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GROUP 5

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INDIAN SUB-CONTINENT FINANCE SECTOR INTERESTS IN SOUTH EAST ASIA (INDONESIA & JAPAN)

ORGANISATION CORPORATE

CULTURE

Wait for Hetal

THE IMPACT OF CULTURE ON FINANCIAL ORGANISATION Wait for Hetal .

CULTURAL DIFFERENCES: INDIAN SUB-CONTINENT India -Traditional Caste System -Fatalism -Collectivism -Religion is a way of life -Financial channels are from friends & family -Main religion is Hinduism -Main language is Hindi .

CULTURAL DIFFERENCES: INDIAN SUB-CONTINENT Pakistan -Hierarchical Society -Main religion is Islam -Follow basic of business etiquettes -Negotiation is the prioritised in business -Business card is a must .

CULTURAL DIFFERENCES: INDIAN SUB-CONTINENT Bangladesh -Developing relationships -Business entertainment is important -Exchanging favours -Punctuality is important -Women are accepted in business .

CULTURAL DIFFERENCES: SOUTH EAST ASIA Indonesia -Hierarchically structured -Manager allocates tasks and making decisions -Promotions & selections are based on relationships -Connections with the government & organisations is a key to success -Hold of bureaucracy .

CULTURAL DIFFERENCES: SOUTH EAST ASIA Japan -Lifetime employment -Regard of individuals -Hierarchy based on consensus and cooperation rather than top-down decision -Long-term business relationships -Decision making is participative .

CULTURAL DIFFERENCES: Indian Sub-continent South East Asia Periodical employment Team responsibilities Top-down decisions Hierarchical in nature Authoritarian manners Lifetime employment Individual responsibility (Japan). Team responsibility (Indonesia) Co-operation Hierarchy is based on consensus Decision making is participative .

ALI AND ISMAIL SECTION .

INTERNAL STAKEHOLDERS Shareholders Employees Customers Suppliers .

EXTERNAL STAKEHOLDERS Japanese financial regulatory Indonesian financial regulatory Indian financial regulatory authorities Authorities The Reserve Bank of India Indonesian CapitalAgency and Financial Services Market Securities and Exchange Board Financial Institutions of India (SEBI) Supervisory Agency Japan Securities Dealers National Stock Exchange Association Bombay Stock Exchange (BSE) Bank of Indonesia Major Financial Institutions in India Foreign Investment Promotion Board Government Financial regulatory authorities .

PEFINDO Credit Agency.. Ltd. (DCR India) Credit Rating Agencies .T. Kasnic Credit Rating Investment Information and Credit Rating Agency of India (ICRA) Financial regulatory authorities Mikuni & Co. Credit Rating Information Services of (JCR) India Limited (CRISIL) Indonesia P. (R&I) Credit Analysis & Research Limited (CARE) Duff & Phelps Credit Rating India Private Ltd. Japan Credit RatingRating Indonesia P. Ltd.EXTERNAL STAKEHOLDERS Government Japanese credit rating Indonesian credit rating Indian credit rating agencies agencies Credit Rating Agency of India ONICRA Ltd.T. Inc. Rating and Investment Information.

EXTERNAL STAKEHOLDERS Credit Rating Agencies Government Financial regulatory authorities Media Competitors .

INDIAN-SUBCONTINENT CULTURE BUSINESS Building a relationship Caste system .less staff initiatives Time is flexible English is one of the official languages .authoritarian style of management .extremely hierarchically business structured .

less staff initiatives and proactive thinking Priority.avoid losing face Relationship is the key issue Low competence in English usage .managers allocate tasks and making decisions .INDONESIAN BUSINESS CULTURE Extremely hierarchical business structure .show respect to seniority .

JAPANESE BUSINESS CULTURE Hierarchy structure is ranked on responsibilities and based on consensus rather than the top-down decision making process Information flow on the bottom-up structure Encourage group orientation and teamworking Relationships should come before business Punctuality is very important Low competence in English usage .

PROPOSALS FOR A COMMUNICATION STRATEGY WITH INDONESIAN OFFICE .

INDONESIAN INTERNAL STAKEHOLDER All communication channel should be translated into Indonesian language The usage of company email in communicating between home office and overseas Important announcements or memorandum from the home office should only be forwarded to Indonesian senior managements Annual meeting with each type of internal stakeholders .

INDONESIAN EXTERNAL STAKEHOLDER Build continuous relationships with major external stakeholders by providing company report on a regular basis .

PROPOSALS FOR A COMMUNICATION WITH STRATEGY JAPANESE OFFICE .

JAPANESE INTERNAL STAKEHOLDER All communication channel should be translated into Japanese language Set up weekly group meeting to improve group cooperation level ² information can be shared and ideas can be generated and brought up to the top managements very quickly Any updated information from the home office can be forwarded to every members of staff by company email .

JAPANESE INTERNAL STAKEHOLDER Survey Feedback can be used to maintain good relationship with the stakeholders .

JAPANESE EXTERNAL STAKEHOLDER Email. company update letter or meeting can be arranged with the stakeholders to provide the company·s progress and to maintain the relationship .

CONCLUSION .

Hetel Patel Mr. Ms.Rukhsana Habib Ms.PRESENTED BY GROUP 5 1.Ismail Khan Ms. Waranya Vattapakdee 1245596 1271334 1273463 . 5. 3. 2. Ashar Ali Shujah Mr. 4.