Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Research Paper:
They grant significant respect to women, which allows them to easily adapt to the workplace. Humor is not valued within the Indian workplace, their culture encouraging formal relationships between employees.
The Work Environment in the U.S.
The U.S. work environment is significantly different than that in India. The business environment in the U.S. is results-oriented, encourages and support performance, efficiency, and productivity. The U.S. managers are trained in time management, given the fact that they must reduce the time spent for certain tasks and activities.
In addition to this, the work culture in this country is rather informal. Even so, employees must respect the work relationship they have with their superiors. In comparison with Indians, U.S. workers hold frequent meetings. The common characteristic is represented by the fact that participants in the meeting must respect certain speaking rules. The dressing code is variable and is established in accordance with the company's activity, size, and with each job. In the Indian workplace, employees must usually follow strict dressing codes (Immihelp, 2011).
In comparison with Indian companies, American ones pay great attention to the corporate social life. In other words, such companies organize numerous events, parties, and team building sessions. The Indian companies are rarely characterized by such phenomena.
Communication Across Cultures
There are several cultural differences between various regions in India. This means that companies that want to do business in this country must thoroughly assess the region they intend to address. In order to benefit from accurate results, it is recommended that these companies hire specialized human resources and marketing companies in India that are familiarized with the cultural environment and that are able to provide insight about the aspect that interest Western companies. In addition to this, such companies can provide recommendations and they can collaborate with foreign companies in developing and implementing personnel selection and recruitment, motivational, and marketing strategies that are suitable with the Indian environment.
Companies that do business in India must train their American employees when sending them to work in the company's Indian subsidiary. They must learn the public behavior that is accepted in India, conversational and networking rules, and the business etiquette. Asian and Arab countries have significantly different business etiquette. They differ in the number of meetings required for discussing deals and signing contracts, receiving and giving gifts to business partners, and communicating with foreign collaborators.
Negotiation and Decision Making
Many of the business techniques used in the U.S. are different in India. Even if American businessmen have strong communication and negotiation skills and knowledge, this knowledge might not be applicable in the Indian business environment. For example, American businessmen spend a lot of time scheduling meetings, while Indian businessmen prefer to focus on the people involved in the meeting and the event it is associated with (Executive Planet, 2010). This means that Indian businessmen are more flexible than their U.S. collaborators. This can be observed in the environment of the meeting that is usually a relaxed one.
U.S. businessmen should take into consideration the fact that numerous Indian businesses are owned by families. This is probably because of the collectivism orientation of the country that encourages and supports such types of business ownership. In addition to this, Indian businessmen prefer to relate to business partners that share such values. They also enjoy discussing personal issues in business meetings. Indians are considered to be curious people and might feel offended if their curiosity is not satisfied.
Also, in order for the negotiation to reach its expected results, it is recommended that the foreign business partners respect the rules that Indian workers must obey towards their superiors, even if they do not necessarily agree with these rules. The Indian business etiquette also reveals the conditions that must be met when participating to certain events with their business partners.
Negotiations between U.S. And Indian business partners are often characterized by misunderstandings derived from cultural differences, language barriers, and the lack of understanding between the parties involved in the negotiation. The decision making process in India is quite slow and thoughtful. Therefore, it is not recommended to rush Indian business partners into making decisions, because this is considered aggressive, rude, and disrespectful. It is recommended to benefit from proper training when doing business in this country (Gorrill, 2007).
Companies in the U.S. are continuously interested in improving the efficiency and productivity of their personnel. Their interest is revealed by the attention these companies pay to training programs and development of their employees. These companies value their human resources and understand that they must invest in their professional development in order to improve the company's productivity.
In order to help Indian employees to adapt to the American work culture, companies enroll their employees in intercultural training courses designed for the process of business outsourcing. There are numerous specialized companies across the world that provide such training services. These intercultural training services are designed in order to suit the needs and characteristics of each country (People Going Global, 2008).
Although India provides a large talent pool of skilled it workers, foreign companies feel the need to train their India employees. This is intended to help them familiarize with the American work culture and to try to adapt these workers to American work standards (BPO Watch, 2009). The differences between the two types of work cultures determine U.S. companies to invest in staff training.
The types of motivational strategies developed and implemented in India and in the U.S. are another divergent point between the two countries. The motivational strategy used by most U.S. companies relies on communication with the employees. These companies are interested in the feedback of employees regarding certain aspects. They try to include employees in the decision making process and to allow them to express their opinion about certain activities of the company.
Another important aspect addressed by the motivational strategy is represented the rewards and punishment system. Companies in the U.S. pay great attention to providing significant financial rewards and bonuses to employees that prove high efficiency. However, the rewards system depends on the type of activity and on the importance of the job. For example, positions that are characterized by high risks decisions are paid more, while positions that deal with more routine activities, like those in human resources, are paid less.
The situation is different in India. It has been observed in internal motivation factors are preferred by Indian employees. In other words, they prefer to be stimulated by employment packages that ensure them long-term stability. In addition to this, they are interested in learning opportunities that allow them to develop their career (BPO India, 2010). Indian employees put less emphasis on financial motivation. They are also interested in career advancements, in traveling, and in other benefits.
Companies that want to do business in India must pay attention to their communication with employees. In Indian companies, the manager supervises and controls the activity of his subordinates. The manager also gives advice to his subordinates on their tasks. Given the fact that Indian workers value self-esteem, criticism must be made in order to take this into consideration. American managers that are sent to work with Indian subordinates must be thoroughly trained in order to be able to adapt to the Indian culture. It is not recommended to determine Indian employees to adapt to the U.S. work culture because this might reduce their productivity. Therefore, it is their manager's job to help them achieve efficient results in accordance with the objectives established by the company and by its stakeholders.
1. The Outsourcing History of India (2011). Outsource2India. Retrieved February 19, 2011 from http://www.outsource2india.com/why_india/articles/outsourcing_history.asp.
2. India (2009). ITIM. Retrieved February 20, 2011 from http://www.geert-hofstede.com/hofstede_india.shtml.
3. United States (2009). ITIM. Retrieved February 20, 2011 from http://www.geert-hofstede.com/hofstede_united_states.shtml.
4. Doing Business in India: A Cultural Perspective (2004). Stylusinc. Retrieved February 20, 2011 from http://www.stylusinc.com/business/india/business_india.htm.
5. Work Culture and Office Environment in the U.S.A. (2011). Immihelp. Retrieved February 20, 2011 from http://www.immihelp.com/newcomer/work-culture-office-environment-usa.html.
6. Cross-Cultural Communication (2010). Retrieved February 20, 2011 from http://www.cba.uni.edu/buscomm/internationalbuscomm/world/asia/india/india.html.
7. Gorrill, J. (2007). An Indian Culture Overview. Communicaid Group Ltd. Retrieved February 20, 2011 from http://www.communicaid.com/%5Ccross-cultural-training%5Cculture-for-business-and-management%5Cdoing-business-in%5CIndian_business_culture.php.
8. Cross Cultural Training: India (2008). People Going Global. Retrieved February 20, 2011 from http://www.peoplegoingglobal.com/cross-cultural-training-india/index.html.
9. It Firms Pull Out All Stops on Staff Training (2009). BPO Watch. Retrieved February 20, 2011 from http://www.bpowatchindia.com/bpo_news/infosystraining/september-25-2009/firms_pull_out_all_stops_on_staff_training.html.
10. Employee Motivation: A Report (2010). BPO India. Retrieved February 20, 2011 from http://www.bpoindia.org/research/employee-motivation.shtml.[continue]
"Outsourcing Jobs To India Outsourcing" (2011, February 20) Retrieved December 10, 2016, from http://www.paperdue.com/essay/outsourcing-jobs-to-india-4681
"Outsourcing Jobs To India Outsourcing" 20 February 2011. Web.10 December. 2016. <http://www.paperdue.com/essay/outsourcing-jobs-to-india-4681>
"Outsourcing Jobs To India Outsourcing", 20 February 2011, Accessed.10 December. 2016, http://www.paperdue.com/essay/outsourcing-jobs-to-india-4681
It is assumed United States jobs are being sacrificed. However, outsourcing not only lower costs and improves profits from the corporate point-of-view, but can result in the saved revenue being reinvested in new products and services, which creates further jobs for the research and development staff at home as well as abroad. (Chin, 2005) Consumers benefit from outsourcing because outsourcing helps lower the cost of goods and services, which in
Outsourcing The Impact of Outsourcing on Information Technology in the U.S. The greatest impact of outsourcing has been the decrease in the number of jobs in U.S. And this is only a continuation of the process that had begun earlier with the contracting of jobs by the large companies to small suppliers. Only now the jobs are going overseas and this is hurting the chances of certain categories of Americans from getting
The U.S. Department of Commerce reports that services to foreign clients brought Americans $131 billion in 2003. This was in addition to offshore services for U.S. customers, which grew by $7 billion. The report shows that labor-intensive production and administrative work has grown in low-cost places, while talent sensitive activities have grown in the United States (Malachuk, 2004). This is a major benefit of outsourcing. Weidenbaum (2005) argues that many American employees
Outsourcing is an inevitable market reality, however, adequate measures must be taken to support the displaced employees, and to retrain them for better employment prospects. Outsourcing has become a highly controversial and much debated issue over the last few years. The economic dynamics of the 21st century have vastly altered the mode of business. While globalization has opened new markets for companies, at the same time, it has forced them to
Outsourcing: A Net-Positive? Positively Not The world economy is a very different beast than it was even a decade ago. No longer are countries, industries, and companies bound by national borders or even continental structures. Rather, the global village truly exists today, at least from a capitalistic perspective. A perfect example of this borderless world economy is the process of outsourcing. There exist several points that politicians make in support of outsourcing in
Also, their variety has increased. For example, there are dozens of hairdryers on the market, produced by several companies, from large ones, like Panasonic, Philips, or Braun, to smaller producers that address this field also. These companies can now afford to introduce many types of hairdryers because they are manufactured in Asian regions, and their production costs have reduced, allowing them to expand their product range and to promote smaller
Outsourcing" on the U.S. Economy The increasing trend of outsourcing of jobs from the United States in recent years has assumed alarming proportions. Most projections indicate that the present trend is going to accelerate in future. The issue has invited greater attention recently as more and more categories of white collar jobs are now being outsourced by the U.S. companies while in the past only lower paid industrial jobs were