HR leadership assignment essay on: Interaction between people & culture
- The interaction between the national boundaries may lead to a strong interface among its people and the culture to which these people belong. In the case study also there is an elaborate detail of the interaction between the Indians and the Chinese. Communication is the key to start any relationship be it a business or the personal relationship. Once a business relationship starts, for example Dilip Roy’s with Hu and Leis in the case study; it is seen that their relationship remains in flux and therefore undergo complete metamorphosis through time. On the over-all basis of the reading of the case study the cultural differences and they can be found among the business interaction. The first can be the objective behavior of the Chinese, it is seen that Hu was the first person who came to India and approached Dilip Roy for the business in Itsun China on his terms of the salary that he wished to have. But later the quality of the work, the payment and the check of the bonus got delayed so much so that the Chinese in fact had stopped replying to his right to have salary. By this drastic change one could said that probably the prior commitments were only made to convince Roy to work for them.
This was a shocking episode amongst others in terms that it was a matter of disrespect for him as he felt cheated by the Chinese. Also the system of the hierarchies was missing in the Chinese organisation as was there among the Indians. Thus Dilip Roy found it very shocking when Lei’s came up and took a sudden hold of the business by bluntly saying that it was the company of her uncle and that now Mr. Lei was the boss of the company. Thus it can be noticed that this way the culture of the business in China, was such that it lacked trustworthiness, explicit definition of the ideas and the deals before forming a relationship (Kanungo, R 2006). Even if the things would have happened once or twice the same would have been a different case but when it was happening continuously the thing was different for Dilip Roy. The cultural factors are also visible in terms of the importance of decisions in an Indian’s life and in a Chinese life, the decision of Roy to take up the job in China also focuses on the details like how much he has to put aside for his family and their well being and therefore an account of the relationship with the family is formed. On the other hand no such cues have been discussed by the Chinese employees and the officials he has been with.
A culture is something that regulates one’s personality and in turn determines one’s culture with respect to that. The cultural condition of an individual determines that how one interacts with the other. In the corporate culture also the development only takes place according to the behaviour which two cultural beings from different backgrounds have for one another. The culture that goes on in any organisation determines the parameters on which it can be defined, the culture of the people working in the organisation would affect alter the environment in a good way only when the parties involved trust each other and cooperate with each other, whereas in the case study of Dilip Roy the case has been different as Dilip is in fact cheated by the Chinese therefore there is the break of the trust and also when it is told that his bonus amount payment was stopped for a long period, this highlights that the companionship lacked cooperation. The culture of the organisation is also reflected in the way when there are fewer disagreements among the working parties and then the decision making is also a collective process. But in the case study the situation has been entirely opposite when the reader gets to know that actually Hu and Leis impose the company’s policies, even during the audit sessions though Roy was always present there on all ten days but then no opinions of his were sought and it was a matter of exasperation for him (Gelfand, M et. al 2007).
The culture is also determined affected by the types of the communication which happens in an organisation, it is necessary that there should be a provision of the open communication culture so that the scope of misunderstandings and the misinterpretations could take place and the higher comfort zone of the individuals could take place. the culture of the organisation should ideally be such which respects the identity of the other in that case it would have been better if the employees would not let the other person down or would treat somebody s almost negligible. In the case study there are instances which show such a behavior to actually objectify the other, like the way Leis were treating Roy and also the instance where Vishwas is seen to be still working autonomously and that was not good for the unity of the employees and thus was against the working principles of Roy (Fontaine, R, 2007).
- There are different studies under the term ‘Culture’ which can be deeply related to in order to understand the complexity related to culture and that how can there be certain issues related to management in the organisation. First, is Metaculture, this is a unique elemental factor in understanding culture specifically. In cross-cultural relationships there is a great possibility of many differences among people who inhabit that cultural space; thus Metaculture is a sub-cultural entity which identifies those factors that make one species different from another. Therefore in the present case also there is the factor of Metaculture which makes the Chinese different from the Indians and therefore because all the beings of the respective culture have been exposed to a different cultural space. Secondly, another important cultural faculty is Evoked Culture, it is especially important to understand the implications of the case-study under review (Primcez, Romani & Sachmann 2009). This cultural sub-category marks out the ways in which people live under ecological conditions. In the same ecological system there are many variables of interests which many ecologists have listed down: distribution of the resources, composition, changing circumstances in daily routine of the inhabitants. The inhabited system itself (that is the place/location one lives in) already contains many hierarchies which interact among themselves (Organizational culture), and also the non-organizational cultures, which act as an antithesis and determine the difference between these two aspects and also the similarities (if any). These ecological based living conditions lead to within and between cultural differences that are known as Epidemiological Culture. Such a culture is ubiquitous, and therefore is self-reflexive. Such cultural intricacies can be significantly seen in the present context of Chinese-Indian organizational relationships, as the time spent together in an official atmosphere is iconic enough of the behavior of the members of the organization (Besson, C et. al 2005). These important theories of Metaculture, Ecological culture and the Epidemiological culture thus stand important in determining the fact that in such diverse temperaments which are so natural and obvious because of the different fundamental scenarios of the two countries.
As culture is interlinked with the language then there comes a huge responsibility at the part of the behaviour which the individuals possess with relation to the verbal and the non-verbal attitude that they have. In an organisation the employees or any functioning body might undergo various cultural conflicts, on the basis of language, varied interpersonal styles and on the rules with regard to take responsibilities within the organizations (OPPapers 2012). Majorly, this connection within the people belonging to two different nations, having been exposed to two different interpersonal communicative styles, different traditional and ritualistic conditions and ways of living is drawing problem at the intersecting point where they perform as workers in an organization. It is important to question that why the relationship between human beings get confused? Language plays a vital role in building relationships intra-nation but the same may also become a barrier to communication whenever the two or more nations come together in an interactive domain (Johnson, J et al. 2006). Other than just verbal communication, it is known popularly that non-verbal behavior is indexical of one’s cognitive attitude and the ability to build relationships (Primcez, et. al 2009). If the language of one culture is inaccessible to another culture, that doesn’t make that particular language to be an obsolete one.
In such cases, people take benefit of their non-verbal capabilities to interact, .i.e. the optimum use of the body language is made by the people to put across what they want to speak. “When the eyes say one thing, and the tongue another, a practiced man relies on the language of the first”, it has been rightly brought out by Ralph W. Emerson. The quote does support the discourse about the communication across cultures, because it stresses that it is always a wise choice to depend upon the body language more than words. The technique to build a relationship across boundaries is to depend thoroughly upon the non-verbal behavior (OPPapers 2012). The referred case-study is the one that highlights elaborately over this basic idea of cross-cultural interaction but in the context of management of the works by an Indian in China. For an instance in the case study, Dilip recalls that when he wanted to clarify the confusion about the lack of the spare parts it was in fact more irritating because then the language barrier because then he could not talk to the Chinese clients and could not clarify about the problem (Thanh, V &Tran, 2009). Also the next instance when Yu Wan and her husband dictated about Lie’s designation in the firm and that was very imperious in its own way. This happened very bluntly at Dilip’s face so the language and the body language played an important role in determining the behaviour of the Chinese and their business culture in an intercultural set up.
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