Dualism in Indian Management

Dualism In Indian heed The focussing concept in the west developed as a result of evolutionary process, based on the changing determine systems of the good deal the social, political, and economic environment as well as educational and cultural milieu. However, in India, historic onlyy we never evolved our own concepts, keeping the Indian scenario in view. We found it convenient to transfer c ar technology, just as scientific technology. Most of the concern concepts in India have been borrowed from west.During last trinity decades the western especially the American concepts of forethought have become habitual in India and to a large extent efforts argon made to suck up some of these concepts in wide variety of formational settings which range d from Taylors Scientific management, management by objective to emphasis on business process reengineering etc. 1. The actual management practices in India greatly differ from what we learn in Management schools which atomic numbe r 18 based generally on western philosophy The broad concepts of management and formation are in a sense universal.The culture specificity obtains to the extent to which these are applied. The concepts of planning, recruitment, training, pecuniary systems and control, etc. , are there in any culture, but the specificity is in how they are run and implemented. In India, too, down the ages there have been the mankind of these universal principles and concepts of management and administration. But the difference in Indian administration and management lies in the subtle variation in how planning is carried out, how oft is implemented, how recruitment takes place, what are the considerations, how are the financial controls effected and so on.The differences that unornamented in Indian management and administrative practices are the result of the norms and expectations of the people through their history. Most of the management practices in India have been borrowed from the West. M ost of them are given training in western countries and learning western management policies. When he applies these policies in the Indian cheeks where the situation is entirely different, he finds does non proceed as planned. There is a distinct hiatus amongst the rofessed policies and the practices followed in the Indian environment as a result of these compromises. presume that foreign management practices will work equally well in Indian conditions, policies are evolved and plans made. Since goals set in this way are for the most part achieved, there is a perception that management practices in India are resembling to the foreign matchlesss. This may non be always true. In India management is characterized by peculiar dualism. There is a distinct hiatus between the professed policies and the actual practices followed in the Indian organizations.This is due to the effect of western policies on Indian management practices. Peculiarities of Indian management The emphasis o n the disposition of the top principaler in the organization. Expectation of Indian people is more than towards paternalism. The essential requisite for paternalism appears to be unity in the leadership, and single, identifiable ancestry of power. Familial Feeling perceived by the employees because of the parental attitude adopted by the superiors and colleagues which gives a sense of security and belongingness among the employees. Dualism exists in almost all aspects of management starting from corporate planning, recruitment promotion, transfers to financial system and merchandise aspects. The western management concepts got evolved when there was proprietary self-will and was based on the decision making process of organizing, planning, directing, coordinating, controlling etc and the manager having the right and perquisite to plan, organize, direct and control. However, over the years the ownership patterns of the organization changed from proprietary ownership to pub lic ownership.The western management is passing through a overturned state of evolutionary process where the past management concepts based on managerial rights and prerogatives are dead due to various countervailing forces, and the new concepts are yet to be born. There is a strong perception in western management that entire change process in the organization has to be brought in by the man at the top. The model organizations is not the one which, as widely believed in west and in India, where one man runs a spectacular show while he is there, to cast it crumble after his exit. . Modifications suggested in the management policies to make it suitable for Indian Conditions. With the enthusiasm to run the organization on modern/ professional management principles many a times the consultants specially the foreign/western urge management techniques based on their models and latest fads on the precepts that all those techniques could be applied in Indian environment, which they disc over later that they could not be implemented resulting in further frustration and acrimonious debates on the pass judgment of such advises.This is primarily because of the lack of thorough and intrinsic research on Indian management i. e. what works in India and what does not work. Organizations have been expend huge resources on various borrowed concepts of management emanating from west and other countries, such as Management by Objective (MBO) Business Process Reengineering (BPR) primitive Quality Management (TQM) Just In Time (JIT) Strategic Management, keister Oriented or 360 Degree Appraisal System, Balanced Score scorecard etc.Researches indicate these concepts in the long run get cast out or just remain on paper though what in reality happens is quite different resulting in frustration due to dualism in management. In Indian Context, to bring about a change, it is important that the dynamics of Indian environment included familial culture, is not completely separate d from the organization holding purely by the dictates of alien management principles. Certain ratified modifications should be made to have longer tenure for the top management with internal promotions and appropriate career and succession plan.Succession planning would insulate the organization from flowingic upheavals that normally occur with changes in the leadership. It will in any case lend a sense of stability to the organizations over a period of time. Indian management needs to move away from short-term profitability to long-term launching building. If as it is at present, the personality of the leader overwhelms the institution, it should be his responsibility to build tradition and practices that are conducive to long-term institution building.Little attention is paid to career planning. This will only lead to discontent. Organizations must have systematic career planning for employees from the time they join. Indian management should move towards institutionalizati on and standardization of practices across organizations. This has to be done over a long term. ASSIGNMENT ON Dualism In Indian Management Submitted By, Dhanya Mathew MBA-L Reg No. 0921242