Research on understanding uniqueness of Indian Managers and thereby exploring the possibility of development of an Indian style of management.

1. Aditi Trivedi | Kushagra Duvedi | Sankar E S
T A PAI MANAGEMENT INSTITUTE (TAPMI)

2. Milestone of CHANGE
•Limited Competition
•De facto monopoly
•State Protection
•Traditional environment
•Global Competition
•Need to increase efficiency
•Need for professionalism
•Need for improved
effectiveness
LIBERALISATION

3. Transition of Management Styles in India
Traditional Indian management
Unique management approach
Contemporary Indian management
Freedom to adopt distinctive styles because of no competition
Compulsion to resemble and be similar to meet Competition
• Realization that only uniqueness can beat competition
• Indian success stories
• Need for a mantra for global companies to be successful in India

4. TATA Group History
Core traditional style:
Institution building
(Philanthropy)
Unique Style :
Consolidate
(No Competition)
Contemporary Style :
Expand
(Meet Competition)
Future?

5. Our Objective
• Business Objective: To explore a unique Indian management style
• Research Objective: To identify uniqueness of the contemporary
Indian Manager
• Research Methodology:
• Exploratory Research – Secondary Data Sources
• Descriptive Research – Questionnaire Survey
• Research Impact :
Avoidance of extrapolation of western management theories to
the Indian context
New indigenous theories development
• Sample size: 32
• 20 – MNCs (HUL, E&Y, Elecon Engg., Accenture, Godrej)
• 12 – Family-owned (Manipal University, KMC)

6. Research Constructs
1. Suresh Gopalan, Joan B. Rivera, (1997) "Gaining a perspective on Indian value orientations: Implications for expatriate managers", International
Journal of Organizational Analysis, Vol. 5 Iss: 2, pp.156 – 179.
2. Amba-Rao, S.C., Petrick, J.A., Gupta, J.N.D. and Von der Embse, T.J. 2000. Comparative
Performance appraisal practices and management values among foreign and domestic firms inIndia. International Journal of Human Resource
Management, 11: 60--89.
3.Chattopadhyay, G.P. 1975. Dependency in Indian culture from mud huts to company boardroom. Indian Management, 14: 22--29 & 42--47.
4. Kakar, S. 1971. Authority patterns and subordinate behavior in Indian organizations. Administrative Science Quarterly, 16: 298--307.
5. . Falkenberg, A.D., Glamheden, H.A., Chong, L.C. & Agrawal, N.M. 2003. The impact of
Changing professionalism on multinational companies in emerging markets – the case of ABB
India, Asia Pacific Management Conference Osaka 2003, Proceeding of the 9th Asia Pacific Management Conference, 283—292.
1. Dominant Value Orientations
2. Components of national culture
3. Components of traditional management system
4. Constituents of unique behavior
5. Factors determining Global Competitiveness
1
2
3
4
5

7. Dominant Value Orientations
-80
-60
-40
-20
0
20
40
60
80
Race
12%
Culture
30%
Gender
36%
Religion
22%
Clan Orientation

8. Influence of national culture
-100
-80
-60
-40
-20
0
20
40
60
80

9. Uniqueness of Behavior
-80
-60
-40
-20
0
20
40
60
80
100
Dependence Initiative Creativity Loyalty to
Family
Approval-s
eeking
67%
Conformity
33%
Dependence

10. Traits from Traditional Management
-60
-40
-20
0
20
40
60
80
High willingness to
delegate
Possessiveness
towards
subordinates
Fear of
independent
decision-making
Resistance to
change

11. Global Competitiveness
-80
-60
-40
-20
0
20
40
60
80
100
Nepotism & caste
considerations
Personal
involvement in
lives of
subordinates
Emphasis on
employee skill
set improvement
Competence
based
relationships
Assigning
impersonal task
roles
Organizational
commitment

12. Result: The Typical Indian Manager
Value Orientation
•Is Group Oriented – Gender, Culture
•Is Power Conscious
Culture
•Is Against hierarchy
•Suffers Paternalism
Behavior
•Is Dependent
•Is NOT creative
Tradition
•Is NOT willing to delegate work
•Is possessive towards subordinates
Global Competitiveness
•Does not have personal considerations
on performance rewards
•Wants to give emphasis on skill set
improvement

13. Re-invention led by India
• Need for high-quality Management Research
• Indigenous prompting and direction setting
• Focus on theories to guide practices
• Build on our uniqueness -
Practice Orientation , Competitiveness & Nostalgia
• Consider types of Indian organizations - traditional
family-owned private sector, public sector, Government
and Multinationals

14. “These 40 millions put their wills together
and that means infinite power, and we 300
millions have a will each separate from the
other. Therefore to make a great future
India, the whole secret lies in
Organization, Accumulation of power &
Co-ordination of wills ”
Why is it, that 40 million Englishmen rule 300 million of people
here?
Manage Organize Power

16. Thank You