With Globalization Many Multinational Corporations MNC Essay Example
With Globalization Many Multinational Corporations MNC Essay Example

With Globalization Many Multinational Corporations MNC Essay Example

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  • Pages: 4 (854 words)
  • Published: May 17, 2018
  • Type: Case Study
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The Indian call center is a prime example of the impact of globalization and advances in communication technology. Managing across cultures presents numerous challenges, including conflicts arising from linguistic discrepancies and the establishment of a strategic culture and value system that accommodates host country culture. In addition, meeting the demands of cross-cultural management requires careful employee selection and training, adaptive leadership and management, and the implementation of cross-cultural measures. Multinational companies must navigate cultural differences in religion, values, traditions, and language, which play a vital role in the business world. Failure to acknowledge and appreciate cultural diversity can lead to internal challenges that impede overall performance.

The issue of linguistic differences is crucial to consider, as research has shown that language is a strong indicator of group identity and a powerful element in ethnic conflicts (Swi


ft and Wallace, 2011). Globalization has led to increased cross-cultural communication, which has caused multinational corporations to operate in multiple languages, resulting in potential confusion and increased translation costs. To combat this, many multinationals have adopted a common corporate language (CLC) to be used across different branches. Using a single language can also reduce intercultural conflict and simplify communication procedures (Marksman et al., 1997). English has become the dominant language in international business and is often the default choice for a CLC in multinational corporations (Pickier et al., 2005).In today's global service industry, where companies such as Gee's call center in India must interact with customers worldwide, it is crucial to utilize a common language – particularly when utilizing voice-based emotional labor that emphasizes both efficiency and quality service (Poster, 2007). Despite this, many multinational firms have established subsidiaries i

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countries such as India, where there are over 17 major languages and around 22,000 dialects spoken. As a result, less than half of the Indian call center workers are bilingual with Hindi as their first language and many who do speak English have significant accents. In addition to language barriers, there is also the challenge of conveying the corporation's core values and culture across different cultural divides. A well-defined corporate culture system supports employee performance by motivating them to work towards shared objectives – something that should be emphasized in operational and functional strategies alike.According to Angelino et al. (1989), implementing a clear value system in an organization can lead to a reduction in uncertainty, role ambiguity, and conflict while promoting successful interpersonal interactions by allowing for accurate predictions of behavior. Both academics and practitioners suggest that an organization's performance is heavily influenced by the shared values within its culture. The film examined the organizational culture at a call center that operates as part of a multinational company, where employees are expected to provide high-quality service through voice-based emotional labor while focusing on speed and efficiency to solve customer problems. However, managing across cultures requires taking steps, such as effective employee selection and training, to prevent clashes with local norms. To maintain corporate culture when operating overseas, the organization must recruit "loyal" and "functional" graduates who fit into their overall culture.After a thorough orientation, a NC seeks out local employees who can assimilate to the company culture and act as a bridge between corporate and country culture. These hires must be a consensus decision. It is important to eliminate applicants with extreme anti-American sentiment, as

they could spread unhelpful attitudes and behaviors within the organization (Begley and Boyd, 2003). Although some employers believe that training is unnecessary and a waste of resources, the benefits of employee training have been well-documented in literature (Minivan, 2007; Kanji and Bankable, 2007). In India, employees view organizational training as a social advantage, making it difficult for them to apply newly acquired skills to their work environment (Hydrotherapy and Stewart, 2003). However, training can perpetuate corporate culture while also maintaining its interface with national culture.Providing systematic training for employees can enhance sensitivity to other cultures and familiarize them with worldwide customers. This can also aid local employees in building relationships, understanding their expatriate superiors' behavior and decision-making, and improving work interactions by reducing miscommunication and inefficiencies. While previous studies on training in multinational companies focused on expatriates and international management teams, it is critical to provide training for host country nationals working at subsidiaries. Language learning is a crucial aspect of training, especially at call centers in India, where post-recruitment training includes 4-8 weeks of in-house voice or accent training and exposure to relevant national publicity films. Customer interactions rely on language skills, encompassing cultural and social norms as well as comprehension of colloquialisms and expressions that are specific to certain cultures.The company needs to take into account cultural and diversity issues. It is not advisable to force employees to speak with an accent that is not compatible with their own as they may sound disingenuous or automated. Instead, it is better to speak using a neutral tone that aligns with their native language. In addition, employees should develop multicultural awareness and enhance their knowledge

about other countries. The training should cover topics such as idioms, respectful titles, the interpretation of gestures and tourist attractions. Moreover, it should enhance leadership and management skills while promoting effectiveness and flexibility.

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