1. The Background of the Case
Wipro technologies are a company focused on the software and information technology service division as a part of the Wipro group whose header quarter located in Bangalore, India (Wipro Technologies Europe A, 2015). Nandy as the director of Sales and Marketing in Europe started the European operation in London as the headerquarter for Western Eurpoe and he was an Indian with the Indian and American working experiences (Wipro Technologies Europe A, 2015). As a global company, Wipro’s European sales, marketing and project management staff were exclusively Indian expatriates with a short time in Europe (Wipro Technologies Europe A, 2015). These ...view middle of the document...
At the same time, Nandy hoped his employees can express their critical suggestions in order to support the improvement of Wipro’s processes (Wipro Technologies Europe B, 2015). It is useful to reduce the power distance between the employer and employees.
Secondly, in the uncertainty avoidance Nandy made the Indian employees participate in the hiring of locals and in suggesting where locals would be most useful, which can lower the uncertainty in the current staffs’ minds threatened because of the new members to some extent (Wipro Technologies Europe B, 2015). At the same time, Nandy made a clear division of responsibilities for the different employees based on the India and Europe (Wipro Technologies Europe A, 2015). For example, the European should build the favourable relationship between the clients and India-base Wipro people, so this is an effective measure to decline the uncertainty in the European business (Wipro Technologies Europe B, 2015).
Thirdly in the Individualism vs. collectivism part Nany emphasized the collectivism and stressed on the team work because all sales and customer interactions in Wipro’s operational model involved team interaction (Wipro Technologies Europe B, 2015). In addition, he worked with the Indian team to have an open attitude to their European counterparts and this is a good idea to make the team similar with each other (Wipro Technologies Europe B, 2015). At the same time, Nandy had built the 30/70 percent on an average and he gave 30 percent on site with the consumer to a local leader, which is an incentive to the locals (Wipro Technologies Europe B, 2015).
At last of the Confucianism vs. long-term orientation aspect Nandy paid more attention on the long-term orientation not only for the Indian and European employees, but also for Wipro’s clients and teaching them how to coordinate with Wipro and Indians (Coelho, 2011). For instance, Nandy designed a proper induction program witch send the new European employees to Indian so as to learn the culture of Wipro and its vales and more (Wipro Technologies Europe A, 2015).
2.2 Hall Cultural Dimensions
Hall cultural framework contains four dimensions composed of High vs. Low Context Communication, Spatial Orientation, Monochrome vs. polychrome concept of time and Information Speed (Edwards & Rees, 2011).
In the High vs. Low Context Communication, the Europe is an area where has many different countries with different cultures (Coelho, 2011). For instance, the France has high context cultures, while Germany has a low context culture (Fischer, 2009). Nandy hired the different locals for his European business which is a good reflection for the complexity of the European cultures (Wipro Technologies Europe B, 2015).
In the Monochrome vs. polychrome concept of time part, India trends to a monochrome concept of time and will do one thing until it is accomplished, which the European employees will trend to polychrome concept of time (Nina,...