International Human Resource

Management – IHRM4350

CIA 1 – The Cultural Iceberg,

Hofstede’s Cultural Dimensions
(Infosys, India)
Submitted To:
Lakshmy Priya K Mam
Submitted By: Group 4
1923619 – Dhruv Rathore
1923638 – Naina Chakraborthy
1923649 – Rishikesh Dhir
1923670 – Vaibhav Golani
1923671 – Vaibhav Jain
 Index
Content Page Number
Introduction about the country 3-6
chosen – “INDIA”
Cultural Iceberg Analysis of – 6-10
“INDIA”
Introduction about the company 10-11
chosen – “INFOSYS” -
Human Resource Management 11-13
Policies of the company chosen –
“INFOSYS”
Indian Culture and Hofstede’s 13-18
Cultural Dimensions with
comparing it with United States
References 19
Contribution by each group 19
member
 Introduction about the country chosen – “INDIA”
Indian culture is considered as one of the world's oldest cultures. It is home to more than 1.36
billion people, by which it being the second most populous nation after China. It has 28 states
and 8 union territories and sized about 3.287 million km 2
by which it being the seventh largest country in the world
in terms of its size and being the most populous democratic
country in the world. The frontiers of the country being
surrounded by a peninsula with the Indian Ocean on the
South, Arabian Sea on the South-West and Bay of Bengal
on the South-East and Himalayas on the North.

Various aspects of Indian culture like Language, Religion,

Food and Art are discussed briefly (in the cultural iceberg analysis => overt aspects topic)
which makes the country distinct from the rest of the world. Some other features of the Indian
Culture in terms of the business perspective are as follows:

 Greetings used to greet which is done by folding hands together and

placing it near by the heart and sometimes bowing if an are the most
important factor/ communication aids by which people makes
perception about other people in way of their speaking, greeting and
giving respect skills. So, in India, "Namaste" is the most commonly
elder or guest is being greeted.
When the country is a mix of various cultures then it would have various greetings across
the country and some of which are: Jai Sri Krishna by Guajarati’s, Radhe Radhe, Jai Sri
Ram, Sat Sri Akaal by Punjabis, Vanakkam by Tamilians, Khamma Ghani by Rajasthani’s,
Jai Jinendra by Jains, Aadab by Muslims primarily and there are various other greetings
based on culture, religion and the region in which one lives.

 Verbal: It is the form of communication in which several factors are present and it takes
place between two people in an interactive basis where the speaker speaks the message and
the receiver receives, interprets and understands the message and provides feedback
regarding the message. Some do's and don’ts in India while having a verbal communication
with anyone are as follows:
 o Indirect Communication: The most common style of communication by India’s is to
be polite and indirect with the strangers to avoid conflicts and confrontation. People
often exchange opinions or viewpoints through negotiation rather than arguing that
their perspective is only correct. Direct communication is reserved for relationships
with a high level of trust or crucial situations.
o Refusals: Direct refusals, such as "no", may be too harsh as it might lead to
disagreement and most likely to be interpreted as hostile or aggressive. Therefore, they
tend to give evasive refusals and indirect disagreements.
o Questioning: The cultural preoccupation with politeness and modesty can sometimes
mean that some Indians automatically answer "yes" to direct questions but a flat "no"
would indicate the end of the relationships. And it is advised to have clarifications for
several times using open-ended questions.

 Non-Verbal: It is the form of communication style in which the conversation between two
people is taken place in the form of gestures, symbols and many more which doesn’t
include noise/ sound.
o Physical Contact: Indians prefer not to touch people when it can be avoided, but they
may touch someone's arm or hand when speaking so long as they are the same gender.
Body contact between the genders is kept minimal throughout most of India.
o Personal Space: Indians generally respect each other's personal space and an arm's
length of distance is common during interactions. This is usually a similar proximity to
what Westerners are familiar with. They may stand further away from those who are of
the opposite gender.
o Eye Contact: In general, Indians prefer to keep eye contact minimal or avert their eyes
from the opposite gender and from elders rather than sustaining eye contact.
o Gestures: Pointing the index finger towards someone is considered to be accusatory.
A more polite way to beckon or refer to someone is to use your whole palm facing
down. Standing with your hands on your hips suggests that you are angry or ready to
argue.
 o Head: The head is considered to be the holiest part of one's body. Touching someone
on the top of the head is deemed to be insensitive and offensive.
o Feet: Feet are thought to be the dirtiest part of the body, and displaying the soles of
one’s feet or touching people with one’s feet is considered rude.

 Business Culture: Meetings: People enter a meeting in order of importance, with the
highest-ranking person arriving first and so on. The same goes for introductions. Take time
to get to know your business partner, allowing for a casual conversation to begin a meeting.
Expect some meetings or discussions to
be conducted over dinner or drinks.
The highest-ranking person makes the
final decisions. Therefore, if the owner
or director of the company is not
present, it is likely that you are still
engaged in early negotiations and will not reach a final agreement at this meeting.
o Relationship Oriented: Personal relationships play a significant role in Indian business
culture. Third-party introductions are almost a necessity as Indians prefer to work with
those whom they know and trust. For them, trust is the key to good business, and they will
be looking for an honest commitment to the relationship from you.
They only want to expand their networks with partners they can rely on by building loyalty
and trust, so you would need to consider some of the questions asked to be irrelevant or too
personal, but try to be patient and answer their questions for the sake of the business
relationship.
All matters of disagreement or conflict should be dealt with in the most diplomatic manner
possible. in case unsure of what to do, it is a good idea to have your supervisor apologise
on your behalf.
o Negotiations: Be patient with negotiations as they usually progress much slower and
compromise between meetings when they are in a position to check with their superior.
They often try to reach a price or figure indirectly after elaborating all the benefits of the
deal.
o Considerations: Workplaces in India are hierarchical, based on age and position. Most
Indians do not feel comfortable speaking in a direct, frank manner with those they do not
have a strong relationship with. Therefore, expect indirect, circuitous communication to
occur to reach an agreement or deal.
 It is common for senior members of a meeting to take phone calls. However, it is considered
rude for juniors to follow this practice.
In case of contacting your Indian counterpart through a phone call, it is usually best to call
10am onwards but no later than 9pm in the evening.

Cultural Iceberg Analysis of – “INDIA”

The cultural iceberg is an analogy that states that any culture has two aspects – the aspects or
characteristics that are above the water and hence show, the overt aspect and the rest which is
under the water and unseen, i.e., covert aspect.

People often think of culture as the numerous observable characteristics of a group that we can
see with our eyes, be it their food, dances, music, arts, or greeting rituals. The reality, however,
is that these are merely an external manifestation of the deeper and broader components of
culture -- the complex ideas and deeply-held preferences and priorities known as attitudes and
values.

Right below the water lies the core values of the culture. These are the primarily ideas of what
is right, acceptable, desirable and as well as what might be bad, unaccepted or undesirable.
These internal forces become observable to the casual observer in the form of our actions, our
usage of words, laws we enact and the way we communicate. These core values of a culture do
not change immediately and are passed on from many generations.

When we come to India as a country and dissect its cultural aspects, we see that India has a
very diverse culture and numerous traditional beliefs and customs being practiced. We explain
those aspects by dividing them under two categories – the covert cultural aspects and the
overt cultural aspects.

The overt cultural aspects off the Indian culture are the ones that can be clearly observed and
float on the water (the visible characteristics) –

 Food – Food in India is considered to be the tastiest and subtlest around the world. There
is no homogeneity of food in the south, north, east or west. India offers mouth - watering
flavours and a wide range of cuisines to suit your taste buds. The food in India is shaped
diversely due to difference in climate and other geographical factors serving us with Idli,
Dosa, Wada, Chicken Chettinad, Appams, Hyderabadi Biryani, Paal Payasam, Gonguru
Mamsam, etc in the Southern, Chaat, Samosa, Chole Bhature, Rogan Josh, Dal Makhani,
Tandoori Chicken, Amritsari Kulcha etc in Northern, Machcher Jhol, Rasgulla, Dalma,
Assamese Fish Curry, Momos, Thukpa etc in the Eastern and Vada Pav, Zunka Bhakri,
Bombay Duck, Goan Fish Curry, Bebinca, Thepla, Shrikhand ,Dhokla, etc in the Western
part of India.

 Language – As per the census conducted in 2011, there are 121 languages or mother
tongues spoken in the country. This linguistic diversity varies from state to state and even
within the states. Hindi is the official language of the government. 59 percent of Indian
residents speak Bengali, Telugu, Marathi, Tamil and Urdu other than Hindi in the country.
Sanskrit, an ancient Indo-European language came from Northern India.
 Dress – The dressing style of India is very diverse due to different traditions followed
across the country but the people of India wear sarees, salwar kameez, kurtas, bandh gala,
shirt, trousers and lungi etc are common attires in all states.

 Music – Indian music is known for its two main traditions, Carnatic music which is
predominantly practiced in the southern India and Hindustani music which is practiced in
northern, eastern and central areas. Owing to the country's vastness and diversity, the music
of India encompasses numerous genres, multiple varieties and forms which include
classical music, folk, rock, and pop.

 Festivals - India is widely known as a land of festivals, where people from different
traditional backgrounds coexist harmoniously. The variety of festivals celebrated in India
shows the true manifestation of its rich culture and traditions which is being celebrated
throughout the year. There are 36 most famous festivals celebrated in India and many others
and in the Hindu culture, the most important festivals are Diwali and Holi. Christmas,
Moharram, Eid Ul Fitr are the main festivals being celebrated by Christians and Muslims
respectively.

 Architecture and Art – There are a lot of monuments which are proof of the brilliant
Indian architecture which exists in contemporary India. The Mughals had a lot to do with
the style of architecture being installed in the Indian society during their reign. Taj Mahal,
one of the seven wonders of the world built by Shah Jahan is present in Agra.
India is the home for Bollywood which is well recognised by the world. Other than
Bollywood, India is a home to many traditional dance forms such as Odissi, Kathak,
Manipuri, Bharatanatyam, Kathakali etc.
The covert cultural aspects off the Indian culture are the ones that can be clearly observed
and float on the water (the invisible characteristics) –

 Genders role – Discriminatory towards either sex have existed for generations in India and
can be noticed in a lot of traditional practices too. These practices exist more for women
than for men in India. The Indian society defines typical gender roles for men where he is
supposed to be the alpha male and take care of his family by earning and making important
decisions whereas female is seen as a more subtle figure who is supposed to cook, clean
and do household chores and raise kids and remain timid and quiet in front of others.

 Values – The core values in the Indian culture are Tyaga, which is renunciation, Dana,
which is liberal giving, Nishtha which is dedication, Satya, which is the truth and Ahimsa
which is non – violence. Apart from this, India is considered to be a pluralistic and
multicultural society where many faiths and belief systems regulate the life of individuals.

 Importance of time – Although time is considered as one of the main aspects for any
business or formal meeting, compliance with the same differs from person to people in
India based on the importance of the task and the authority which has provided it.

 Religious beliefs – India is identified as the birthplace of Hinduism and Buddhism, the
third and fourth largest religions in the world. About 80 percent of the population is Hindu,
14.2 percent is Muslim, 2.3 percent is Christian, 1.7 percent is Sikh and a small percentage
of Judaism, Zoroastrianism which are practiced in India. These religions have different
practices but convey the same idea and beliefs.

 Leadership styles – These become the chief input for business strategies. The leader is
considered to be a teacher, guide, role model for the employees and the keeper of the
organization. It is believed that India follows a balanced mix of both autocratic and
democratic leadership in various spheres like business, politics, etc and usually have a
hierarchical structure from top to bottom where the top-level management usually consists
of aged people and some people of working age with experience.

 Attitude towards age – Age is often linked to achievement and higher age means higher
age hence greater respect in india. All the religions have a common belief of respecting
 elders, not questioning them and keeping your head low in front of them as a gesture of
respect and obedience. Older people are valued in the Indian culture.

 Attitudes towards Social Status and Thought Processes: Indians have such watertight
bulkheads between their activities that they can alternate between quite different and often
contradictory ways of understanding the world without batting an eyelid.
In the country more emphasis is given to disparity, hierarchy and differences between
people domination prevail more rather than equality and handling the issue of a distinct
type of thought process with the greatest of care prevails majorly in terms of negotiations,
refusals and business agreements and deals as well.

Introduction about the company chosen – “INFOSYS”

Infosys is a multinational IT services and consulting company. Having an annual revenue of
10.94 billion U.S. dollars in fiscal year 2018, Infosys is India’s second largest software
companies, trailing only Tata Consultancy Services. A bulk of Infosys’ net sales comes from
providing services to clients from the financial services sector; energy and utilities,
communication and services are other key business segments. The US is the company’s largest
regional market, followed by Europe, despite its Indian origin, Infosys only made 3.2 percent
of its 2018 revenue in the home country.

It was incorporated in the year 1981

as Infosys Consultants Pvt. Ltd. by
Mr. N. R. Narayana Murthy in
Bangalore, Karnataka which is its
current headquarters. Salil S. Parekh
is the CEO and managing director of
Infosys. The Company was started by seven people with the investment of a measly amount of
USD 250. The company became a public limited company in the year 1992 and went on to
become the first Indian company to be listed on the NASDAQ.

Infosys Ltd is a global technology services firm that defines designs and delivers information
technology (IT)-enabled business solutions to their clients. The company provides end-to-end
business solutions that leverage technology for their clients including technical consulting
design development product engineering maintenance systems integration package-enabled
consulting and implementation and infrastructure management services.

It has a global presence in 191 locations across 46 countries. The company also provides
software products to the banking industry. They have developed ‘Finacle’ a universal banking
solution which caters to large and medium size banks across India and even overseas. Infosys
also deals in business process outsourcing through Infosys BPO its majority owned subsidiary.
The company provides business processing management services such as offsite customer
relationship management, finance and accounting and administration and sales order
processing.

The company acquired Expert Information Services Pty Ltd, Australia which was renamed as
Infosys Technologies Pvt. Ltd, they also set up a wholly owned subsidiary in People's Republic
of China, named Infosys Technologies Co Ltd. The company established Infosys Consulting
Inc a wholly owned subsidiary in Texas, US to add high-end consulting capabilities to their
Global Delivery Model.

Human Resource Management Policies of the company chosen –

“INFOSYS”
The companies Human Resource Policy has been divided into five major parts which are as
follows: (i) Recruitment and selection, (ii) Training and Development, (iii) Compensation and
Benefits, (iv) Health and Safety, and (v) Employee Relations. Under each area there are various
departments and duties which should be fulfilled by the Human Resource Function employees.

In the recruitment and selection there are five major policies which are follows:
(i) Recruitment Policy: In this policy the company's Human Resource team does follow the
same procedure as any company does which is finding for new employees which is as follows:
from identifying vacany => preparing job description and person specification => advertising
the vacancy => managing the responses => short listing => arranging and conducting
interviews => decision making followed by a selection process of various tests, background
and physical information and final employment decision.
(ii) Employment Policy
(iii) Sexual Harassment Policy
(iv) Probation Policy
(v) Equal Employment Opportunity Policy

In the training and development policy the company's Human Resource team follows a distinct
procedure to train its employees which is as follows: determining training needs =>
establishing training policies => setting goals and objectives of training => preparing training
budget => deciding about the training venue, methods and techniques => determining the
methods of evaluating the training by the Corporate Training team and Organisational
Development Team.

In the compensation and benefits policy there are various other policies involved which are:
Leave Policy, Bereavement Leave Policy, Adoption Policy, Paternity Leave Policy, Maternity
Leave Policy, Loan Policy, Working Time Policy, Vacation Policy, Holiday Policy, Sick Leave
Policy, Overtime Policy and Higher Education Support Policy.

In the health and safety policy there are various other policies involved which are: Health and
Safety Policy, Smoking Policy, Visitor Policy, Corporate Security Policy, Alcohol and Drug
Policy, Discipline Policy, Email Policy, Internet Use Policy, Cell Phone Policy, and Grievance
Policy.

In the employee relations policy, there are various other policies involved which are:
Communication Policy, Problem Resolution Policy, Personal Appearance Policy, and Conflicts
of Interest Policy.

 To surpass client expectations consistently.

 To set standards in our business and transactions and be an exemplar for the industry and
ourselves.
 To be ethical, sincere and open in all our transact and transaction-oriented, and thereby earn
trust and respect.
 To strive relentlessly, constantly improve ourselves, our teams, our services and products
to become the best.
 Be a role model of ethical behaviour.
 Encourage your team to raise issues and speak up.
 Communicate a positive message about your commitment to ethics and compliance.
Promote our values, the Code of Conduct and compliance with policies and the law.
Actively support ethics and compliance awareness and training programs.
 Have open avenues for communication.
 Listen and respond fairly to employee concerns.
 Find satisfactory and complete resolutions to ethical issues. Escalate concerns when
additional assistance is needed.

The points given above are taken directly from the code of conduct of Infosys and the Human
Resource Policy. After examining the given points and after going through the HR policies and
the separate code made for the employees of the company to follow, we can see that a lot of
these values and points project leadership style and culture that promotes ethical working
behaviour.

The company focuses more on ethics and making sure that there is a discrimination free and
equal working environment. The company follows a fair working policy and maintains an equal
opportunity framework. They do not discriminate or allow harassment on the basis of race,
colour, religion, disability, gender, national origin, sexual orientation, gender identity, gender
expression, age, genetic information, military status, or any other legally protected status.

There is definitely a lot of focus on having a diverse workforce, here diversity is taken as an
advantage and is used to have a broader, more accurate and comprehensive workforce.

The company has a strict anti-discrimination and anti-harassment policies that applies to all
persons involved in the operations of the Company and prohibits harassment by any employee
of the Company towards other employees as well as outside vendors and customers.

Indian Culture and Hofstede’s Cultural Dimensions with comparing it

with United States
 Power Distance
o This particular dimension of hofstede’s cultural dimension focuses on the fact that society
is not equal and there is going to be a gap between the less equipped an d privileged people
of the society and people belonging to a much more powerful class.
o It is defined as the extent to which the less powerful members of institutions and
organisations within a country expect and accept that power is distributed unequally.
 o India scores a total of 77 on this particular
dimension which projects that the culture in the
country favours hierarchy and follows a top down
approach.
o The average Indian employees dependent on the
boss or the power holder for direction, is privy to the
acceptance of un-equal rights between the power-
privileged and those who are lesser down in the pecking order. There is a paternalistic sense
of leadership where the management of the organisation tries to give and shape meaning
into the employees life in exchange for his loyalty for the company.
o Even though not very apparent, but power is definitely centralised with the top management
and the employee reacts in the way that he is directed to do and this is also expected by him
and of him as well.
o There is a sense of control that even leads to a sense of psychological security within the
organisation and the interaction between the employees and the management is always
formal, even if there are deliberate efforts made to feel otherwise.
o Communication is top down and directive in its style and often feedback which is negative
is never offered up the ladder.
o When comparing it with the United States, the country’s power distance score is 40 which
projects an inverse picture as shown in the case of India.
o The companies in the US mainly have a decentralized form of hierarchal structure which
means that the average employee in the country is been provided with the responsibility
and relative authority with it for the completion of the same but is not of the form of Laissez
Faire as the top-level managers does exert some power over the other levels with some
centralized hierarchy in terms of directing, controlling and reporting from the lower levels
of management.

 Individualism
o This particular dimension deals with the individualism
of people. It basically asks the question that when a
person in the society looks at himself, does he consider
himself a different individual or does he consider
himself a part of a larger group of people.
o The basic concept revolves around i.e., an individualistic society people are encouraged to
take care of themselves and their immediate family, whereas in a collective society there
are bigger groups that take care of its members in exchange for their loyalty and
participation in the group.
o India scored a total of 48 in this dimension which projects that there is a stable balance of
both individualistic and collective societal traits. In which people are willing to both work
for the group and society or a larger framework, but are also conscious of their personal
and family gains.
o Here the relationship between the employee and the employer is again a very special
dynamic where the contribution of the employee to the organisation is of as much value as
his personal gain and the employer also in response gives the employee kin like protection.
o Hiring and recruitment processes are also somewhere dependent on relationships, which
basically applies to primarily all systems in the organisation.
o While also the focus on the individualistic needs and gains definitely exists. This mix of
collectivistic and individualistic culture is what gives India its balanced score.
o When comparing it with the United States, the country’s individualism score is 91 which
projects an inverse picture as shown in the case of India.
o The companies in the US mainly have an individualistic ideal based employee who
basically does work for their own benefits and for their immediate successors i.e., their
families and doesn’t have any sense of belonginess with the company by which it makes
the company structure less informal in terms of cohesiveness, interactions and other social
skills.

 Masculinity
o A highly masculine society reflects its weightage
on values and morals that relate to direct success,
competitiveness, maximum utilisation, and a n
overall aggressive approach to the organisation.
o While in a more feminine society there is more
weightage on issues like respecting and caring about
your colleagues, equality, etc
o The main factor that plays here is the motivational factor that drives the employees.
o India scored a total of 56 on this dimension which projects that the culture in India is
somewhat inclined towards a more of masculine culture. However, the ancient culture of
the country somewhat holds back this masculine culture that the people or naturally inclined
towards, creating a sense of balance in the working culture.
o By taking a look at Infosys’s code of ethics it is prominent that the culture being followed
there is towards the feminine side of the spectrum. We conclude to this point as the mention
of equality and respecting diversity and upholding the ethics has been repeated many times
in the code of conduct.
o When comparing it with the United States, the country’s masculinity score is 62 which
projects almost the same picture as in case of India as well but with a slightly higher
masculine culture.
o The companies in the US mainly have a masculine culture where the employees of the
company directly relate to success, competition, maximum utilisation and overall
aggressive approach with a slight sense of feminine culture as well in terms respecting and
caring for the colleagues, equality and other cohesiveness which has increased due to the
various diversity, gender equality compliance policies and a shift towards the acceptance
of female employees in the company make the companies have a balanced masculine
cultural approach with slight approaches of feminine culture as well.

 Uncertainty Avoidance
o This dimension deals with the fact about how the society
deals with the unknown and uncertainty. It also might
suggest the risk appetite of the culture and country. The
factor that determines this particular dimension is the fact
that how threatened the people feel when placed in a situation
of uncertainty and ambiguity
o India scores 40 on this dimension and thus has a medium low
preference for avoiding uncertainty. The general trend is to
be comfortable in the position that is assigned to a particular person and there is a lack of
initiative and a lack of risk appetite in the culture and the people.
o Rules are often assigned to people and there are strict rules and regulations that confine
these roles to a particular stratum.
o The culture is to compromise and adjust to the situation, which plays both negative and
positive role in adapting and moving forward.
o When comparing it with the United States, the country’s uncertainty avoidance score is 46
which projects almost the same picture as in case of India as well but with a slightly higher
uncertainty avoidance fear.

 Long Term Orientation:

o This dimension deals with the fact that about how
a country’s culture is oriented. So, in long-term-
oriented country, they promote the importance of
future rewards than of present ones. The family here
are of joint in nature. They focus on maximization of
profits of future than of present.
o But whereas in short term-oriented countries they
promote the importance of past and present needs and
wants than of future, the families here are of nuclear in nature. They focus on achievement
of organisational goals with immediate results.
o India scores 51 on this dimension which projects that the country’s culture has a balance
between the short- and long-term orientations by which actually the companies in the
country perform stable and thus has a relatively lower uncertainty fear and risk associated
with it.
o When comparing it with the United States, the country’s long-term orientation score is 26
which projects that the country’s culture is mainly focused towards short-term orientation.
Due to such orientation usually, the employees have a fear of uncertainty and doesn’t
emphasizes on job securities majorly as well as they reap the benefits in the present period
of their service than of thinking of the future.

 Indulgence
o Intelligence basically refers to the extent to which the people of a particular culture can
control their impulses and the magnitude to which they indulge themselves.
o This factor is determined by the culture and how the people of the culture are raised it also
reflects the values of the culture.
 o The society can either be intelligent or can restrain
themselves from certain impulses. India scores a
total of 26 in that dimension hence projecting that it
is a restraint society. Hence there is not much focus
on leisure and there is certain level of glorification
for controlling your desires and impulses.
o There is an inherent thought that indulging in your
impulses is a negative aspect and would lead to the
loss of respect and position in society.
o We see a similar pattern in the Infosys code of conduct where there are strict and laid down
rules for a strong work ethic and it's driven by self-control and restraint.
o One such example would be the indirect prohibition of romantic relationships in the
working spaces.
o When comparing it with the United States, the country’s indulgence score is 26 which
projects that the country’s culture is mainly focused towards impulsive society. As we
mainly know that the employees in the company usually are of care-free nature and
emphasizes on short-term orientation where they don’t have the fear of job security which
make them flexible and skill oriented due to changing positions and responsibilities.

Hofstede's Cultural Dimension Score

100
90
80
70
60
50
40
30
20
10
0
Power Individualism Masculinity Uncertainity Long - Term Indulgence
Distance Avoidance Oreintation
India United States
 References

 Code of Conducts and Ethics. (n.d.). Retrieved from

https://www.infosys.com/investors/corporate-governance/Documents/CodeofConduct.pdf
 Infosys number of employees 2020. (n.d.). Retrieved from
https://www.statista.com/statistics/328288/employees-at-infosys/
 Pier. (n.d.). Indian Culture - Communication. Retrieved from
https://culturalatlas.sbs.com.au/indian-culture/indian-culture-communication

Contribution by each group member:

 1923619 – Dhruv Rathore – Code of conduct of the company and Brief on Hofstede’s
Cultural dimension and India perspective in relation to it.
 1923638 – Naina Chakraborthy – Cultural Iceberg Analysis
 1923649 – Rishikesh Dhir – Introduction to the Country and Brief on Hofstede’s
Cultural dimension
 1923670 – Vaibhav Golani – Introduction to the Company and Human Resource
Policies
 1923671 – Vaibhav Jain – Hofstede’s Cultural Dimension in relation to US Perspective
and Report Making

Thank You