Post on 07-Apr-2018
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GROUP 5:
INDIAN SUB-CONTINENT FINANCESECTOR INTERESTS IN SOUTH
EAST ASIA(INDONESIA& JAPAN)
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ORGANISATION CORPORATE CULTURE
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THE IMPACT OF CULTURE ON FINANCIAL
ORGANISATION
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CULTURAL DIFFERENCES:
INDIAN SUB-CONTINENT
India
-Traditional Caste System
-Fatalism
-Collectivism
-Religion is a way of life
-Financial channels are from friends & family
-Main religion is Hinduism
-Main language is Hindi
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CULTURAL DIFFERENCES:
INDIAN SUB-CONTINENT
Pakistan
-Hierarchical Society
-Main religion is Islam-Follow basic of business etiquettes
-Negotiation is the prioritised in business
-Business card is a must
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Bangladesh
-Developing relationships
-Business entertainment is important-Exchanging favours
-Punctuality is important
-Women are accepted in business
CULTURAL DIFFERENCES:
INDIAN SUB-CONTINENT
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CULTURAL DIFFERENCES:
SOUTH EAST ASIA
Indonesia
-Hierarchically structured
-Manager allocates tasks and making decisions
-Promotions & selections are based onrelationships
-Connections with the government &
organisations is a key to success
-Hold of bureaucracy
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Japan
-Lifetime employment
-Regard of individuals
-Hierarchy based on consensus and cooperationrather than top-downdecision
-Long-term business relationships
-Decision making is participative
CULTURAL DIFFERENCES:
SOUTH EAST ASIA
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CULTURAL DIFFERENCES:
Periodical
employment Team responsibilities
Top-downdecisions
Hierarchical innature
Authoritarianmanners
Lifetime employment
Individualresponsibility (Japan),
Team responsibility
(Indonesia)
Co-operation
Hierarchy is based on
consensus
Decision making is
participative
Indian Sub-continent South East Asia
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ALIAND ISMAIL SECTION
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INTERNAL STAKEHOLDERS
Shareholders Employees
Customers Suppliers
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EXTERNAL STAKEHOLDERS
Government
Financial
regulatory
authorities
Indian financial regulatory
authorities
The Reserve Bank ofIndia
Securities and Exchange Board
ofIndia (SEBI) National Stock Exchange
Bombay Stock Exchange (BSE)
Major Financial Institutions in
India
ForeignInvestment Promotion
Board
Indonesian financial regulatory
Authorities
Indonesian Capital Market and
Financial InstitutionsSupervisory Agency
Bank ofIndonesia
Japanese financial regulatory
Authorities
Financial Services Agency
Japan Securities Dealers
Association
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EXTERNAL STAKEHOLDERS
Government
Financial
regulatory
authorities
Credit Rating
Agencies
Indian credit rating agencies
ONICRA Credit Rating Agency ofIndia
Ltd.
Credit Rating Information Services of
India Limited (CRISIL)
Investment Information and Credit
Rating Agency ofIndia (ICRA)
Credit Analysis & Research Limited
(CARE)
Duff & Phelps Credit Rating India
Private Ltd. (DCR India)
Indonesian credit rating
agencies
P.T.PEFINDO Credit Rating Indonesia
P.T. Kasnic Credit Rating Indonesia
Japanese credit rating
agencies
Japan Credit Rating Agency, Ltd.
(JCR)
Mikuni & Co., Ltd.
Rating andInvestment Information,
Inc. (R&I)
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EXTERNAL STAKEHOLDERS
GovernmentCredit Rating
Agencies
Financial
regulatory
authorities
Media
Competitors
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Building a relationship
Caste system
- extremely hierarchically business structured
- authoritarian style of management
- less staff initiatives
Time is flexible
English is one of the official languages
INDIAN-SUBCONTINENT BUSINESS
CULTURE
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INDONESIAN BUSINESS CULTURE
Extremely hierarchical business structure
- managers allocate tasks and making decisions
- less staff initiatives and proactive thinking
Priority- show respect to seniority
- avoid losing face
Relationship is the key issue
Low competence in English usage
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JAPANESE BUSINESS CULTURE
Hierarchy structure is ranked on responsibilities andbased on consensus rather than the top-downdecision making process
Information flow on the bottom-up structure
Encourage group orientation and teamworking
Relationships should come before business
Punctuality is very important
Low competence in English usage
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PROPOSALS FOR A
COMMUNICATION STRATEGY
WITH INDONESIAN OFFICE
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All communication channel should be translatedinto Indonesian language
The usage of company email in communicatingbetween home office and overseas
Important announcements or memorandum fromthe home office should only be forwarded to
Indonesian senior managements
Annual meeting with each type of internalstakeholders
INDONESIAN INTERNAL STAKEHOLDER
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Build continuous relationships with major
external stakeholders by providing
company report on a regular basis
INDONESIAN EXTERNAL STAKEHOLDER
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PROPOSALS FOR A
COMMUNICATION STRATEGY
WITH JAPANESE OFFICE
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All communication channel should be translated
into Japanese language
Set up weekly group meeting to improve groupcooperation level information can be shared and
ideas can be generated and brought up to the top
managements very quickly
Any updated information from the home office
can be forwarded to every members of staff by
company email
JAPANESE INTERNAL STAKEHOLDER
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Email, company update letter or meeting can be
arranged with the stakeholders to provide thecompanys progress and to maintain the
relationship
JAPANESE EXTERNAL STAKEHOLDER
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CONCLUSION
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PRESENTED BYGROUP 5
1. Ms.Rukhsana Habib 1245596
2. Ms.Hetel Patel
3. Mr. Ashar Ali Shujah
4. Mr.Ismail Khan 12713345. Ms. Waranya Vattapakdee 1273463