Sample Research Paper on Cultural literacy in personal and professional environments

AlternativeSource Inc. (ASI), a firm that installs wind, solar, and water-generated energy
systems, has named Jorge as the worldwide team manager to handle some new global teams. ASI
has selected Jorge. The former employees of a gas exploration company in North America that
Jorge worked for were just a phone call away. Team members and their families were taken to
India by Jorge, where they worked with Indians and Indian clients. All the decisions were made
by Jorge. Their performance in the field has been poor after five months (Falloon, 2020). It
appears as though Jorge's teams and their families are unsatisfied with the new environment due
to internal disagreements and a "client lack of engagement." ASI's executive management team
has voiced concerns. ASI hires new workers based on their abilities, according to the company's
employee handbook, from a pool of applicants that reflects the diversity of the company's global
customer base.
Based on the provided information, three issues can be identified. Instead of hiring
alternative energy experts, Jorge hired gas exploration teams. There may have been a mismatch
between the employee's abilities and the job description. Due process and credentials may have
been overlooked in favor of Jorge's friends and family members when he hired his former
coworkers, resulting in a perception of favoritism toward Jorge's friends and family members.
These teams were despatched to India from their headquarters in the United States. No mention
of cultural and social instruction was made before they were transported to India or expatriated.
As a result of this, the way people conduct business may be disrupted (Falloon, 2020). The social
structure of India is complex due to the country's large number of ethnic groups, languages,
religions, and castes. It is easier for multinational teams to operate in India because of the
country's complex social structures. Because all decisions were made by Jorge and subsequently

conveyed to the teams, the Indian senior management team had very little authority. A lack of
progress was evident after five months of playing time. This led to an unpleasant outcome. They
were frustrated by tensions and disagreements within the team and with their clients, as well as
by the lack of cooperation from the latter.
An employee handbook explains that the corporation selects employees based on their
aptitude and the company's global clientele, according to the handbook. This unjust and
unpleasant situation arose after Jorge's five months on the job as global team manager, when he
violated the rules of due process. Jorge was laid off. For their global clients, it was evident that a
wide range of applicants was needed, and so global HRM principles for hiring the teams were a
logical beginning point.
An excellent beginning point might have been the company's policy, which is stated in
the employee handbook, that ASI picks personnel based on their abilities from a diverse pool of
applicants who represent ASI's global client base (Odinokaya et al., 2019). There must be strict
adherence to all company regulations and procedures in order to protect not only Jorge but also
the company and its clients. A meritocratic system rather than one that relies on favoritism could
have saved Jorge from making an error in hiring the correct people had he followed the
company's employee handbook's recommendations for recruiting. As a result, they should have
been educated in Indian customs and culture before deployment so that they were aware of the
cultural variances and diverse working styles of local teams and their clients' attitudes and
expectations. Customers and employees in India are more important than laws and procedures
when it comes to doing business in the country. Having local teams empowered to make their
own decisions would have been better for the organization and its employees.Customers and employees in India are more important than laws and procedures
when it comes to doing business in the country. Having local teams empowered to make their
own decisions would have been better for the organization and its employees.



Falloon, G. (2020). From digital literacy to digital competence: the teacher digital competency
(TDC) framework. Educational Technology Research and Development, 68(5), 2449-
Odinokaya, M., Krepkaia, T., Sheredekina, O., & Bernavskaya, M. (2019). The culture of
professional self-realization as a fundamental factor of students’ internet communication
in the modern educational environment of higher