Assignment Cover Sheet

Student Name: Student Number:

Syed Redwanur Rahman
Unit Name:

s239377
Unit Code:

Cross Cultural Management
Lecturers Name:

PRBM016

School of Law and Business Charles Darwin University Casuarina NT 0909
Phone: (08) 8946 6830

Susan Bandias
Assessment Title: Culture and Managerial Implications

Semester: 2 Applied for Extension:
N/A NO YES – to

Year: 2012

Assignment 2
Due Date (dd/mm/yyyy): Lodgement Date (dd/mm/yyyy): (dd/mm/yyyy)

15-10-2012
 

15-10-2012

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Assignment 2 PRBM 016

Syed Redwanur Rahman s239377

Page 1

0 10..4 Comparison of Legal Framework………………………………………………..0 9.0 4.0 Introduction…………………………………………………………………………...9 Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 2 .0 2.0 6..3 Demographic Comparison of Workforce…………………………………………..Table of Contents 1.0 3.0 11.8 References…………………………………………………………………………...0 5.4 Comparison of Power Distance………………………………………………….7 Comparison of Uncertainty Avoidance………………………………………….0 8.6 Comparison of Gender Preference………………………………………………...7 Comparison of Business Negotiation Process………………………………….6 Comparison of Group Orientation……………………………………………….8 Conclusion…………………………………………………………………………..4 Workforce Diversity Comparison…………………………………………………..0 7...7 Comparison of Approach of Looking into future……………………………….0 12.

1. Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 3 . this paper has been prepared with a quest of investigating about whether and how cultural factors and issues have any role to play in determining the organizational culture and management process of businesses in a particular country and how these processes and culture differ from one country to another. For the purpose of preparing this paper and undertaking the analysis as well. the perspective of India and Canada has been taken into consideration.0 Introduction: In assignment 1. over all cultural differences between India and Canada were explored taking some of the critical dimensions into consideration. Based on these differences and exploiting the knowledge of that analysis.

power and privilege. holding and cultivating the skilled employees they need. competing for. and are therefore “protected classes. This puts special pressures on employers in India around finding. access to professional education. Discourse about diversity distinguishes between social groups that are under-represented in the society‟s institutions of wealth. armed forces veteran status and sexual orientation. in Canada the operative diversity categories are not only gender. Corporate cultures. mirroring the age demographics of the population. national origin. place of birth (ethno-linguistic region) and.0 Comparison of Legal Framework: In Canada. but in developing it and creating an environment that supports social cohesion amid the diversity (About.” and those that have had greater access to opportunities and professional advancement. but segments of the society previously excluded or under-represented in the professions. marital status. In the Canada the average age of the workforce is older. and the expected social norm for corporations is compliance with the law. 3.0 Demographic Comparison of the workforce: India‟s workforce is preponderantly young. not only immigrants from all over the world. The principal challenge for Canadian employers today lies less in finding diverse talent. Changes in Canadian society have brought an unprecedented social diversity into the workforce.2. immigration/citizenship status. including mechanisms for monitoring compliance and redress for violations.0 Workforce Diversity Comparison: Unlike In India where the main diversity categories are gender. race/ethnicity. especially in managerial and leadership roles. age. Despite its much strength. particularly the IT sector that is the new economy‟s engine for growth. entry and career advancement is still disproportionately concentrated among social groups that have traditionally dominated the professional fields. the educational system doesn‟t provide sufficient trained talent for the job market. Large numbers are entering the professional workforce at a time of rapid economic expansion that provides increased opportunity for the well qualified and well connected. socialization. and religion. 4. employment policies and networks of influence have been forced to change. It includes legal accountability up the corporate chain of command for discriminatory or harassing behavior in the workplace. The success of a number of lawsuits against corporate offenders has helped create a climate where discriminatory practices are no longer considered acceptable. but also disability. However. for Hindus the caste system. the past two decades have seen the development of a robust system of anti-discrimination legislation. religion. It includes protection of employees from „hostile work environment‟ situations and protecti on against retaliation for bringing forward complaints.com 2012). Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 4 .

selection and career advancement are less likely to be aggressively challenged. Backlash against the existing reservations system has also won some legal victories. Recent attempts by the Indian government to extend the reservations system to the private sector have met stiff resistance from Indian industry. discrimination in recruitment. Global Compact‟s principles8 regarding the elimination of discrimination with respect to employment and occupation.N. in ways reminiscent of public controversies in the early days of civil rights and affirmative action legislation more like the United States. state-financed colleges and legislatures. Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 5 .By comparison. In India the approach toward correcting caste-based employment discrimination has been quantitatively fixed reservations (quotas) in public-sector jobs. The pros and cons of this approach are passionately debated. and this initiative is now on hold. the legal safeguards redress mechanisms and monitoring processes in India are less developed. A sign of voluntary change is the adoption by most of India‟s major IT companies of the U.

where senior colleagues are obeyed and respected. Individuals tend to do things together. They are used to a system of hierarchy in the workplace. This must take place on a business level. i. there is a noticeable lack of privacy and a smaller concept of personal space. Canadian culture indicates a greater equality between societal levels. In India.e. Canadian people and organization utterly believe in team playing. In India there is no standard for rewarding individuals of a company that are proactive in their career advancement. Indians usually have lunch together in the office as oppose to eating alone. On the other hand.0 Comparison of Power distance: Indian people are very sensitive to the rank/position of people.0 Comparison of Group Orientation: India is a collectivist culture and their strength is that they work well in teams. and such awareness shapes their behavior towards it. This concept is traditional to an individualistic culture. For Indian business practices. if one person gets up to get tea. where several generations used to live together under one roof. Doing business in India involves building relationships. i. organizations.e. Supervisors are expected to monitor an individual's work and shoulder the responsibility of meeting deadlines. rather. and even within families.even at the expense of lucrative deals. Moreover. It is vital that a good working relationship is founded with any prospective partner. Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 6 . which India is not. hierarchy is not a big issue. Indians only deal favorably with those they know and trust . for example. this places an additional importance on interpersonal contacts. avoidance of conflict and a more indirect approach to communication. relating to your partner and exhibiting the positive traits of trustworthiness and honour. demonstrating strong business acumen. and at a personal level. 6. Canadian business practice also emphasizes on team playing.5. In Canada. Discussion is almost always lead by the most senior person. This orientation reinforces a cooperative interaction across power levels and creates a more stable cultural environment. he may ask several people to follow. including government. Seniors and superiors are there to support the juniors and team members to reach the organizational goal. but from time to time the Canadian people like to maintain their privacy and prefer to have their own spaces while they are not involved in any official or business activities.

women in business are very common and they have got the equal respect and position in the society.0 Comparison of Gender Preference: Women in business are very common in India. one should wait for a female business colleague to initiate the greeting. Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 7 . they blend well and there is no special gap in between men and women in Canada. It‟s interesting to note that even when Indians travel abroad they work very hard and sacrifice a lot for long-term benefit. Sticking to one job throughout the life is also an indication of long term orientation culture in India. Indians have a sense of shame that is shared amongst a group of people and relationships are viewed by order of status. Canadian businesses and people are always keen of setting short term goal and plans and they love to move forward step by step. and they are treated with respect in the work place. It is always a common practice to make any sort of business appointments well before the business dealings. 9. It is expected that the Indian businessperson will plan further out in their business plans because of their need for Long-Term Orientations.7. Indian people always prefer indirect communication other than direct communication.0 Comparison of Uncertainty Avoidance: Indians appreciate punctuality but may not reciprocate it. In comparison. Indian men do not generally shake hands with women unless female initiate it. 8. On the other hand Canadian culture is an indicator of short term orientation. In Canada too. women and men always go side by side in business activities. which is the education of their children.0 Comparison of Approach of looking into future: Indian culture indicates that Indians are more persistent and thrifty and hence is the organizational culture and management process in India. Canadians are also fond of direct communication and they maintain both way clean and transparent communication process throughout the hierarchy. On top of it. Canadian people are very cautious of their time. Business meetings and official activity timing is maintained very strictly and punctuality is the order of the day for the Canadian businesses. However.

10. Canadian business culture and decision making process always appreciate involvement employees of all levels. Bargaining for the price or additional concessions is normal in India. This is not only because of the bureaucratic nature of many Indian organizations. 11. That is. doing so is considered discourteous. in Canada. but also on its source and endorsement. Indians are cautious in accepting a new ideas or proposals. Business dealings do not normally involve any kind of bargaining unless previously declared and chances of this happening is low as well. is often a long-drawn out process. Conclusion: From the above analysis. are very much receptive of new ideas and it does not matter which source the new idea is generated from. opinion of everybody is taken very seriously and communication is very much direct and open irrespective of its sensitiveness. Indian negotiators expect and value flexibility in negotiation. as long as they are consistent with business. Openness to a new idea depends not only on its quality. In Canada. Therefore. Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 8 . There is no denying the fact that culture plays a huge role in determining the organizational culture and hence the decision making processes in these countries. Canadians. on the other hand. But in Canada. Indians usually do not express their disagreements openly and directly. Comparison of Business Negotiation Process: In general. On the other hand. sometimes a straightforward offer may be perceived as a rigid stand. it is very much clear that significant difference lies in between the organization culture and management process of India and Canada. Making a decision. information about whom else has implemented it or who has proposed it has a major influence on the decision about a new idea. bargaining is very much low. but also because a decision may have to be ratified by people who may not be present at the negotiating table. administrative process always remains straight forward and simple and decision making process is not a lengthy one. in Indian organizations.

org/wiki/Section_Twentyseven_of_the_Canadian_Charter_of_Rig hts_and_Freedoms Wikipedia 2012.php?title=India:_About_India_-_Part_2 Wikipedia 2012. viewed 4 August 2012.about.php?title=India:_About_India_-_Part_1 Madhukar Shukla 2012. Your Guide to India. viewed 5 August 2012.com 2012.wikipedia. Section Twenty Seven of the Canadian Charter of Rights and Freedoms. Your Guide to India.com/cs/statistics/a/workforcestats Assignment 2 PRBM 016 Syed Redwanur Rahman s239377 Page 9 .com/index. viewed 4 August 2012.References: Madhukar Shukla 2012. viewed 3 August 2012.executiveplanet.wikipedia. http://en.com/index. http://en. http://www. http://www. Culture of Canada.executiveplanet. viewed 3 August 2012. http://canadaonline.org/wiki/Culture_of_Canada About. Canadian Statistics.

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