Question

Sybil, as the global team manager, was hired to manage some new global teams for Alternating Energy Inc. (AEI), an alternative-energy company implementing wind and solar-generated energy systems throughout the globe. Sybil had worked previously for a gas exploration company in North America, so she simply hired many of her previous company’s employees who had worked for her at the gas exploration company. Sybil deployed the teams along with their families to work with Indian nationals and clients in India. Since India is such a large country, although there is some autonomy for the teams, all decisions were made by Sybil and then subsequently communicated with the teams.

After 6 months in the field, the teams are not performing well. The team members are frustrated by what they term as internal conflicts and “the clients’ lack of cooperation,” and their families seem to be unhappy in the new environment. The AEI executive management team is beginning to ask questions not only regarding the teams’ performance but also regarding the hiring process used. AEI has an employee handbook saying that the company hires people based on abilities from a diverse pool of candidates that also represent their diversity of global clients.

After completing the reading and reviewing the Learning Activities regarding culture and global human resource management (HRM), address the following checklist items.

Checklist:

● Describe the problems you discern in this situation from the brief facts provided.
● Describe how the global teams in India are managed versus how they should be managed.
● Apply global HRM concepts from your reading to the hiring of the teams.
● If you had been Sybil, how would you have applied all of the cultural acclimatization concepts from the Reading and Learning Activities areas that would fit this scenario at the outset to help the team members and their families successfully adjust to India?

Answer 1

Question 1: Describe the problems you discern in this situation from the brief facts provided.

Answer 1 : The problems that can be discerned in this situation from the brief facts provided are threefold:

• The groups recruited by Sybil were from the gas investigation business and not the option vitality one. Along these lines, there could have been a mismatch in work profile and skills.
• These representatives chose depended on Sybil's own suggestions and were his ex associates so he employed them dependent on commonality and faithfulness and not really employed on the AEI's legitimacy and fair treatment prompting view of nepotism in the enrolment procedure.
• These groups were situated in North America and conveyed across India. It isn't referenced that they were given preparing in social assorted variety and social traditions in India before being ostracized or conveyed in India. This could prompt culture stun and strife in style of working. India is a pluralistic culture with an intricate social request described by a huge number of ethnic, phonetic, strict and rank divisions.

Question 2: Describe how the global teams in India are managed versus how they should be managed

Answer 2 : Global teams in India are furnished with a great deal of self-sufficiency and adaptability because of the perplexing social structures and assorted variety when contrasted with North America. In any case, for this situation, all choices were made by Sybil and afterward consequently spoke with the groups giving almost no extension for self-rule to the Indian senior supervisory group indicating little confidence and trust in them. This prompted an unjustifiable and unfortunate circumstance following a 6 month in the field, where the groups were not performing admirably. The colleagues were disappointed by what they named as inward clashes and the customers' trouble.

Question 3: Apply global HRM concepts from your reading to the hiring of the teams.

Answer 3 : The Alternating Energy Inc. (AEI) has a worker handbook saying that the organization employs individuals dependent on capacities from a differing pool of competitors that likewise speak to their decent variety of worldwide customers. For this situation, Sybil in his ability as the worldwide group director endowed to deal with some new worldwide groups had disregarded the fair treatment by not conforming to it prompting an unjustifiable and unwanted circumstance following a 6 months in the field, where the groups were not performing great. The colleagues were baffled by what they named as inner clashes and the customers' resistance. In this manner, the worldwide HRM ideas to the recruiting of the groups from the perusing are individuals ought to be employed dependent on capacities from a differing pool of up-and-comers that likewise speak to their decent variety of worldwide customers particularly since India is a pluralistic culture having a mind boggling social request customer the board was essential.

Question 4: If you had been Sybil, how would you have applied all of the cultural acclimatization concepts from the Reading and Learning Activities areas that would fit this scenario at the outset to help the team members and their families successfully adjust to India?

Answer 4 : Most importantly, it would have been ideal to follow the AEI organization's representative handbook which says that the organization employs individuals dependent on capacities from a different pool of up-and-comers that likewise speak to their decent variety of worldwide customers. It is fundamental to conform to organization strategy and decides so that there is no aftermath later on for the good of the individual Sybil just as the organization and its customer sakes. Had Sybil executed the recruiting procedure as set down in the organization's worker handbook, he might not have turned out badly since he would have gotten the right ability pool dependent on a praiseworthy framework rather than one saturated with nepotism. These exemplary representatives ought to have first been prepared and familiar with Quite a while and culture before being sent/exiled so they would know about social contrasts and distinctive working styles of neighbourhood groups and nearby/territorial customers perspectives and desires so these groups and their families would have had the option to effectively change in India. In India, business is based on affinity and associations with individual contact set up and kept up with customers and workers as opposed to simply maintaining the business exclusively rules and strategies. Further, engaging neighbourhood groups would have lead to better versatility in dynamic better worker and customer relations. These commendable representatives ought to have first been prepared and familiar with Quite a while and culture before being conveyed/ostracized so they would know about social contrasts and distinctive working styles of neighbourhood groups and nearby/provincial customers mentalities and desires so these groups and their families would have had the option to effectively modify in India.

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