The aspects we chose to analyze should be tightly associated with our business operation.

Therefore, we organized artifacts to four different categories which are consistent with Hofstedes four culture dimensions. The following is our analysis: 4.1 SCHEINS MODEL OF ORGANIZATIONAL CULTURE 4.1.1 Power distance Artifacts: When addressing a person, it is advisable to prefix the name with a 'Mr.', 'Mrs. or 'Miss', or the professional title of the person ['Doctor' or 'Professor'] unless the person asks you to refer to him by his/her first name. According to our research Indian people are very sensitive to the rank/position of people, and such awareness shapes their behavior towards it. They are used to a system of hierarchy in the work-place, senior colleagues are obeyed and respected. Discussion is almost always lead by the most senior person. Supervisors are expected to monitor an individual's work and shoulder the responsibility of meeting deadlines. Espoused Values: The harmony of society is based on the order of social status, following this order is valued. Basic assumption: Everyone is ranked in the society. People believe difference of social status within all the organization. A person with higher rank in the organization should be obeyed and respected, even though they may not always make a wise decision. Hierarchy is efficient to maintain the organizational structure. Origin: The hierarchy system is stemmed from the Indian caste system. Castes are primarily associated with Hinduism but also exists among other Indian religious groups. Castes and caste-like groups, those quintessential groups with which almost all Indians are associated, are ranked. Within most villages or towns, everyone knows the relative rankings of each locally represented caste, and people's behavior toward one another is constantly shaped by this knowledge. 4.1.2 Individualism/Collectivism Artifacts: India is a collectivist culture and their strength is that they work well in teams. Individuals tend to do things together, for example, if one person gets up to

eat tea, he may ask several people to follow. Indians usually have lunch together in the office as oppose to eating alone. Moreover, In India, there is a noticeable lack of privacy and a smaller concept of personal space, where several generations used to live together under one roof. For Indian business practices this places an additional importance on interpersonal contacts, avoidance of conflict and a more indirect approach to communication. Espoused Values: Being able to compromise and work with the group is valued. Being able to maintain good relationship with people is valued. Basic assumption: Collective interest is more important than individuals interests. In order to be accepted by society, individual should maintain a good relationship with team members. Origin: Indian collectivism is derived from traditional Indian family values. Historically, the traditional, ideal and desired family in India is the joint family. More often than not, it incorporates several generations, with grandparents, their married and unmarried children and grandchildren living in the same house and sharing a common budget.14 These members eat the food cooked at one hearth, share a common income, common property, are related to one another through kinship ties, and worship the same idols. Indian people are raised this way, and the interdependence among family members has been rooted in their value since they were young. Therefore it creates a sense of harmony, interdependence and concern for others.
In India there is no standard for rewarding individuals of a company that are proactive in their career advancement. This concept is traditional to an individualistic culture, which India is not. This means that we cannot expect ACI managers in India to ask for decisions from an employee of a company without them contacting someone of authority first. According to our research, religion is not the reason for individualism. Some religions have a greater set of rules that need to be followed.

4.1.3 Masculinity/Femininity Artifacts: Women in business are very common in India, and they are treated with respect in the work place. However, one should wait for a female business olleague to initiate the greeting. Indian men do not generally shake hands with women unless female initiate it. Tula shanbhar mula hou det (May you be the

mother of a hundred sons) is a common Hindu wedding blessing. In Mumbai they say ashta putra soubhagyawati bhav, which mean may u be a mother of bright 8 sons Statistics reveal that in India males significantly outnumber females and this imbalance has increased over time. Espoused Values: For parents, they value boys more than girls as boys generally do more laborious tasks and are normally become the breadwinners. For a girl, being good mother and housewife is valued. Basic assumption: Women and men should take different roles in society, and women should be family oriented. Origin: India has witnessed gender inequality from its early history due to its socioeconomic and religious practices that resulted in a wide gap between the position of men and women in the society. The origin of the Indian idea of appropriate female behavior can be traced back to the rules laid down by Manu in 200 B.C15.: "by a young girl, by a young woman, or even by an aged one, nothing must be done independently, even in her own house". "In childhood a female must be subject to her father, in youth to her husband, when her lord is dead to her sons; a woman must never be independent." Women's lives are shaped by customs that are centuries old. 4.1.4 Uncertainty Avoidance ArtifactsIndians appreciate punctuality but may not reciprocate it. It is advisable to make appointments at least one month in advance and confirm them when arriving in India. A flexible schedule will prove useful. They prefer indirect communication other than direct communication. Espoused Values: Being able to bear uncertainty and to make decision without concrete information is valued. Basic assumption: Indian people believe in fate/destiny/karma, which take charge of many issues. They believe human being dont much control over their lives, they should

accept everything as it is. Origin: The uncertainty avoidance in India is relatively low compared with other cultures. The concept of fatalism stems from one of the most characteristic traits of Indian culture spirituality. The notion of Karma and that everything happens for a reason is still significant in the decision making process of many Indians. It also influences the concept of time in India and as a consequence business negotiations may take longer and are never rushed.