When companies go in for M&A style of growth, HR-related
issues are bound to crop up in some point if companies do not maintain
cultural balance. The major road blocks in the success of M&As
include anxiety related to job security for employees, career growth,
aligning the values and organizational culture of the both the buying and
acquired parities.
The recent acquisition of Ranbaxy Laboratories by
Japan-based Daiichi Sankyo highlights the difference in the working styles
and the individual characteristics of the Indians and Japanese managers.
According to Rajeshwar Upadhyaya, Director of Par Excellence, there
are five different areas on the basis of which people are assessed.
Upadhay explains, "It is evident from the
table that the Japanese are far more stringent when it comes
to adhering to deadlines, problem solving, being assertive,
achievement oriented and intolerance to ambiguity. Indians on other hand have to
be more disciplined, task oriented, risk taking,
embarking on initiatives "
People are molded by behaviors and, behavior patterns that
arise from the environment, family upbringing, social relations and
work environment. Indians are generally being brought up in a
patriarchal family structures; exam focused educational systems that results
in individuals finding it hard to take the authority and responsibility
of making big decisions themselves.
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