Overall, Silvio was not the right choice for general manager of Schindler’s India operations for three crucial reasons: 1) he had other priorities in his personal life that limited his capacity to focus on the India operations, 2) Silvio lacked the proper background and relevant experience for this position, and 3) his leadership style, caused by a number of significant cultural differences which overall resulted in a number of managerial and corporate culture issues. However, it is important to note that although Silvio was not the best choice, the Schindler Company was also at fault for not providing Silvio the support he needed during his stay there and in preparing him for the cultural barriers he would be facing.
Firstly, Silvio’s family—a
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dimensions (Appendix II), India is very high in humane orientation (its cultural cluster, Southern Asia, having the highest score out of all the clusters) and in-group collectivism whereas Italy and Switzerland both have low humane orientation and low in-group collectivism (Cross-Border Transfer of Knowledge). This is also shown in Hofstede’s high collectivism score for India compared to Switzerland and Italy (Appendix I). Notably, humane orientation refers to being altruistic, friendly, generous, and kind to others, and already that difference would create a different leadership style. (Leadership Dimensions: Culture and Leadership) In the case employees mention that M.K. Singh is friendly and easy to get along with as a leadership figure, reinforcing that a sociable and more easygoing approach resonates with employees. The Cross-Border Transfer of Knowledge paper also mentions that cultures with high in-group collectivism are also reluctant to spend time and effort to build close relationships with outsiders. Silvio should have taken the initiative to build close relationships with his work colleagues and partners and build trust rather than rely on his authority to create relationships with his employees as he did in Switzerland. This also indicates that someone with some international experience, HR experience, or even someone with a more flexible leadership style would be better suited for this …show more content…
This would have lead to lack of communication between colleagues and Silvio of any problems or advice they would have otherwise shared. Reiterated by the G.L.O.B.E. dimensions, with high in-group collectivism cultures (i.e. India), members are used to working with their own in-groups and are less concerned with knowledge transfer to those outside their own group. (Leadership Dimensions: Culture and Leadership) Moreover as Indian culture relies on high-context communication (as Silvio mentioned few people voiced concerns and questions about his strategy despite having them), Silvio, coming from a low-context communication background would not have picked up on the subtle cues his colleagues were giving him, even if they did give him feedback or advice. Furthermore, as mentioned earlier, Silvio’s previous highly-respected role at Schindler may have stopped him even more than the average manager in listening for these cues as the previous norm he had grown accustomed to was a culture where his colleagues would inform him of
The modern world has experienced tremendous changes, which have contributed to changes in people living in the global world. These changes have mainly been brought by globalization, which is a major phenomenon in the 21st Century. Leaders across various professions, businesses, and governments need to cope with globalization since it forces them to cross borders more often and communicate or conduct business with people from other cultures. This process involves developing necessary skills for working effectively in the modern complex world. Actually, the ability of these leaders to work effectively not only requires the development of essential skills but the application of leadership principles in the global work environment. In essence, leaders must develop their ability to apply leadership principles across culturally diverse workforce in today’s global work environment.
Hollander (1985) defined leadership as the process of influence between a leader and followers to attain group, organizational, or societal groups. Some leaders are innate, however now a days most of the leaders develop himself/herself by education. Education system takes a great place to develop leadership quality in context of globalization. “Students are now consumers who define quality education from a global perspective” (Drucker, 1995). Current education system has been changed in Asia basically in Thailand to create more efficient and effective leaders. There are lots of multinational and international organizations that are operating their businesses all over the world. Because of globalization cross-cultural workplaces has become a challenge for the organization. The culture of multinational or international organization has shared by the members of the organization. The individual level, the intra-organizational level and the inter-organizational levels are the three levels of contrast for cross-cultural organization. (Rhein, 2013)
A case study is one method of non-experimental research. Case studies are very important in that it allows researchers the freedom to conduct safe and exclusive research to discover behaviors and situations that would normally be dangerous or impossible to study (Crawford, 2017, p. 78). Rayburn & Davidson (2001) discuss the advantages of using case studies in research and describe it as a “time-honored research method” (p. 269). Sigmund Freud is probably the most recognized researcher to use case studies in 1895, publishing (with Josef Breuer) Studies on Hysteria (Midgley, 2006, p. 124). The magnitude of Freud & Breuer’s case study was different from earlier case studies in that time; it was more intense, and the
Mrs. Andreotti is an 87 y.o female seen at home for an initial visit at the request of ARNP Garrison, I am asked to see this patient to assist with symptom management and exploration of palliative treatment options in the setting of the patient's complex medical illnesses. A review of the medical records indicates that the patient suffer from multiple medical illnesses including advanced Alzheimer's, chronic Afib manage with medications and xarelto, chronic anxiety, chronic agitation, chronic depression, and chronic hyperlipidemia.At today's visit she is accompanied by her daughter. She is awake and alert. The daughter states that the patient was recently evaluated by hospice by not admitted due to a prognosis of greater than 6 months. The
Stock and Genisyürek (2012) reported a study by global leadership and organizational effectiveness (GLOBE) which established 9 cultural aspects for the purpose of ascertaining the similarities and variations that are inherent in societies and in traits. The study was developed upon the findings of Hofstede on cultural studies. The aspects include uncertainty avoidance, power distance institutional collectivism, human orientation, in-group collectivism, assertiveness, future orientation, performance orientation and gender egalitarianism. The major variations that differentiate the GLOBE and Hofstede’s dimensions include the inclusion of the humane orientation which regards the issuing of collective rewards for the kindness and care for others
Constant technological and global changes create challenges that forces leaders to manage different cultures in different countries. People, goods, services, and ideas are moving today at greater speeds which mean our labor force is becoming more diverse and multicultural by the day. Effective leaders need to understand such global dynamics in order to successfully manage organizational cultures. The cultures of leaders and their core assumptions might be different from the values and assumptions of employees in a different country. Two managers working for the same global company might see things differently due to their backgrounds and cultural values. The different countries, in which the organization operates, will have different cultures depending on the social, economic, and political history of the country. Managing and understanding these differences need an effective cross-cultural thinking leader (Yukl, 2013). Some research questions that Yukl, 2013 suggests are: 1) how behavior differs across cultural values and for different countries? 2) How values and behaviors are influenced by personality across company and country? 3) What types of traits, skills, and experience are most useful to prepare a leader being assigned to a new country? 4) How does the fast-changing culture in developing countries affect and relate to
Because actions and styles differ across many different organizations and cultures, There is a need for knowledge and leadership to move worldwide. Tubbs and Schultz (2006) assume that the idea for global leadership must allow its leader to address those issues and needs whenever culture presents itself. Behavior bases global leadership a mixture of cultural varied leadership skills because communications and technology has changed the need for global
First of all, this large multinational tended to look inward, not outward. Hostage to its legacy, ICI's policy was dominated by consensual decision making which retarded the procedures, tradition and emotional ties. Even though a series of changes were implemented during the eighties, ICI kept overlooking external conditions like fast growing and developing technologies and changing market and competition tendencies. A more open, aware corporate policy could have weakened the call for break-up.
Cultural sensitivity, need to be considered in formulating an effective leadership style in the case of emerging markets. Cultural Sensitivity is western cross-cultural academia is a frequently used word. Simply put, to make their views and opinions culturally sensitive, and must be talking about the similar phenomenon of free hugs (free hugs) to realize the same behavior under different culture background have a different understanding. Occasionally saw the discussion about free hugs, I think the controversy on this phenomenon the reason lies in introducing free hugs people in carrying forward the spirit of love care of at the same time, then forgotten its Cultural background and environment. The different culture caused many details of
I have, however, found that while the Culture and Politics of countries differ, the basic necessities and requirements of employees remain similar all over. I have added my experience to the studies and articles and summarised to present them in the Indian environment.
Even though the workplace culture initiatives were known as world class well-known, it is foolishness to expect the same from all employees of different cultures. Daniel(1995) states that organization culture or workplace ethics and its effectiveness is primarily established on four qualities of the organizational ethics. The four individual traits includes participation or involvement, reliability, flexibility and mission(O’Reilly, Chatman & Caldwell 1991). Similarly, Sinclair(1993) states that management as an trait can also influence organizational and employee performance. Therefore it seems to be doubtful that every employee would be comfortable enough to blend into the company’s norms and culture. Also the two traits namely involvement and adaptability plays a major role in the culture as they reflect flexibility, openness and responsiveness. He states that culture in the workplace can be an integral part of the adaption process and these indicators may be the sign of good performance and growth(Daniel
Individuals from different cultural backgrounds vary in their expectation of leadership due to differences in value orientation which may lead to intercultural conflicts. For instance, some culture value individualism whereas others values collectivism. People from collectivistic cultures place a great emphasizes on group loyalty and teamwork. Cultural values also influence communication patterns and people from collectivistic prefer leaders who use less direct communication. On the other hand, people from individualistic cultures prefer highly individualistic communication which may conflict with the collectivistic cultural background (Holliday,
4- Leading across culture: National culture affects leadership style because it influences how followers will respond*. So when assigning a leader we should keep in consideration the culture of the followers. For example; Japanese leaders re expected humble and speak frequently while Arab leaders show kindness and generosity*.
The differences in cultures between Sweden and Italy had already become apparent in 1993, when Pharmacia merged with an Italian pharmaceutical company, however the inclusion of the American company into a corporate culture which had only so recently been developed and accepted by employees of the companies involved in the original merger created further cultural confusion. “Communication problems, beyond the obvious language differences, became a real barrier to honest dialogue”. This quote, coming from one of the American representatives of Upjohn goes to prove that there was an obvious problem with the interaction between managers of the three countries involved in the deal.
Miroshnik, V. (2002). Culture and international management: a review' The Journal of Management Development 21(7): 521-544