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HRD Practices & Organization Culture in India (Human Resource and Development)

Indian Journal of Industrial Relations 2009, Oct, 45, 2

Indian Journal of Industrial Relations

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Description

Introduction Modern organizations in India were originated under British rule. The British were the first to introduce the western type of administration in India. They were meticulously briefed to be strict with and to be distant from the Indian subordinates (Mishra 1970). Hence emotion aloofness combined with high control of subordinates characterised the British style of Indian management. This was the model that Indian managers inherited from the British when the latter left India in 1947 (Sinha 1990). India after independence remained a centralized and controlled economy, and characterized somewhat by feudal concentration of capital. More than 90% of corporate India is family owned (Business Today 1996).The changes in the market scene have necessitated the Indian industry to look inward for the development of human resources (HR). Indians are more accustomed to think in terms of narrow identities like our own selves, castes, communities, regional and linguistic groups. Deficientinfrastructure and frustrating bureaucracy at operating levels, the cultural and indigenous barriers added fuel to fire. Ganesh (1982) goes even further and argues that family ethics, caste, religion, language, and politics erode work culture in Indian organi-zations.

HRD Practices & Organization Culture in India (Human Resource and Development)
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  • 2,99 €
  • Available on iPhone, iPad, iPod touch, and Mac.
  • Category: Finance
  • Published: 01 October 2009
  • Publisher: Shri Ram Centre for Industrial Relations and Human Resources
  • Print Length: 16 Pages
  • Language: English
  • Requirements: To view this book, you must have an iOS device with iBooks 1.3.1 or later and iOS 4.3.3 or later, or a Mac with iBooks 1.0 or later and OS X 10.9 or later.

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