Case Summary
Working in many regions may constrain adaptation to the new environment, as far as business is concerned. Jorge, a human resource manager, was a team leader for a group that went to India to work for AlternativeSource Inc. (ASI). The team was specifically hired based on a working relationship with the same company in the United States. After a while, the team started performing poorly, and many clients complained about their cooperation with the group. Their families had cited dissatisfaction with the new place as well.
How the Current Practice Might Lead to Team Conflict
When there is a rigorous and inefficient process for hiring a team, pressure and frustration ensue since members do not understand each other. That is what happened to the ASI team led by Jorge because he only considered his colleagues to work in a foreign country. The current hiring process did not consider merits that involve cultural literacy.
Instead, it focused on previous experiences. For example, while engaging in business, the team may attempt to entice the Indian-based client to consider many options, whereby the customer will stick to one option since the buying decision in India is based on the consent of many people (Awasthy & Gupta, 2020). Thus, a sales representative may struggle to market new features to clients with a specific preferred product.
The other aspect of conflict may be developed from a lapse in communication between the ASI agents and potential prospects. When conducting business interactions, Indian clients prefer contextual communication over their American counterparts (Awasthy & Gupta, 2020). For example, the ASI team may want to communicate directly how wind, solar, and water-generated energy systems work, but the customers there may need specific references to what is offered.
The current practice may lead to team conflict due to a lack of understanding of business etiquette in India. Most Indian clients value presence to build trust for success in business interaction, which may not be possible with American-based business agents. For example, Jorge may want to facilitate business sustainability by implementing virtual selling, which may not lead to regional sales.
Preparing a Team for a Job Overseas
The HR department is supposed to prepare a team to work abroad by offering training and exploration, and incorporating diversity into the team membership in the new working environment. The department will be concerned with bringing cultural literacy awareness through a series of global standards that apply to Indian markets (Awasthy & Gupta, 2020). Additionally, sponsoring employees to do surveys before embarking on the program would enable them to navigate possible uncertainties that can be prevented before going to work in the country.
One must apply specific skills to help the new team that has gone to India. If I were Jorge, I would apply three cultural adaptation skills to enable an easier transition into the new environment. Firstly, I would use the ability to maintain a positive self-image and well-being to familiarize myself with the new business region (Noe et al., 2016). For example, if a customer rebukes a selling proposal, instead of worrying or panicking, I would maintain the impression and give myself a little time to evaluate possible alternatives without being affected by the adverse experience.
Secondly, I would apply the ability to foster relationships with Indian nationals so that they may guide me on the potential expectations when dealing with clients from a business perspective. For instance, I would research the language and tonal variations when talking to different people. Lastly, I would apply the ability to perceive and evaluate the Indian environment to understand the inner metrics that can lead to sales closure (Noe et al., 2016). For example, if Indian nationals are influenced by their religious background to consider business moves, then the wind, solar, and water energy-centric merchandise would be centered on aspects that promote Hinduism, which is the major religion in India.
References
Awasthy, R., & Gupta, R. (2020). Unraveling the layers of Indian culture and worldview: An exploratory study. International Journal of Indian Culture and Business Management, 22(1), 137-166. Web.
Noe, R. A., Hollenbeck, J. R., Gerhart, B. A., & Wright, P. M. (2021). Fundamentals of human resource management. (9th ed.). McGraw-Hill Education.
Tahir, R. (2018). Expanding horizons and expatriate adjustment. Cross-Cultural & Strategic Management, 25(3), 401–424. Web.