5Q

Kimberly-Clark in India Comment by Linda Hayes: I did not note all of the problems with your format of the in-text citations but all of these need to be corrected. See in-text citation format in Purdue Owl: https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/in_text_citations_the_basics.html Also, there are many statements without a reference for support. If these are not your original thoughts, and you collected this information from another source, you are in jeopardy of plagiarism if you do not include the reference. This needs to be updated and re-submitted. Your paper is really good, but missing some major APA format for credibility.

Every day, Kimberly-Clark strives to be a global leader in providing the necessities for a better life, whether through groundbreaking goods or ingenious solutions. Kimberly-Clark Lever has been working with Hindustan Unilever Kimberly-Clark since 1995. After the dissolution of the joint venture in 2017, they began operating independently in India. (Utama) Comment by Linda Hayes: Use in-text citation here to support your claim. Comment by Linda Hayes: At the end of the sentence, there should be an in-text citation supporting this information and a period at the end of the sentence.

They hope to leverage the power of their worldwide brands and expertise to develop a high-performance organization in India with the likes of Huggies, Kotex, Kleenex and Depend. Kimberly-Clark has embarked on a transformational path to expand its presence in India, deliver its excellent brands and goods to customers, and promote Kimberly-Clark as an employer of choice. Comment by Linda Hayes: Add in-text citation to support this paragraph.

There is a strong belief that their people define them and their work. They believe in a culture where individuals are encouraged to dream, feel free to express themselves, celebrate their successes, and are rewarded for taking risks. As a corporation, they believe in the importance of diversity, inclusiveness, and respect for everyone. Work environments that promote personal and professional growth are a priority for the company. A Great Place to Work-Certified TM firm in India has recognized Kimberly-Clark India's corporate culture. Comment by Linda Hayes: Add in-text citation to support this statement. Comment by Linda Hayes: Add in-text citation to support this statement. Comment by Linda Hayes: Add in-text citation to support this statement.

The success of your business depends on your ability to comprehend the fundamental standards, opinions, and expectations of Indian ethos and how they convey themselves in the market and workstation. India is a big, populous country with a wide range of cultural, linguistic, and religious traditions. Generalizations regarding Indian culture are next to impossible. It's possible to better understand Indian business by focusing on a few important traits.

The role of hierarchy in Indian business

Indian companies are hierarchical. In discussions, high-level choices are made. A decision is unlikely unless the firm director, owner, or senior management is present. Manual labor jobs are assigned to certain people. An Indian manager isn't expected to do lower-level activities. (Doshi et al., 2019) Comment by Linda Hayes: No period at the end of, ‘activities’. Add a period after the in-text citation like this: (Doshi et al., 2019).

It would be best to consider cultural differences while opening an office in India. If your workplace lacks a vertically organized hierarchy with clearly defined roles, establish a dynamic feedback and communication mechanism to encourage cooperation. Miscommunications occur between UK and Indian workers. Junior personnel in India may not be used to challenging senior staff as freely as their UK colleagues. Comment by Linda Hayes: Can you give an example of the miscommunications? What type of miscommunications?

India may be more adaptable than the UK. Your Indian employees may find the UK's rigorous timetables difficult and inflexible. Indians commonly take up time-sensitive projects last minute. Educate your UK and Indian personnel about cultural differences for seamless day-to-day operations. Comment by Linda Hayes: This doesn’t sound like a complete sentence.

Understanding the business relationships in India

The value of business organizations cannot be exaggerated. It is significant to recall that Indians will make rulings grounded on faith and instinct as well as proof and data. Engage in a casual chat with your potential spouse and get to know each other better. Rushing right into the meat of the problem may likely be understood as impoliteness. Comment by Linda Hayes: Add in-text citation to support this statement. Comment by Linda Hayes: This also does not sound like a complete sentence. It might be stated as such, “Organizations should engage in a casual chat with the potential spouse…”

India

Although India is moving toward an open-market economy, the country's autarkic policies may still be seen. Industrial deregulation, denationalization of state-owned firms, and decreased constraints on international trade and ventures were implemented in the 1990s. These reforms have accelerated the nation's development, which has been around less than 7% yearly since 1997. Old-fashioned village farming, modern agriculture, craft, a vast range of contemporary companies, and a diversity of facilities are all part of India's diverse economy. (McCusker, 2020) Agriculture hires slightly more than half of the workers.

Information knowledge facilities, corporate outsourcing, and software workers are all exported from India because of the country's vast English-speaking population. In contrast, facilities, which account for two-thirds of India's production but only service slightly more than a third of the country's workforce, are the key engine of the country's economic growth. Indian economic growth topped 8 percent year-on-year in real terms in 2010 due to strong local demand following the global financial crisis. Comment by Linda Hayes: Add in-text citation to support this. Comment by Linda Hayes: Add in-text citation

USA

With a per capita GDP of $49,800, the US owns the world's biggest and greatest technically progressive economy. In this market-oriented economy, private persons and companies make most selections, while the central and state managements acquire products and services from the private sector. US companies have more latitude than those in Western Europe and Japan when expanding capital plants, laying off staff, and developing new goods. They confront larger restrictions entering rivals' native markets than external enterprises entering US markets. (McCusker, 2020) Since World War II, US corporations have been at or near the lead of technical growth, notably in computers, medicine, aerospace, and military skill. The surge of skill clarifies the steady formation of a "two-tier labor market" in which the bottom lacks the schooling and expert/technical abilities of the highest and fails to receive equivalent salary hikes, health protection coverage, and other perks. Since 1975, all family income gains have gone to 20%. Bonuses and capital profits have increased faster than salaries since 1996. 55% of US oil is imported. Higher fuel charges ate into customers' budgets, and several fell behind on mortgage expenditures between 2001 and 2006 when property values peaked. Amid 2006 and 2008, oil costs rose 50%, and bank foreclosures augmented. Comment by Linda Hayes: Add in-text citation Comment by Linda Hayes: Add a period at the end of the in-text citation. Remove the period after the work ‘markets’. Comment by Linda Hayes: Add in-text citation Comment by Linda Hayes: Add in-text citation

Short-term management conduct has been the primary focus of strategic management study. The most prominent causes for short-term focused management conduct are faulty management techniques and managerial self-interest. Using a new and fine-grained investigation of the elements that influence short-term orientation in management, researchers found that short-term orientation has a significant social dimension. According to the research, managers' perceptions of role ambiguity are positively correlated with their short-term orientation. (Chopdar et al., 2019) Further data shows that the short-term orientation of individual managers is linked to the short-term orientation of other group members. Comment by Linda Hayes: Add period after the in-text citation and remove the period after the word, ‘orientation’.

Many foreign corporations have joined the Indian market since the country's liberalization, either through joint ventures with Indian firms or on their own. As a result, India has become a prominent player in the global economy. Consider the field of information technology, which has grown to be a major global player. Researchers in management studies have recently shown an interest in the Indian business climate as well as efficient ways of conducting businesses as well as managing employees within, given this development. (Saha et al., 2018) They have learned that many of the management approaches and management styles used in the west cannot be utilized in the Indian environment exactly in the same way. Comment by Linda Hayes: Add period after the in-text citation and remove the period after the word, ‘development’.

Norms, values, and behavioral patterns are all part of how an organization's culture is seen and managed. Evidence suggests that people in different parts of the country have distinct work values. For both national and international businesses, this kind of expertise is critical. Assumptions and expectations are based on norms and values. Problems may develop if they are not the same for those working together. When it comes to leadership dynamics, discrepancies in perception between leaders and subordinates are of particular relevance. To be able to act and communicate effectively, one must be able to comprehend and interpret such circumstances.

Litigation, employee turnover, and decreased productivity are possibilities for a business that supports a certain religious view over others. As a result, experts recommend creating a workplace where people may express their beliefs or lack thereof. If you're searching for groups in India that support a certain religion, you won't have any trouble finding them. A company's values statement is a place where it may openly express its principles. Simply having a value statement that implies the company adheres to a certain religion is one thing; mandating that workers participate in religious events is quite another.

They may dodge legal repercussions if no one informs authorities about a company's behavior. However, companies may face several negative consequences if they adopt a pro-religion ethos.

According to Jen Hancock (2021), author of the Humanist Approach to Happiness, "as good and well-meaning these 'religious' corporate responsibility programs are, they create a highly unfriendly work atmosphere for those who are nonreligious or nominally religious." One of Mary Cheddie's previous employers, Interval International, owns a division that she describes as "extremely religious," She says she saw the harmful effects of such a workplace. At the same time, she worked there as a senior vice president of human resources. According to Cheddie, the group's founders hinted that employee were required to attend the religious group's weekend gatherings and pay money to the cause. Employees regularly found notes on their desks that "quoted certain religious beliefs" when they arrived at work since a chaplain visited the workplace every week.

In any case, the founders recognized they were losing key talent when workers who didn't share their religious convictions started leaving the firm in droves. In the end, they opted for a different strategy. "What they felt had set them different from other companies' religious ideas and activities was essentially nothing more than their preferences. (Gray et al., 2022)

Religious individuals may find it uncomfortable when an organization is dominated by one set of beliefs. People tend to assume that everyone else shares their religious ideas, but that isn't necessarily the case, according to (Cunningham 2019). A company's "culture of openness" should be supported rather than a "culture that favors one religion belief or religious brand above others," Folcomer Equipment Corp.'s Amanda Haddaway, director of HR and marketing, said. When asked about the United States, he responded, "We now have various beliefs and multiple religions, and not all of them agree with each other."

References

Utama, M. H., & Nur’ainy, R. Factors Affecting the Success of Implementation of Enterprise Resource Planning (Case Study: Pt. Kimberly-Clark).

Doshi, R., Kelley, J. G., & Simmons, B. A. (2019). The power of ranking: The ease of doing business indicator and global regulatory behavior. International Organization, 73(3), 611-643.

McCusker, E. (2020). Why accelerating partnerships in the sanitation economy matters. Field Actions Science Reports. The journal of field actions, (Special Issue 22), 104-107.

Chopdar, P. K., & Sivakumar, V. J. (2019). Understanding continuance usage of mobile shopping applications in India: the role of espoused cultural values and perceived risk. Behaviour & Information Technology, 38(1), 42-64.

Saha, S., & Kumar, S. P. (2018). Organizational culture as a moderator between affective commitment and job satisfaction: Empirical evidence from Indian public sector enterprises. International Journal of Public Sector Management.

Gray, B., Purdy, J., & Ansari, S. (2022). Confronting power asymmetries in partnerships to address grand challenges. Organization Theory, 3(2), 26317877221098765.

Hummels, H., Lee, M. T., Nullens, P., Ruffini, R., & Hancock, J. (2021). The Future on Love and Business Organizing. An Agenda for Growth and Affirmation of People and the Environment (AGAPE). Humanistic Management Journal, 6(3), 329-353.