Emotional Intel
Abstract
The purpose of this paper is to present information regarding effects of globalization on the economy and the culture of the Norway, during the past few years. Five sets of research questions were used to form the bases of the paper. The intent is to illiterate the cultural dynamics and business culture of the Country. Knowledge of the influence of culture and business practices will assist one with understanding globalization as it pertains to Norway. Using the information in this paper, individuals like consultants and managers who interact with Norweigians can use this as a framework or perspective Summary of the case study “A Naïve Sahab In India”
The case study “A Naïve Sahab in India” tells the story of Brian Moseley, an Aspen Automotive employee from the US who has just been relocated to India to become the new managing director for Bindi Brake Company that had been acquired by Aspen. Brian’s main goal at Bindi is to improve operations and to “make the Indians efficient”. During Brian’s visits to the plants he observed many employees socializing instead of working, and found out that performance review and pay for performance were unheard at Bindi and employees were rarely dismissed no matter how poorly they performed their jobs. Brian asked his managers, who were born and educated in India to come up with a strategy plan to improve operations.
After many months of frustrating meetings, and episodes when Brian lost his temper with his managers, he announced to the managerial team his own strategic plan to take place immediately that included performance appraisal, personnel cuts, pay-for-performance increases and others. Bindi’s manager did not reinforce the changes and Brian became even more forceful of his ideas, increasing the tension between him and his managers. Briand was referred by his managers as the “sahab”, a term used to describe Brian’s “culturally imperialistic” style. Even with all the turmoil, Brain persisted and kept
The purpose of this paper is to present information regarding effects of globalization on the economy and the culture of the Norway, during the past few years. Five sets of research questions were used to form the bases of the paper. The intent is to illiterate the cultural dynamics and business culture of the Country. Knowledge of the influence of culture and business practices will assist one with understanding globalization as it pertains to Norway. Using the information in this paper, individuals like consultants and managers who interact with Norweigians can use this as a framework or perspective Summary of the case study “A Naïve Sahab In India”
The case study “A Naïve Sahab in India” tells the story of Brian Moseley, an Aspen Automotive employee from the US who has just been relocated to India to become the new managing director for Bindi Brake Company that had been acquired by Aspen. Brian’s main goal at Bindi is to improve operations and to “make the Indians efficient”. During Brian’s visits to the plants he observed many employees socializing instead of working, and found out that performance review and pay for performance were unheard at Bindi and employees were rarely dismissed no matter how poorly they performed their jobs. Brian asked his managers, who were born and educated in India to come up with a strategy plan to improve operations.
After many months of frustrating meetings, and episodes when Brian lost his temper with his managers, he announced to the managerial team his own strategic plan to take place immediately that included performance appraisal, personnel cuts, pay-for-performance increases and others. Bindi’s manager did not reinforce the changes and Brian became even more forceful of his ideas, increasing the tension between him and his managers. Briand was referred by his managers as the “sahab”, a term used to describe Brian’s “culturally imperialistic” style. Even with all the turmoil, Brain persisted and kept