Hr on Amirita and the Expatriate

Introduction

This paper is a case study analysis of Pharmaz, an international company that seeks to implement its values across their companies globally. While it appeared that the company was successful in its implementation, they faced a unique challenge. Pharmaz’s financial service in India is performing successfully, however it appears that their current working culture is not the same as the parent company or subsidiaries. In order to establish uniformity in the organisations’ shared values and culture, the parent company has stated that there need to start implementing their culture and their first target is to develop the culture of one section of the financial services sector managed by Amrita Chopra.

Appropriate measures taken

Based on the case study, it appears that the changes are appropriate. The changes have been quite successful to a certain extent. A good example of such changes made is how empowerment has spread across the organisation .The case has indicated that employees have a much better understanding of Pharmaz’s expectation after Amrita has clearly elaborated in their job description. This has also resulted in making them happier. However, while Amrita has successfully implemented this, it can be stated that she herself may not be successful in implementing herself. This can be seen when she still gives detailed instruction to her members on a regular basis. The element of empowerment has been implemented but it can be more effective if Amrita herself applies it, as it will further motivate the employees to be empowered. This will make a better leader and uses the concept of ‘lead by example’ to enhance values dispersion in an organisation.

Regarding the value of knowledge sharing, there needs to be a lot of improvement. The issue between Shankar and Balvinder about handling a critical issue which can result in a potential shut down of a business unit boils down to lack of information sharing and communication .(Langton , Robbins & Judge,2013) states that there can be an increase in potential increase in conflict due to less communication. . This situation could have been easily avoided if the employees were able to understand the importance of this value and how it can seriously cost the firm to lose a business unit. A key element to solve this issue would be to get Shankar and Balvinder to communicate their issues potentially in the presence of a mediator

For the value of equal opportunities, this appears to be successful in terms of implementation of title names in the organisation. From the case study, it appears to be clear that Niels and Amrita feels content about its application and its results. However, what appears to be absurd is that one of the employees is making a suggestion to make an addition to the title structure. (Forbes Human Resources, 2017) state that managers are often faced with employees who want to do more and become more. This situation is a perfect example of where employees wish to do more. As such, drafting out a much clear policy and explaining the same policy would be a much effective method. Although both Niels and Amrita are leaning towards in favour of the employee, it is important to note that by doing so may result in other making demands based on their needs and this could potentially cause the organisation to compromise on the values in the end.

In conclusion, the measures taken seem to be appropriate. However, there needs to be serious importance given to the knowledge sharing aspect as it appears that may be a consequence that can affect the organisation severely.

Doing Anything Different

Based on the case, some changes could have been made that alter the situation in a much more positive direction. The first change that would be recommended was that Amrita could have spoken up more, especially when it came to establish the methods of establishing her corporate values. It is understandable that it is a part of Amrita’s culture to respect her elder and not say anything. (Geert Hofstede, 2017) indicates that Indians have a high power distance, which makes sense as to why employees needs consistent direction and value the hierarchy in the organisation. Amrita would have to be more assertive in order to take a stance on explaining Indian culture rather than waiting for Niels to understand the situation after six months.

The second change that can be recommended is the perception of how difficult it is to implement a standardised corporate culture. Despite having 40 years of experience, Niels failed to understand that there are several factors that influence Pharmaz India to work this way. (Dowling, Fester & Engle, 2013) mentions that one of the factors influences localisation is culture. There are many instances in this case study that highlights this issue such as how Amrita interacts with Niels and silently agrees with what he has to say . Niels needs to realise local responsiveness, which is respecting the culture, values and any other constraints faced by the practices (Dowling et al., 2013)

The third change that I would recommend would be to address the situation of Balvinder and Shankar at the time conflict was starting to emerge. Initially Amrita may have thought that the caste system may be the cause of this. However, (Sankaran, 2013) suggest that caste system is losing importance in India, so there could be a variety of different reasons affecting the teams. As such, it is important the some form of face-to-face interaction must be made in order to resolve this issue. To resolve such a conflict (Langton,