Management and Indian Culture Essay

1. Evaluate the managerial style of Brian Moseley and explain how it fits with Indian culture. Be specific in identifying any mis wins Brian made in managing Indian workers. * Brian speak with managers and employees, made mental notes of conversations (3 months) * Identified employees whom he felt should be replaced and whom had superlative potential for advancement * After 3 months, met with senior managers and proposed that they collectively modernize turnaround dodging * Suggested modifys such as pay-for- carrying into action programs, annual performance reviews, direction by objectives, 360-performance appraisal program * Highly frustrated, he sometimes criticized members of managerial team in front of subordinates relationship with managers became increasingly strained * biggish Boss manager who had little understanding of Indian culture* Rajan criticized Brian as being too direct and forceful culturally imperialistic, reflexion Brian was too immature, concerned that Bri an was seek to change culture to fit American Management * His style of management was way too direct and forceful, didnt fit with the Indian culture at all as they are more relaxed and laid back. * He made the mistake by trying to force it upon all the managers and if they didnt give in, they should scarce quit, which they did. 2. Rank the pursual principals and justify the ranking in terms of responsibility for the lack of change at the Bindi Brake Company Brian, Rajan, Aspen, the Indian Manager. * Brian Although he was very stimulated to implement change, he didnt implement the change according to the differences in cultures that India is accustomed to. He tried to hard to implement an American strategy rather than adapting to the culture surrounding him.* Indian Manager I opine that hes the most responsible because people that work for the company look up to the manager, listens to the manager and will live with changes in the company if the manager asks them to do so. Because of their refusal to accept changes, they didnt initiate or implement the strategies towards their employees, which made it that more more difficult to implement change. * Rajan he was being strong-willed and not listening to his directing ships officer. Even though he didnt rely in the change process, he couldve at least attempted to implement the change within the employees to see if it would make the company more efficient. His refusal to accept responsibility and take action caused the companys plans to fail. * Aspen sent an employee who they popular opinion was experienced and competent to complete the job. 3. What could each of the above-named principals have do differently to avoid the situation?* Brian adapted to the cultures instead of being stubborn and trying to implement a completely new culture into an presidential term that isnt accustomed to it * Indian Manager listen to his commanding officer and attempted to improve the company * Rajan instead of being negative about all the ideas, comply to them and test them and see where it goes. Offer suggestions instead of just refusing to do anything * Aspen monitor Brians progress and see how well hes doing. Hire a more competent and easy-going person for the job 4. What should Brian do now?* He should learn to adapt to the Indian culture and discover new strategies to implement in order to improve the companies efficiency. * * Brian selected to direct organisational change effort because of his past accomplishments, to improve overall efficiency and lucrativeness of Bindi Brake Company * MBA in management from Michigan State* Bindi produced pretty high-quality breaks, low labour costs, but just not efficient * embed crippled with bureaucracy and there was no incentive for exceptional performance * Too many employees drinking tea and socializing instead of works * No performance reviews, pay for performance was never considered * Employees were never fired, make up if they wer e not suited and performed poorly * Pay increases based on sonority, leased based on relation with current employees, high of sick long time * All of the managers were Indian and educated at Indian universities. * Rajan Patel studied in London, postgrad for Econ, Brian felt he was one of the most promising candidates for advancement, hoped that he would take lead in change in management program * Brian became displease with progress by Indian Managers