Professional Documents
Culture Documents
These are:
Cultural dimensions on which Indians differ from westerners both American and British. Impact of differences: Do they facilitate or impede the process of empowerment. Need for management models, which are culture-sensitive and performance-oriented.
THE CULTURAL DIMENSION
1.
British legacy
Colonisers were considered superior They created emotional distance to reinforce the above Power too was centralised for the same reason
Organisations promise job security in return for loyalty (this is of course fast disappearing).
It
is consensus driven (consensus of the elders in society, which again is prevalent in some areas only).
2.
American culture affecting empowerment: Strong performance-driven culture. It is a contract for a desired performance. It is individual oriented. Self reliance: Parents do not want children living with them after 18- 20 years. And the vice-versa is also true. Consumerism, liberalism and hedonism are prevalent.
Juniors are more submissive or even servile. Strong in-group behaviour is noticed.
Compensation in such systems consists of fixed salaries + perquisites (denoting status, hierarchy,
etc).
Performance bonus is a small part of total earnings.
Such a culture and management style may be suitable for mature, big and steady organisations. It
encourages clan culture and discourages risk-taking behaviour and innovation.
This
approach will be ineffective in a business environment, which requires innovation, speed of response and entrepreneurial spirit. American Performance-Driven Culture:
significant amount.
Organisation does not promise job security nor does it expect loyalty in return.
Ideally suited for young, evolutionary firms since they need to move fast in a competitive environment
to establish and thrive. Need for Culture-Sensitive & Performance-Oriented Management Model
Both (American & Indian) have their relative merits and demerits.
As
future managers we have to be prepared to flourish and succeed in different organisational cultures.
A sound Indian professional manager should be able to lead this cultural revolution following a few
simple steps: A
1.
Focus on results:
At the end it is this that really matters. There has to be sufficient empowerment in an organization to achieve results.
2.
Know the basics of each task and strive for perfection in each.
3.
First handle responsibility at ones own level without resorting to upward delegation (i.e. no looking up to the boss for advice). Then downward delegation will come easily.
That managers and organisations can both adapt themselves and their cultures to changing circumstances and needs, is certainly a hallmark of professionalism.