Johnson & Johnson culture in India and South Africa
Leadership is an instrumental process in organizations. However, cultures such as religion and social cultural beliefs affect business operations in different ways. For instance, Johnson and Johnson has been in operation since its inception in 1886. From then, the company has had to expand into different countries where the different cultures have influenced the operations of the company in various ways. For instance, India and South Africa are some of the major countries in which the company operates.
Through its roles played via the internet, the company has not less than 30,000 domains in the contemporary times. Each of these domains operates competitively in the online market. The cultural differences between India and South Africa are immense. An example of this is seen through the different levels of government involvement in the market. The Indian market is guided by religious principles while the South African market is guided mainly by the societal laws.
In India, the market system is built around the British system of working which has been used in the country since the colonial period. On the other hand, the South African market is characterized with great challenges in communication. As such, while the issue of language may not pose a challenge to the leadership at Johnson and Johnson, the subject may raise significant challenge in South Africa. The need to negotiate on prices, shipping and delivery requires common understanding between the organization and the potential consumers. The high illiteracy levels in South Africa make this difficult to achieve. On the other hand, the literate citizens in South Africa also have different connotations of the English language. Despite differences, the common challenge in the two countries is that of political corruption in business.
Brembeck, C. S. (2010). Cultural Challenges to Education: The Influence of Cultural Factors in School Learning. New york: Lexington Books.
Edmundson, A. (2011). Globalized E-Learning Cultural Challenges. New York: Idea Group Inc.
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