Given the role Indian corporate sector is now playing in the world business scenario, blind imitation of Anglo-Saxon models of management thought will not produce results. Management practices need to be drawn from Indian culture. Management modules should be based on Indian corporate realities. This is not to suggest the copious literature of western writers which is based on distilled experiences of managers need to be brushed aside or pushed under the carpet. A nuanced and balanced synergy between western management theories and Indian psycho-philosophical vision should be generated.
This book is an attempt in this direction. It focuses on understanding a Hindu manager in terms of his/her personality emerging form such value systems. Psycho analysts, Anthropologists, and host of thinkers have conceptualized two sets of values of Hindu culture: progressive and regressive. What is the value system internalized by Indian executives? To what extent Indian business organizations permit their executives to apply their internalized values? Which value system progressive or regressive is operative in Indian corporate? Does a typical Hindu executive represent the progressive face of his/her culture or the regressive side of his/her culture? How do these culture specific values influence a manager’s behaviour in decision-making, power sharing, increasing profitability, enhancing market share, delegation of authority, performance appraisal and in dealing with his/her subordinates/customers/suppliers? This book answers these questions and many more.
This is an empirical investigation based on responses form Hindu executives of Indian companies. The book presents factual data regarding the value internalization as well as value application in Indian organizations. A typical personality of a Hindu manager is brought out. the relationship between an Indian manager’s behaviour in dealing with his/her subordinates and culture-specific values is explored. Moreover, time tested cultural intervention strategy as old as 5000 years has been articulated for toning up managerial effectiveness and honing the spiritual quotient of a corporate executive.
The book should be useful to all the foreign MNCs which are interested in understanding Indian executives, their culture, their business practices. To those Indian corporates which are blindly transplanting western HR practices, this book offers a new paradigm to design management development strategies. Instead of limitation of western practicum, they can create a high level of synergy by fusing these parotids with Hindu culture. Evidently, academics, researchers, students of B Schools are sure to get new insights form the findings presented in this study. Management thinkers in India can design path breaking business practices, communication protocols and organization structures.