Contributors Managers and Corporate

M Vismaya
Niharika Jain
Cultures The Case of
Monika Saha
Neha Chandrakar
Indian Organizations
Mupalla Aparna
Anamika Kasana
Anish Majumder
Anoop K.N
 INTRODUCTION
There was little efforts to customize Management
“fundas” to suit the Indian context. Upon
experimentation with the occidental concepts,
Indian firms realized that these ideas sounded
academically and intellectually appropriate,
logically sound but did not perform well when it
came to applying them in real-life business
scenarios.

It failed to create in people a conviction for action

and change as it did not consider the latent level
emotional and social context of Indian Managers.

“Academic but not Practical”

Sample of Indian
TECHNOLOGY SIZE
Organizations
FINANCIAL
LABOUR INTENSIVE
TURNOVER
OWNERSHIP ASSEMBLY LINE
Small
MULTI-NATIONALS CUSTOM SHOPS INR 2 Crore

JOINT SECTOR CONTINUOUS Mammoth

INR 800
PRIVATE SECTOR PROCESS Crore

COAL MINING CHEMICALS MANUFACTURING TRADING

PRODUCTS EARTH MOVING TEXTILES PETROCHEM HOTELS
CONSTRUCTION PAINTS FERTILIZERS MSMEs
 Hiring new personnel Apathy and Motivation

Reskilling Employees Lack of Initiative

Communication, DM
Ineffective management
SOME COMMON and Delegation
ORGANIZATIONAL
ISSUES
Concern/Conflict
High staff turnover
over Cooperation

tent Fra
e rs gm
m p ge
co ana Lack of Role en
tati
ew rm
F io Clarity and on
n
se Accountability
 Culture
• Values, Philosophies, myths of the Interface - Cognitive Maps • Psychological Role
society of Roles, Systems, Systemic Models of the Family
• Define Cognitive Maps – “Do’s & Processes • Rituals, History
Don'ts” , “Modes of Perception” • Structure & Systems • Micro Culture – Emotive
• Macro Culture Organization maps of Behavior,
• Roles/Organization Cultural Ideal Role
• Strategy & Models
Culture/Organization • Experienced culture,
Significant Roles in
The Source Direction Family, Caste &
of Energy Setting
Community
Nature of Belongs to • Thus Indian Managers tend to
Significan family display familial patterns in the
Designing t Roles system, organization.
Formulatin Action “Experienced • Thus it becomes difficult to
g Policy Alternative rationally design and build
s
”
Functional & Process of converging infra for Organization’s
Task-based Forming the roles, tasks and processes.
Role Organization • Cognitive Maps must be mobilized
definition Map towards convergence & coherence
to reduce friction and non-
coherence.
Structure Organization Interface
2 significant roles:
Husband and Wife

Joint
Family
Structur
e
Production
MD or CEO is Task Leader: Manager : Wife
Husband Counterpart
Counterpart
 Structure Organization Interface
• JOINT FAMILY STRUCTURE
• ARBITRATION MODEL
Administration(Finance)
Routine Crisis
- Apathy Routine - Conflict
- Demotivation - Withholding of
support
Routine 1 2
Technical - Conflict 3 4
- Withholding of - Cooperation
(Production) support
Crisis

• EXTENDED FAMILY
 Role and Organization Interface
The role coordinates in relation to task performance can be understood in the context of
large Indian Organization in the following ways:

Cultural/Social System Prescribed Work System

Responsibility Job Oriented Integration of job, link and corporate

Role Bound responsibility role actualization.

Authority Hierarchical Functional

One person Multi-person

Equality Lateral Lateral

Exclusion of peers Inclusion of peers

Identity Social familial Work and professional

And affiliative
Managerial role behaviour in relation to task performance can be understood in the
following ways:
Decision Making
Exercise of Authority
Communication & Information
dissemination
Evaluation
Reward and Punishment
Cultural/Social Identify
Routine
Downward/ Explaining upward
Need to know- Information as
source of power
Personal and subjective, based
on social stereotypes, belonging
and loyalty
Personal loyalty, obedience and
conformity
Prescribed Work Identity
Using discretion
Downward, lateral & Upward
Task based operational realities
Task, functional, cooperation &
collaboration
Delegation
Training Subordinates
Becoming dispensable
 Role/Structure Model
1 Infra 2
(Staff/Service)

Resource
Resource
Contributor
Controller

3 Structure
(Line) 4
 Role/Structure Model
▸ Quadrant 1 – Personnel function
Infrastructure(staff/service) and resource contributor

▸ Quadrant 2 – Maintenance and staff roles

Infrastructure(staff/service) and resource controller

▸ Quadrant 3 – New roles and structures – especially

product managers
Structure(Line) and resource contributor

▸ Quadrant 4 – Marketing and Production functions

Structure(Line) and resource controller
 Issues Confronting Indian Organizations
 Nature of new leaders and their involvement with the
organisation
 Nature of power distribution among the senior management
Management of growing multi-unit structures and development
of divergent cultures in various sub-systems.
 Designing corporate structures and introducing corporate
processes by re-defining relationships and modes of
transactions between leadership and various levels of
management
 Managerial reward both concrete and psychological and issues
of professional and self renewal