US Operation in India





US Operation in India

Navigating the Indian job market can be challenging for organizations from liberal societies since the caste system present in India can cause significant impairments to their productivity and performance. The caste system places people in different social and economic classes that mostly define what course their lives will take. The caste system greatly influences what people can lead, who gets preferential treatment and access to the best opportunities. For example, should a manager be from a lower caste, this might cause qualified employees from higher castes to refuse taking up subordinate positions even if the manager is better qualified than they are. It might also result in insubordination since people from higher castes normally do not follow the directions of those from lower castes as they see them as inferior. As a VP, understanding the dynamics of the caste system alongside other challenges associated with cross-cultural management and workforce diversity is crucial in creating efficient strategies to ensure that the relationship of their resultant team is strong (Cross 20).

It is imperative for the company to maintain its identity and performance, which is only possible if they continue to use their proven management styles in the India (Armstrong and Armstrong 470). Appointing an employee from the parent company to head operations and oversee the rollout of the new firm would ensure that the new firm upholds the practices of the parent company and ensure high productivity. Since there are many diversity and cross-cultural issues associated with the Indian work environment, the company needs to remain flexible to enable it to preempt problems and adjust policies accordingly to ensure continuity and profitability. Hiring managers who understand the intricacies of the Indian labor force would allow the firm to adopt their policies to suit the Indian market and ensure that their employees have a friendly working environment (Sinha 3).


Works Cited

Armstrong, Michael, and Michael Armstrong. Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page, 2009. Print.

Cross, Elsie Y. Managing Diversity-the Courage to Lead. Westport, Conn: Quorum Books, 2000. Print.

Sinha, Jai B. P. Multinationals in India: Managing the Interface of Cultures. New Delhi: Sage Pub, 2004. Print.

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