Culture is a collection of erudite behaviors, views, and ideals and a manner of sharing lifespan by society and its associates. It is also how a cluster of people solves their problems and dilemma reconciliation (Corps, 1997). Culture hence is how things are done in a community. Comprehending Indian culture is vital for foreign businesspeople, refereeing to the two countries’ tale. Without cross cultural difference knowledge, the outcome of a successful business venture can be I danger. India is taken to be a highly bureaucratic country in this case. Bureaucracy is the system of administration whereby the inclination need in following complex and rigid procedures hinders actual accomplishment. For this motive, recordkeeping of a corporation in India registration enterprises (ROC) lasts three months (Christoph Dörrenbächer, 2016). Businesses as well have to wait for the operation of their bank account for another two weeks. Moreover, some business changes their designation devoid of a solid purpose. In explaining the organization in the Indian ROC as well as its influence in bureaucrats’ behavior, we employ Geert Hofstede’s value dimensions. Hofstede’s cultural value dimensions that are relevant and explain the Indian ROC are described. Power distance index (PDI) – the main focus is on inequality and equality in the country’s society between people. There is a great power space index of 77.0 in India, showing that control and treasure inequalities have been permitted to raise inside the community. Therefore, there is a massive detachment amid ROC personnel and their seniors, and the hierarchy is complex and log, resulting in slow decision making. Company registration certificate would need approval by many executives of top levels. The employees do not have the power to ask for quicker adoption, even if it delays (Corps, 1997). This is because they respect the bosses, and when outside the office, they cannot call them by their first name. Registration in India is made slow because of the distance and the extended hierarchy that creates bureaucracy. Uncertainty avoidance index (UAI) – emphases on the tolerance level in the society or ambiguity and uncertainty that is unstructured situations. Low ranking in uncertainty avoidance means there is less concern by the country on uncertainty and ambiguity and has a variety of options of more tolerance. Reflection of this happen in a less-ruled society, which accepts change more readily, and takes more significant risks. The uncertainty avoidance ranking of India, in this case, is very low. On the other hand, Indian ROC, is rue oriented and very conventional office that establishes rules, laws, and regulations (Dahl, 2009). This means things should be done without any mistakes. The decision becomes very slow as a result, and it creates bureaucracy. Long term orientation (LTO) –concentrates on the degree the society does not embrace, or embraces, values of forwarding thinking, and traditional long term devotion. There is high long term orientation in India of 61 (Dekker, 2016). The main reason for top bureaucracy in India ROC is brought about by this cultural value, for the reason that; • India plans on doing things for today and tomorrow. Concerning this case, they want to be assured if Uzanto consulting value long term commitments. Uzanto consulting firm is hence studied by ROC carefully before giving out the registration certificate, which requires much paperwork and approval from several superiors. • Business partners with India should have mutual trust. Everything is needed in writing. This also aids in a lot of bureaucracy in ROC. • There is a high value of titles. When registering a company, an advanced degree certificate of foreign owners should be submitted to ROC. Foreigners are anticipated to have higher qualifications when in India. This is because the requirements make Indians believe that the company will offer more significant benefits for a long time for society. The approval of the finance minister will be needed when approving the certificates, and ROC will scrutinize them. The process will be delayed as it will require a high bureaucracy level. • Also, Indians do not trust foreigners because of how the British treated them during colonization. Indians make it harder for a foreigner to register due to that fact. The stated dimensions of culture influence bureaucratic ROC behavior. The ROC employees would be bureaucrats as they work in a bureaucracy. They have slow decision making. They will follow all the procedures and policies set. The foreigners will have things complicated unless the trust is built. They may, however, accept bribery from foreigners to make a quicker registration process (Häusler, 2017). The bureaucracies have been reduced by the ROC, allowing the implementation of online registration for the locals and foreigners, as well. Cultured was argued previously to be a problem rather than an opportunity. It is being revealed today by experts that when culture is managing and understood correctly, it can be a corresponding knowledge source. Managing and comprehending cross cultural differences are vital to be a successful business person in the business environment today. It would be tough to get things done quickly if a foreigner does not understand Indian culture. If a foreigner understands the Indian culture, things will move with speed hence be a comparative advantage for foreign business (Rao, 2016). Uzanto consulting company got delayed to be registered for three months in this case because they do not know the Indian culture. It is thus advisable to use a credible local person in India for a reason that; There is a very collectivist culture in India where there is a high valuation of relationships. Most of the things in this culture are performed through links. Collectivist culture is one whereby people view themselves as group members, and they take into consideration the group needs being vital than individual needs. Most Asian cultures, instituting India, are collectivist. In this case, a credible person to the ROC can be used in speeding the registration process. The local charted accountant could be the trustworthy person to be used. The Indian way is the use of relationships. Indian chartered accountant could be used for they are easily trusted by the ROC Indian employees who can make the registration process faster. In this case, the evidence is that in India, it takes up to 89 days in starting a business by a foreign firm and getting into a contract with the local market; it takes 425 days (Trompenaars, 1998). Indians do not help westerns unless they can be trusted. The representation of a local chartered accountant could accelerate the activities of the foreign business. The Indian employees make things delay for the westerners because they do not give bribes. There is a culture in India whereby bribery is the order of the day, and foreigners are expected to bribe. The ROC employees may not want to bribe from a local chartered accountant for he is an Indian and understands the implication of bribery. That is the reason as to why his selection accelerates services for Uzanto consulting. Indian culture values statues highly. The determination of status is by a university degree, age, as well as professions in India. One of the accepted degrees is a charted accountant; hence, the qualification is recognized in India highly. Things are easy for someone who has a higher status in India, and a master’s degree makes one be ranked a top condition. This is also a reason for using an accountant to accelerate the process. In India, religious belief is also a factor to be considered by foreign businesses. Hinduism is practiced by 80.5% of Indians. They help people if they are Hindus, but most of the western businessmen are Christians (Rao, 2016). Hindu do not trust Christian, so they make things difficult for them. Hence choosing a Hindu In representing the Uzanto consulting in India at the start could accelerate the registration process of the company and help the company during a contract deal with a local business. Hence, in case a foreign company wishes to be a successful business in India, it is essential to have local employees deal with local people at the early stages. Cultural values are people’s behavior line. An individual will perform what he/she values. Numerous values are guiding the Chinese community. Among the Chinese importance, benefits include keeping power distance, risk-taking, and long term relationships. Below is how the values motivate various Chinese community behavior and why; Power distance emphases on inequality or equality in a country between people. There is a considerable power distance between employees and the superiors for Chinese. They respect their bosses even outside the organization. This is because the Chinese believed strongly from an earlier civilization that it is essential to keep a distance. The Chinese highly value collectivism, and they reinforce extended families as well as collectives, and each individual takes responsibility for other group members. This is another behavior motivation value. Chinese do not believe in luck. Hard work and thought ability to take risk is valued as to bring organizational success. That is why Chinese in the world is the first growing economy. In 2015 china recorded a 10.7% increase as indicated in the case. Long term orientation is the most critical value in the Chinese community. The benefits offer motivation for building long term associations with foreign business partners. They perform things for the future. Building trust and doing business with the Chinese takes quite a long time. The motivating value for Chinese people in business is long term orientation in offering gift money to buyers or partners. In China, a gift of cash is money given to the existing buyer or potential partner in increasing personal relationships. China would try so hard in creating long term association, and they would never give up as indicated in the case by offering money as a gift (Weiner, 2012). However, because of the difference in cultural belief, the money that is provided can be taken as bribery in many countries like the UK and Australia. The difference between the gift of money and corruption is as follows; Crime is a payment offered voluntarily, usually secretly, expecting special favor in return. However, special favors are not expected by the Chinese after giving gift money from their partners. All they want is to strengthen the linkage between the parties and want long term business. They do not ask anything in favor. In the case study, a red envelop that had US$3500 was handed to one of the Australian staff. It was presented as a birthday present. It is very challenging to cope with the Chinese behavior of giving gifts for western managers even though they comprehend different cultures. I, however, believe the money offered cannot be bribery for the intention of the Chinese is not receiving favor in return, but they are just trying to establish long term relationships with the partners in business.