivate them individually. It appears that Pharmaz India needs help in motivating teamwork instead.ConclusionThe integration of a blended system utilizing the ideas of Niels and Amrita will be more successful in the Bangalore business environment. The labor market in Bangalore is highly competitive, and many individuals believe knowledge is a personal resource. Therefore, utilizing Niels desire to push for knowledge sharing, Amrita will need to ensure there are incentive pay and bonuses to compensate for the change in methodology within the workplace. Niels wants theemployees to become more independent in the workplace instead of relying on a “crutch” such as getting the approval from their chain of command. Having individual empowerment will aid in the various complaints he has received from clients due to the lack of task completion. Amrita should continue to push her employees to delegate and work with more independent authority; however, to achieve what Niels wants, will take time and training. With Niels system of ratings including supervisors and colleagues, it promotes performance and knowledge sharing within thecompany. Incorporating a bonus (in conjunction with Bangalore customs) with this new rating system will incorporate an increase in employee motivation, as well as, Pharmaz’s values of openness and knowledge sharing. The only obstacle with this colleague rating system is the popularity aspect as seen in the Balvinder/Shankar issue. Although this blended plan has a few negative aspects, it will allow for the best possible result for Pharmaz India’s financial services center.
BALANCING VALUESReferencesAlbert, C. F., Shackleton, J., French, L., Parker, C., Roberts, M., Rath, S., & Steinberg, H. (2016). BIG 5, CULTURAL DIFFERENCES, AND STRATEGIC CUSTOMER SERVICE DIFFERENCES BETWEEN BANGLADESH, INDIA, PAKISTAN, AND THE UNITED STATES OF AMERICA. Summer Internet Proceedings, 18(2), 45-49.Dong, Y., Bartol, K.M., Zhang, Z., and Li, C. (2016). Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual-focused transformational leadership. Journal of Organizational Behavior. 38, 439-458. Retrieved from?vid=3&sid=cf0033d1-ec20-4594-a477-4b9cc42c96ca%40sessionmgr104(Links to an external site.)Links to an external site.Sharma, M., & Kaur, G. (2011). WORKPLACE EMPOWERMENT AND ORGANIZATIONAL EFFECTIVENESS: AN EMPIRICAL INVESTIGATION OF INDIAN BANKING SECTOR. Academy of Banking Studies Journal, 10(2), 105-120.