A Naive Sahib in India Case Study

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A Naï Sahib in India ve Weiting Xu

A Naï Sahib in India ve Student Name: Weiting Xu
Student ID: 212242624
Course Director: Indira Somwaru
Course Name: Applied Cross Cultural Management
Course Code: INTL 3350 [A]
Date: Wednesday, October 8th, 2014

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Image Credits: http://www.almrsal.com/post/122253/detroit-resources

A Naï Sahib in India ve Weiting Xu

INTRODUCTION

Dear Executive Board of Aspen Automative,

In the report enclosed, I have gone through an exhaustive review of the new acquisition between Aspen Automative (Aspen) and Bindi Break Company (Bindi) involving
Managing Director, Brian Moseley, and Bindi‟s management team.

Mr. Moseley is an intelligent individual with post-secondary degrees from top universities and previous international management experience. The decision made by the executive board to send Mr. Moseley to India to increase efficiency and profitability of Bindi was not a mistake but in fact a cultural misunderstandings concern.

Throughout the report, I will utilize the information you have given me to provide an objective analysis on each situation and how to resolve the check-mate both parties are currently at. Furthermore, I will provide recommendations on how to proceed further along with general advice for future dealings internationally.

Should you have any questions or concerns, feel free to contact me.

Best Regards,

W.Xu
Weiting Xu
Cultural Consultant, InterContinental Inc.

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A Naï Sahib in India ve Weiting Xu

FUNDAMENTAL MANAGEMENT ISSUE
The fundamental issues have been divided into: the insensitivity to India‟s cultural norms; emotional conflict management practices; and misunderstandings due to lack of communication.

Insensitivity to Cultural Norms
The likelihood of Western expatriates entering India and misinterpreting cultural norms is high.…...

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