a brief explanation of the different ways in which business is carried out in India and in other countries

2. 1 . Definition of management
2. History
- Akbar and his management
- Shivaji Maharaj and his management
- Caste system in India
3. Current Indian management hero
4. Management system in Indian Business
- Overview of Indian Management
- Management styles across the world
- Indian management hierarchy
5. Management styles in countries such as Europe, Brazil, China and Japan
6. Summary
7. Reference

3. DEFINITION
Mary Parker Follet
“management is the art of getting things done through others”
Henry Fayol
“to manage is to forecast and to plan, organize, to command, to
co-ordinate and to control”
Louis Allen
“management is what a manager does”

5. Akbar was called “Akbar The Great” and being an ILLITERATE had a successful
rein of about 49 years (1556- 1605).
HOW WAS IT POSSIBLE?
It was possible only because of his MANAGEMENT skills. Akbar
surrounded himself with the best of people to advise him and with whose
help he could control India.
His team of NAVRATNAS included:
Birbal - was the advisor.
Raja Man Singh - was the trusted general.
Raja Todarmal – was the finance minister.
Faqir Aziao-Din- was the chief advisor.
Mullah Do Paiza – was also an advisor.

6. SHIVAJI MAHARAJ AND HIS
MANAGEMENT
Shivaji Maharaj a ruler who ruled from 1674 to 1680 is still remembered for
his management skills which date back to more than 385 years are still
considered among the most valuable case studies in the management
industry.
WHAT MADE HIM A MANAGEMENT GURU?
1. Ahead thinking
2. Fair administration
3. Leadership qualities

7. WHO FORMED THE CASTE SYSTEMS?
Aryans from central Asia arrived in India in 1500 BC and introduced the caste
system as a means of controlling the local populations.
DISCRIMINATION OF THE CASTES
BRAHMANAS
(handled the education
and spiritual process of
the society)
KSHATRIYAS
(protection and
administration of the
community and the
country)
VAISHYAS
(trade and business)
SHUDRAS
(menial jobs)

8. CURRENT INDIAN MANAGEMENT HERO

9. The Business Times of April 10, 2014 states that there were EIGHT
management lessons that could help Mr. Narendra Modi win the election
and become the Prime Minister of India.
1. declare your ambitions and goals clearly.
2. break the final target into a set of smaller targets and milestones.
3. demonstrate strength, then invite stakeholders
4. eliminate doubters and bring in team players
5. plan meticulously and in detail
6. set the agenda and keep control
7. attack the enemy where he is weak
8. never play to your weakness
The Times of India dated May 26, 2015 clearly shows that the leader with his
knowledge and skill has bought about a change in the country by having
scored a 77.5% satisfactory report from the citizens.

10. MANAGEMENT SYSTEM IN Indian BUSINESS

11. OVERVIEW OF INDIAN MANAGEMENT
Unlike other countries in the world, the Indian businesses are largely led by
family promoters. In India, it is seen that the promoters' children take over
the business, which is less common in other western countries.
The Indian businesses are not only run on the basis of inheritance, but the
promoters also realize the need of professional managers. Thus India, has
a situation of both promoters and professional managers running a
business and working seamlessly with each other. This is clearly visible in
family-promoted Indian conglomerates such as the Birlas and Mittals.

12. MANAGEMENT STYLES ACROSS THE WORLD
Four main management styles are:
• Democratic Management Style: Manager delegates authority
to subordinates in the decision making process.
• Autocratic Management Style: Manager is completely
responsible for making the decisions with no participation by
subordinates.
• Participative Management Style: Manager allows
subordinates and staff to get involved in the decision making
process.
• Laissez-faire Management Style: Similar to democratic
management style, but less communication between the
manager and staff.

13. INDIAN Management HIERARCHY
There is always seen a downward movement of order and the
way the work is to be carried on in the Indian business.

14. In India the main stress lies on the SUPERVISORY or LOW LEVEL MANAGEMET.
It refers to the foremen, supervisors, etc. who directly deal with the
operative employees. The persons belonging to this level are more
concerned with the following functions:
• Assigning jobs and tasks to subordinate
• Issue detailed instructions and orders
• Supervise their performance
• Guide and advise them wherever necessary
• Ensure quality and quantity
• Maintaining discipline
• Operate as a link between the workers or operators and the middle level
management
They are concerned with everyday work, people and physical
arrangements.

15. WHAT MAKES INDIAN WAY OF
MANAGEMENT DIFFERENT FROM OTHER
COUNTRIES IN THE WORLD ???

16.  EUROPE
The European management foster policies that may encourage more balance in
a manager’s life, between work and private activities and risk and stability. In
this way the decision making power does not rest in the hands of a certain
section of the management. This helps in a better output but at times also
creates an imbalanced situation.
 BRAZIL
The Brazilian management considers a manager’s personal style to be of great
significance and his vision is viewed as of great importance as their technical
abilities. Work is distributed to each level of management as per their abilities
and skills. The work of a manager is limited only to manage and the higher
level is limited only to make decisions.

17.  CHINA
In the Chinese management style the top management comprise of senior and
experienced people who are engaged in decision making. Subordinates do not
question the decisions of superiors. Moreover they have a management style
similar to the Indian way of management.
 JAPAN
In Japan the main focus lies in the upward flow of information. The senior
management acts as a supervisor for his subordinates and are not engaged in
assigning jobs to individuals. Policy is often originated at the middle levels of a
company before being passed upwards for ratification. Individual personality
and forcefulness are not seen as the prerequisites for effective leadership. The
key task for a Japanese manager is to provide the environment in which the
group can flourish.

18. SUMMARY
Indian management differs from Western-style management in distinct ways.
• Indian managers take a very strong interest in human resource issues.
• as a result of having to operate in a challenging business environment,
Indian business leaders tend to be very adaptable, taking a trial-and-error
approach to strategy.
• given the intensely competitive domestic business environment and the
need to serve with discerning customers they have learned to be very
creative in how they deliver value.

19. REFERENCE
BOOKS
 Organization of Commerce and management- Dr. P.C. Shejwalkar (Narendra
Prakashan)
 Business Organization and Management- B. S. Moshal, J. P. Mahajan, J. S.
Gujral (Nirali Prakashan)
 The India Way - Peter Cappelli, Harbir Singh, Jitendra V. Singh, Michael Useem
NEWS ARTICLES
 Business Times – 10th April, 2014
 Times of India – 26th May, 2015
LINKS
 http://businesstoday.intoday.in/story/the-indian-way-of-
management/1/9427.html (assessed on 25th May 2015)
 https://hbr.org/product/india-way-how-india-s-top-business-leaders-are-
rev/an/12037-HBK-ENG - (assessed on 25th May)

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