Summary of the Honda Case The case under analysis reveals the problem of shaping effective human resource management polices for managers and employees to communicate in a culturally diverse environment. At this point, the scenario is focused on the failure to eliminate conflict at Honda Motorcycles and Scooters India (HMSI), a subsidiary company of the Honda Motor Company Limited (HMCL) located in Tokyo, Japan. In particular, inability of supervisors to meet the needs of their employees, as well as aggressive human resource management polices, prevented the employees from creating trade unions. As a result, reluctance to meet the needs of a culturally diverse environment led to significant damages to the respectable image of the company. Because of inappropriate cross-cultural management, the company suffered a significant production decline and faced a rigorous opposition of the employees. Despite the strictly established global policy of managing people, which is based on individual differences, mutual trust, respect, and equality, HMSI was more focused on other global trends of production, namely high quality and manufacture of world class products at the expense of employee’s stressful working conditions and negligence of their rights. With regard to the above presented situation, specific emphasis should be placed on the analysis of culture noise phenomenon that became the major reason of discontent and friction between the employees and their managers. In addition, analysis of cross-cultural strategies along with conflict management is indispensible to working out efficient solutions. Analysis of Theories and Lectures With Regard to the Key Data in the Case Study The company that acts on the international arena should take into consideration cultural and social peculiarities of employees involved into the production. The human resource management trends, therefore, should rely on both general and individual perceptions of qualities and traits that a person should posses while managing in a culturally diverse environment. Otherwise, there is a high probability of emerging conflicts between managers and their subordinates due to miscommunication. Judging from the case, negligence of cultural, psychological and social needs of an employee can lead to serious confrontations, or even loss of a valuable worker. The main problem of the company’s managers lies in distorting the information and providing false statement concerning employee’s responsibilities and duties. Hence, the Indian managers did not make it possible for employees to meet with top managers and express their complaints about the working conditions. An emphasis on seniority prevented from established the global policy of equality, respect for individuals, and mutual trust. Cultural noise is one the primary reasons for inappropriate communication between managers and their subordinates. In particular, the phenomenon identifies the common problems that domestic team experience, such as deficiency in relevant knowledge and skills, absence of clarity regarding team goals, and misalignment of team objectives. Hence, team can immediately fail until they start cultivate fruitful relations. As a result, there is a serious challenge that domestic leaders face while meeting global business perspectives.