UNIVERSITY DEPARTMENT OF

PSYCHOLOGY
PATNA UNIVERSITY, PATNA

PROJECT REPORT ON INDIAN MANAGEMENT

AND INFLUENCE OF INDIAN CULTURE ON
ORGANIZATIONS

By: Siddhant Ranjan

Roll No. 04
Session 2017-18
MANAGEMENT

Management is nothing it is just the process of dealing with or controlling thing or people.
According to Kim Ball "Management may be broadly defined as the art of apply the economic
principle that underlie the control of men and material in the enterprise under consideration."
According to Kuntz "Management is the art of getting things done through and with people in
formally organised group."
The organization and coordination of the activities of a business in order to achieve
defined objectives.
Management is often included as a factor of production along with? Machines,
materials, and money. According to the management guru Peter Drucker (1909-2005),
the basic task of management includes both marketing and innovation. Practice of
modern management originates from the 16th century study of low-efficiency and
failures of certain enterprises, conducted by the English statesman Sir Thomas More
(1478-1535). Management consists of the interlocking functions of creating corporate
policy and organizing, planning, controlling, and directing an organization's resources
in order to achieve the objectives of that policy.

The directors and managers who have the power and responsibility to make decisions
and oversee an enterprise.
The size of management can range from one person in a small organization to hundreds
or thousands of managers in multinational companies.
In large organizations, the board of directors defines the policy which is then carried
out by the chief executive officer, or CEO. Some people agree that in order to evaluate
a company's current and future worth, the most important factors are the quality and
experience of the managers.
INDIAN MANAGEMENT

The management concept in the west developed as a result of evolutionary process, based on
the changing values systems of the people - the social, political, and economic environment as
well as educational and cultural milieu. However, in India, historically we never evolved our
own concepts, keeping the Indian scenario in view. We found it convenient to transfer
management technology, trust as scientific technology. As a result of these grafting process of
management, we have created more confusion in management thinking.
However, suddenly due to success of the Japanese methods of management, even the western
countries have started doubting their own concepts and are trying to emulate the Japanese
lessons. This has further confused the Indian managers as well as the management experts, who
all along were following as a gospel truth whatever the westerners had developed.

Our Research finding in Indian Management indicate that many of the Management practices
suggested by Foreign specially the Western consultants when implemented in Indian
Organizations, get rejected by the environment resulting in contradiction within the Indian
context between stated policies and actual practices termed as "Dualism" in Indian
Management. Many of these practices remain on paper without proper implementation.
Therefore, it becomes imperative to evolve our own concepts of Management, which are in
tune with Indian environment and value systems. Based on extensive research we have evolved
such concepts and Management practices which are acceptable in Indian context.
CHALLENGES OF INDIAN MANAGEMENT
Management in India is an amalgam of practices borrowed from the West-and more recently
from Japan-overlaid with age-old Indian values and norms that the still extant. This book is a
seminal attempt to understand the nature of Indian Management and how it can be
institutionalized. With an in-depth historical perspective and a thorough analysis of four types
of Indian organizations-traditional family-owned private sector; public sector, government
departments and multinationals - the author highlight certain common styles, policies and
practices that are in consonance with the Indian environment and also provides guidelines for
management practices for Indian organizations. The contradiction within the Indian context
between stated policies an actual practice has been explored and brought to the fore. Also in
this book: Evolution of management in India from ancient times to the present; Evolution of
management practices in the West and Japan; their strengths and weaknesses as also their
relevance in the Indian context. Overview of Indian Management and the future direction it
could take. Lucidly written and replete with detailed case studies based on data collected from
over 50 organizations the book provides the path Indian Management needs to take in the
context of the changing competitive environment. It will be invaluable for CEOs, managers,
public policy administrators as also for consultants, teachers, researchers and students of
management. The book is published by Response Books Sage P
Cultural Influence of Organisation
The term culture refers to all of the beliefs, customs, ideas, behaviours, and traditions of a
particular society that are passed through generations. The researcher Gordon Allport
considered culture to be an important influence on traits and defined common traits as those
that are recognized within a culture.
Factors influencing the Culture of an Organisation and Cultural Differences:-
Influence of the founder (shadow of the leader")
Size & development stage of the business (e.g. start-up, multisite, multinational)
Leadership & management style
Organisational structure, policies & practices
Employee & management reward structures (e.g. pay, bonuses, individual v team
rewards)
Market /industries in which it operates
Working environment & nature of tasks (e.g. physical, office, remote working, flexible
working)
External environment (e.g. legal, economic, social)
Attitude of organisation to risk-taking & innovation
Sector: e.g. service, manufacturing

MODEL OF ORGANIZATIONAL CULTURE

Distribution and concentration of power can be one basis of classifying cultures. From this
view point it can be of following types:
Autocratic
Bureaucratic
Technocratic
Entrepreneurial
Cultural Differences within an Organisation
Subcultures develop within an organisation based on occupations, product lines,
functions, geographies and echelons in the hierarchy.
Some firms: sub-cultures are stronger than overall organisational culture
Managing Sub-cultures has become more important & challenging:
Mergers, takeovers, joint ventures more common
Globalisation: many firms now multi-cultural based on nationality, language
Technological complexity: depts. more specialised; more remote & flexible working
Key Examples / Evidence
EXAMPLES
Barclays: impact of powerful sub-culture at investment banking division (came to
dominate retail bank)
Apple / Disney: role of culture of innovation & secrecy; shadow of the leader Steve
Jobs, Walt Disney
HP (HP Way"), Toyota (Toyota Way") long-established cultural programmes,
including induction
NHS: public sector organisation with complex cultural challenges combination of role
& task culture?
Walmart: a common approach to employee (shareholder") engagement across the
globe
Google: has deliberately maintained existing culture of acquisitions (e.g. YouTube &
Zappos)
Ikea: has developed a consistent culture among employees around the world who love
the values"
Influence of Indian Culture on Organization
In such a richly diverse and complex country as India it is difficult to impart generic
conclusions that can be used by those doing business there. Regionalism, religion, language
and caste are all factors that need to be taken into account when doing business in India.
Behaviour, etiquette and approach are all modified depending on whom you are addressing and
the context in which they are being addressed.
Work organizations in India are not self-contained. They are conceived as instruments of nation
building. They are much more open to societal forces. In short, there is a basis for postulating
a desirable direction for building organizational culture. Consistency among the facets and
levels of organizational functioning and assumptions are not enough. They have to be directed
towards work: Organizational culture has to be built around work. This notion gives rise to
the evolution of work culture as a concept, which needs to be diagnosed and studied. If a
particular organization has a non-work culture, there is ground for wholesome change
including changing the basic assumptions, which led to non-work orientations and activities.
Work culture means work related activities, and meanings attached to such activities in the
framework of norms and values, are generally contextualized in an organization. An
organization has its boundaries, goals and objectives, technology, managerial practices,
material and human resources as well as constraints. Its employees have skills, knowledge,
needs and expectations.
These two sets of factors organizational and individual interact and over time establish
roles, norms and values pertaining to work.
The concept of work culture has been, examined by different theorists and conclusions drawn
by some of them are:
Pettigrew (1979) identifies work culture as the system of personally and collectively accepted
meanings of work, operating for a given group at a given time. According to Peters and
Waterman (1982): Work culture is defined as a system of shared values, which results in
high performance in organizations. Singh (1985) says that: The work culture is the prevalent
and common patterns of feeling and behaviour in an organization. Sinha (1990) labels work
culture as the totality of the various levels of interacting forces around the focal concern of
work. Work culture means work related activities in the framework of norms and values
regarding work.
Work culture in this context would include:
Work related activities
The cognitions, the affect and the values attached to them
The normative structure within,
A setting
Overall the literature indicates that the individual work values may have a lot to contribute to
the work culture of the organizations. Chakraborty (1991) studied three organizations to
examine their value systems. A closer look at the value statements examined in these
organizations showed a mixed pattern of indigenous and universal values. These value
structures substantiated the initial assertion that Indian organizations display certain unique
characteristics in the way they function despite the compulsion of modern technology. Many
Indian scholars have tried to highlight the unique Indian situations and how these situations
have contributed significantly to our understanding of the functioning of Indian organizations.
During recent years, Indian concepts have acquired a new prominence at the global level. Its
roots go back to 1960s, when several Indian Spiritual Movements (ISMs) acquired a worldwide
acceptance and presence. TM, ISKCON, Brahma Kumaries, SRF (Self-Realization
Fellowship), Art of Living, etc. are a few illustrations. Many new movements are emerging
and Indian cultural ideas and concepts are finding wide following in the West. Yoga in its many
variant forms has become very popular. Ideas influenced or with origin in Indian thought have
influenced life of nations, individuals and organizations. For example, Zen Buddhism has
created wide impact and has influenced even scientific fields such as fuzzy logic, artificial
intelligence, etc.
Indian culture v/s Western culture
Traditionally Indian culture is characterized by family system.
Western culture believes in a nuclear family system.
These characteristics have as strong influence on the thinking of the people.
It influence the organization and managers belonging to that culture.

BASIS INDIAN CULTURE WESTERN CULTURE

Belief in faith and luck Strong Believer Believes in hard work and
effort
Belief in spiritualism Strong Believer Believes in materialism
CONCLUSION

After comparing western culture influence in organisation and Indian cultural influences
organisation we noticed that Indian culture totally depend upon the slavery nature.
Many of Researcher results states that in India the motive of any organisation or managers of
any organisation are totally work oriented.
They all doesn't care about their employees. There is the dualism in the organisation in thought
of employees working there i.e. they all are not satisfied with each other ideas.
Lastly I would like to end up my project with the conclusion that Indian culture has a very bad
influence in the organisation. That is the reason why many of the Indian companies and MNC
who are operating in India follows the Japanese working culture but not only in India in the
western countries also they are follow the Japanese work culture because in the Japanese work
culture they believe that the employee satisfaction is much more necessary than anything in
organisation. If the employer fully satisfied then definitely their work done will be higher than
any other employees. But in the other part of world if the employees got satisfied with their
work culture that doesn't means that they'll give their proper attention towards their work that
is the reason why motivation and competition should be maintained in any organisation but in
our Indian culture which has totally become slavery in nature first motive of any organisation
it to complete their work done. They doesn't give any attention to their employees but some of
our Indian companies like Tata and Reliance they're highly focused on the employee
satisfaction.

Lastly I would like to state that Indian culture has a very bad influence in the organisation.