People management fiasco in HMSI Summary The case study involves HONDA MOTORCYCLES AND SCOOTERS IN INDIA LIMITED. The company (HMSI) was established on 20/10/1999, to produce high quality scooters and motorcycles in India. The company which was under, Japanese top management had a total workforce of about 3,000 employees. The company held a production capacity of 100,000 scooters per year with a target of boosting this capacity to 600,000 in the next five years. Immediately after the establishment of the company, the performance was extremely positive, and the results were promising. The TNS Dealer Automotive Satisfaction Study 2004, ranked HMSI as the leader in two wheel category, in India. HMSI also received other recognitions in other spheres. However, on 25/07/2005, the company suffered a significant setback unprecedented violence broke out between HMSI workers and police during a HMSI strike due to poor, working conditions. The key purpose of this paper is to identify the key cultural management issues covered in the HMSI case study. This case study analysis will examine the HMSI case. This paper begins with a comprehensive analysis of the case. The Hofstede’s model and culture noise concept are centrally used in identifying the key cultural management issues in the study. Apart from identifying the cultural management issue in the case study, approaches in solving these issues, will be explained, and solutions proposed. The Hofstede’s module has five dimensions; Power/distance, individualism, masculinity, uncertainty/avoidance index and long term orientation. According to Hofstede, these five dimensions explain the difference in company culture. Cultural noise refers to obstacles restricting successful communication between people of different cultures (Deresky 2008, p. 12). The first factor to consider in the case study is the HMSI organizational structure. The top management was Japanese, whom had employed Indians subordinate management to manage workforce required to run the day to day activities of the HMSI Company. Cultural noise is identified in the case study whereby, the Indian management would not allow workers to communicate, to the Japanese top management to share their grievances. As a result, the Japanese top management knew little of the workers grievances. This interdiction of communication was a vital catalyst to the problem (Maude 2011, P. 392). The PD module refers to the measure of acceptance of people on the social status quo in their region. The HMSI management failed to establish a low PD which supports teamwork. A low PD organization, ensure all staff are equal to promote teamwork in the organization. This model is appropriate in India, while a high PD which involves; strong hierarchies, these organizations demand authority, respect and acknowledge of leaders power. This high PD model is commonly used in japan. The Japanese top management overlooked this factor and employed the high PD model. This was the main cause of friction between workers and management. This factor is clearly displayed by the attitude of the vice president of manufacturing, who is a Japanese national. His actions included demining workers by disrespecting them and even assaulting them. T