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Read the case study: "Leadership based on Ancient Principles" (attached). Answer the questions below. 1. Pescribe the organizational culture of the Tata company. [(300 words) 2. In your opinion, how does the company reflect its national culture? (300 words) 3. In what way(s) do you see Hofstede's theory of cultural dimensions or any of Globe's 9 cultural dimensions reflected in the case study of the Tata company? (400 words) Word count limit between 950-1000 words. Deadline for submission: 11:59PM, Sunday, March 20, 2022. Individual reports to be submitted through Turnitin on BB. LEADERSHIP BASED ON ANCIENT PRINCIPLES "Revonsible, autheotic and integral" with commitment to a triple bottom line of profe its. people, abd the planet are the principles behind Tata, India's fargest corporation (Babu, 2012). The conglemerate is a $100 billion familyrowned Indian industrial giant that iacludes anything from information systems, steel, energy, cars, consumer foods, holels with operations in over 80 coantries, and ownership in international tasdo such as Jagcas, Land Rover, and Dacwoo Motors (What Cyrus Mistry inherits, 20t3). Its baviness is a symbol of the sucteis of modern Western-style capitalism; its leadership and masazement principles hale back to India's ancicat culture and religion based on values of integrity, hospitality, humility. kindnews, and selffesseess all ideats from the family's Parsi religious backeround and their rural roots (Deshpande and Raina, 2011). As a family -maned and -run burinew. Tata beeefised from the leadenhip of Ratan Tata for 21 years until he handed the reins to Cyrus Mistry, alwo a family member, in December 2012. An exccutive who worked with Ratan Tata says: "The chairmanship did not change him or his manner of artiving at the most appropriate course of action.. Ratan Tasa is not the type of boss who is given to thumping the table. He soffy mandates, and thone to whoen the mexage is addressed get the point very clearly. He thinks big and eacoarapes others to do tikewise. He does bot discourage those who occasionally fail to deliver" (Irani, 2013). Tata is reputed to be a pood listener while alko able to express his own vies convincingly and wome attribute his success to his ability to think big and small at the same time (Radhakrishman-Swami et. al, 2010). Whilo many erecutives around the woeld develop arrogance and hubris and seek antention as international superstars, Ratan Tata har remained a private, selfeffacing, and bumble man who advocated the importance of globalization ahead of his time. Because a majority of the company's business comes from outside India and because of India's own cultural diversity, the company.peomotes broad cultural diverity. Alan Rosling. executive director at Tata Sons, says: The successful organization of tomorrow will diffuse geographically, and draw its competitive edge from a creative intermingling of people from all over" (Rosling. 2009). He believes that India has a unique advantage in promoting diversity because the country itself is one of the most diverse in the world. Although cultural misunderstandings and tension are bound to happee. Rosling believes that: 'Oaly by exposing people to colleagues internationally can the sex issues be tackled, and the potential for convequent value turned to real competitive cuge" (Rosling. 2009). One examiple of the unique management style was evident in 2008 when the Tas Mahal Palace hotel in Mumbar, India, the crown jewel of Tata" hospitality group, came under terrorist attack. What enswed was unimaginable bloodshed that left dozens dead and hundred others wounded. The attack brought to light the excmplary and uniquely seiffess conduct of the hotel's staff members who remained and helped many gocits eacape at great rivk to their own safety, The leadecship principles that guide the company are implemented in recruitment and training. where many of the hotel"s staff came from villages and were brought up with traditional cultural valuos, which are furthet reinforced through training and reward systems (Deshpande and Raina, 2011)