This results in a conflict of interest between

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away, without any adjustments. This results in a conflict of interest between employees andaffects the overall performance of the company. There are several subsidiary strategies that MNC use and Pharmaz’s strategy can beclassified under the ethnocentric, global strategy since they expect their subsidiaries to be a likein terms of the carrying out same corporation-value system, organizational structure etc. as they
are used in the main organization (Farndale & Paauwe , 2005). The corporate culture of PharmazDenmark offers lots of benefits to its Indian subsidiary while providing lifelong learningenvironment for everyone In his article Soderberg points out that, the common approach has been used by thecompanies is communicating to top management and expecting the information will transferlinearly from top – down to implement their value-based management system in their acrosscountry subsidiaries. However, it is challenging to ensure both sides if the information has beenreceived and understood as planned without having any cultural interpretation (Soderberg, ..) . From the case study, it is inferred that Pharmaz Denmark was using the commonapproach to implement their corporate values in India. The manager Amrita is the top managerwho is sending the message to the employees to create their buy-in, however, in the Indiancontext with their interpretation it did not result in as it is intended. Thus, it created frustrationfor the manager and employees in India. We should consider the different cultural structure of the two companies to have a better understanding about what lies under the cultural conflicts. Hofstede’s cultural differences framework will be used in this case study to conceive main contrasts between two cultures under the four dimensions. These dimensions are power distance, individualism – collectivism, uncertainty avoidance and masculinity and femininity (Cite). Denmark is a western country which has identified by the Hofstede’s comparison individualism score of 74 their culture is individualistic in contradict to collectivistic Eastern country India which has individualistic score of 48. Uncertainty avoidance is relatively higher in India than Denmark. This shows the why in India InIndia employees are being slow to respond. Because the employees would like to have the approval of their superiors before respond
, Empowerment : Headoffice finds her managements system as authoritarian and wants to change it like more a coach delegate more and give fewer orders. (Empowerment and working independently ) . Indian culture is not Maintaning collebrative spirit: There is a challenge due to cultural difference in Indian people who has different bacgrounds. It affects the professional working environment but so delicate issue higher castes are not to enjoy any special privilages in the workplace according to in dial

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