Question

2. You are vice president of operations for a US–based software firm that is exploring building a software-design operation in India. Typically when international firms enter the Indian market, they quickly learn how a caste system can affect business activities. Although officially banned, the caste system still dictates everyday life for many people in India. You are confident regarding the likelihood of business success there, but you have strong misgivings about the caste system. How do you think your company’s stakeholders would feel about your company simply adjusting to local management practices?

3. The Internet and mobile technologies have penetrated nearly all aspects of life in developed countries, unlike many developing countries. This leads some people to say that technology widens the development gap between rich and poor countries. Do you agree that technology is widening the economic development gap between rich and poor nations?

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Answer 1

One question could be asked in one go. Pl ask the second question as a seperate one.

As the Vice President of operation, it’s very important to take in consideration the cultural differences to develop a strong relationship with an international Indian firm. The way we operate our company stateside will have very different practices compared to an international company in India. As Vice President, I do think that it would be possible to uphold a United States management style to a degree, not everything will run the same but we can set a foundation. The most ethical approach of bridging this divided would be to implement our policies that the company follows stateside but adapt to Indian culture and market.We will not have to adjust to the local Indian managerial style and human resource practices. The best way for me to see this through with the least amount of misunderstanding or insulting their culture is to place an Indian born employee that has worked for us stateside as head of operation for Indian operation. This manager will understand how the company ran stateside and has an understand of our corporate culture and policies. I believe that a manager that understand the local culture and ours can bridge the divide in policies that can and should not be put in to practice in this Indian branch.

If we do not that the luxury of an employee with this possible cultural background, then we would have research local Indian managerial styles and human resources. When we have, a firm understand of the differences we would have to implement our policies and adopt to theirs where both parties are in an agreement. The important part of adding an Indian subsidiary is that we try not disrespect their local culture and but still run our company smoothly.