KNOWLEDGE BEANS - 20 a huma n r e s ou r c e news l e t t e r
Training can be done in a fun way as people who are directly engaged will learn more easily. Theatre and film are popular media which can be used in training. Experiential trainings are by far the most effective. We can enact changes and possible solutions, and thus create an inner path for real life change.We can train our perception skills using films, replaying scenes a number of times to understand what we did and what we did not, what values or etiquettes get communicated and how exact they are. By sharpening and refocusing on perception and experiencing our own inner cultural workings, learning about our cultural mix, we become competent to work effectively and live more happily in a globalized world. CULTURALTRAININGS–UNDERSTANDINGYOURSELF
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The second stage would be the joint participation in training and development processes. The focus is on highlighting commonalities, breaking traditional myths and prejudices in the process and building global teams. Unilever would perhaps be the best case study. It has decentralized its operations globally. For years, the company hired people of different nationalities but, with similar values and interests. The company strongly believes that the induction of like minded resource people makes employees work as a team, irrespective of national and cultural differences. Unilever also attempts to bring diverse employees together. The route ahead for Indian MNC’s is challenging but not impossible Prof Rajgopalan has a rich experience of 35 years. He has been the Regional Personnel Manager at ITC for 10 years. He has a 25 years experience as a corporate trainer and an HR Consultant and has conducted more than 1000 training programs till date. He is a visiting faculty at IIM Lucknow, Jamnalal Bajaj Institute of Management Studies (JBIMS), Mumbai, Sadhana Centre for Management, Leadership and Development, Pune and a number of other institutes. Prof Rajgopalan holds a graduate degree in Economics from the Mumbai University. He did his Masters in Business Administration with specialization in Human Resources from the Jamnalal Bajaj Institute of Management Studies, Mumbai. He is also a Law graduate from the Mumbai University.
In today’s scenario, the concept of “GLOBAL WORK CULTURE” is assuming new dimensions. Acquisitions like Tata Steel (Corus) mark the revival of the “Indian MNC’s”. IT majors like Infosys and Wipro have successfully acquired medium size IT companies all over the world. Bharat Forge has made successful global acquisition that range from Germany to China.
All these developments have made management analysts take a re-look at the concept of organizational culture.
Some of the important elements of culture are: - The philosophy and the values of the organization - Respect for individuals - Decision making styles-ranging from totally autocratic to totally democratic - Fairness to all stakeholders - Transparency
In building a universal culture, the commonality of philosophy and values creates the biggest bondage. Hence, these need to be clearly identified, communicated and strengthened.The next important barrier to be cleared is a traditional perceptual factor. Most developed countries have been “rulers” and most developed countries have “been ruled”. Entries of Toyota into the USA and Tata Steel into Europe have been perceived with doubt, uncertainty and with a feeling of“let down”. This can only be increased through greater visibility on mutual basis.
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