Management in India: Trends and Transition / Edition 1 available in Hardcover
- Pub. Date:
- SAGE Publications
This volume discusses the emerging changes in Indian management culture both at the macro and micro levels and their impact on domestic and multinational businesses based in India. While the Indian business scenario is changing rapidly, the attitude, orientation and practice of management has been slow to adapt. Indian managers have found it difficult to change policies both at the enterprise and the employee level to match an increasingly global and international environment.
This book discusses key issues such as: Indian management culture and emerging challenges; leadership styles and leadership issues that face Indian corporations; ethics and values and their impact on leadership and management culture; the issues confronting global corporations working in India; tackling human resources issues in the Indian context; and the emergence of the new global Indian manager.
About the Author
Mark Heuer is an associate professor of management at the Sigmund Weis School of Business at Susquehanna University. Mark previously held positions in the governmental, nonprofit, and private sectors for over 30 years. His research interests include sustainability, social issues management, and national culture.
Table of Contents
PART ONE: UNDERSTANDING INDIAN MANAGEMENT AND CULTUREUnderstanding Indian Management in a Time of Transition - S R Chatterjee and M HeuerThe Influence of Indian National Culture on Organisations - M HeuerPART TWO: INDIAN MANAGEMENT CULTURE IN TRANSITIONDeterminants of Managerial Performance - J P Neelankavil, A Mathur and Y Zhang A Cross-Cultural Comparison of the Perceptions of Middle-Level Managers in Four CountriesIndia - M Tayeb A Non-Tiger of AsiaPART THREE: MANAGERIAL VALUES AND LEADERSHIPLeadership in Indian Organizations from a Comparative Perspective - S Kakar et alWork Goals and Societal Value Orientations of Senior Indian Managers - S R Chatterjee and C A L Pearson An Empirical AnalysisDoes Age Matter? An Empirical Examination of the Effect of Age on Managerial Values and Practices in India - K Mellahi and C GuermatPART FOUR: MANAGING HUMAN RESOURCES AND INDUSTRIAL RELATIONSLinkages Between Industrialization Strategies and Industrial Relations/Human Resource Policies - S Kuruvilla Singapore, Malaysia, the Philippines, and IndiaIndustrial Relations Law, Employment Security and Collective Bargaining in India - A K Sen Gupta and P K Sett Myths, Realities and HopesPART FIVE: MANAGERIAL ETHICS AND INDIAN VALUESBusiness Ethics in India - S K ChakrabortyIndian Managers in Transition - S R Chatterjee and C A L Pearson Orientations, Work Goals, Values and EthicsPART SIX: SOME SPECIAL MANAGERIAL CONCERNS IN CONTEMPORARY INDIAIndia's Emerging Competitive Advantage Services - D Kapur and R RamamurtiWomen Managers in India - A Gupta, M Koshal and R K Koshal Challenges and OpportunitiesManaging Alliance Intricacies - M Thakur and B N Srivastava An Exploratory Study of US and Indian Alliance PartnersPART SEVEN: INDIAN MANAGEMENT IN TRANSITION AND IMPLICATIONS FOR GLOBAL MANAGEMENT PRACTICESEffective Organizational Response by Corporates to India's Liberalisation and Globalisation - P N KhandwallaApplication of American Management Theories and Practices to the Indian Business Environment - S Gopalan and A Stahl Understanding the Impact of National CulturePART EIGHT: GLOBAL MANAGERS IN INDIAManaging in a Changing Environment - S R Chatterjee, H J Davis and M Heuer Implications and Suggestions for Expatriate Managers in India