Sinha and Kumar (2004) in a scholarly article attempted to understand Indian cultural ethos and concluded that Indians are basically collectivists, but they have a well protected secret self. Indian culture is indeed a complex one. Indian cultural traditions can be traced back at least five thousand years. The authors have identified following key factors which has influenced Indian culture - immigrations, inventions, colonial rule and modernization. These have brought with them streams of alien influences, only parts of which were assimilated into the primordial Indian world views; the remaining ones co-exist within the overarching Indian world views. The authors have concluded with some proposals about the best way to understand the complexity …show more content…
The concept of work culture has been defined as the rules, regulations, policies, practices, traditions, rituals, values and beliefs of the organizations. The business culture in India is reflection of the various norms and standards followed by employees. In the United States work environment is professional and causal. Today's companies have a world of opportunities. The challenge lies in accessing them. Technology has made it possible to expand with international markets thereby employees to work across the world. This eliminated the huge gap between the work culture of India and other countries to some extent. The author found differences in work culture in India and USA with regard to working hours, work life balance, relationship between boss and subordinates, performance appraisal, accepting changes etc. The author raises challenges that are being faced by India off shore teams in working with Americans - language barrier, hierarchy in Indian organizations, indirect communication style, time orientation, hard work vis-a-vis smart work …show more content…
(2013) have found that congenial OCTAPACE ( stands for Openness, Confrontation, Trust, Authencity, Proaction, Autonomy, Collaboration and Experimentation, Pareek (1992)) is extremely important for promoting the organization effectiveness and good governance. In this context, the present paper is an endeavour to identify the major factors responsible for non-promoting of organization effectiveness among the employees about the prevailing OCTAPACE values. Based on 40 employees data, the authors found that Accenture had entrepreneurial culture which supports openess. It was also found that their values of trust and confrontation were equally supported by beliefs.
Vijaylakshmi (2013) in a descriptive research of the respondents from selected IT industries in Bangalore assessed the organization culture by using OCTAPACE questionnaire. The IT organizations are found to be significantly valued among the respondents for the following attributes such as openness and authenticity whereas other attributes of the OCTAPACE culture were found to be relatively low valued. These attributes represent mainly in terms of freeness to express one's opinions in the work
Within an organization, the set of beliefs and values of the employees that differentiate their organization from others is their organizational culture (Dhingra & Punia, 2016). The success of the organization is built on the strength of its culture (Dhingra & Punia, 2016). Varying cultures from one organization to another regard employee treatment, risk-taking, teamwork, conflict, and rewards differently (Kinicki & Williams, 2012). From views on flexibility, stability, control, discretion, external and internal focus, and integration and differentiation, organizations are divided into four different categories (Kinicki & Williams, 2012). Comprising the competing values framework categories are the clan culture, adhocracy culture, market culture, and the hierarchy culture (Kinicki & Williams, 2012). Four functions of the organizational culture are (1) establishing the organizational identity; (2) resembles the collective commitment of the employees; (3) promotes the social-system stability; and, (4) aids employees in making sense of their surroundings in the organization (Kinicki & Williams, 2012).
This book helps greatly in a true understanding of the Hindu social psychology and institutions. It is a comprehensive, systematic and integrated exposition of a very difficult subject.
“The contact of two races so dissimlar in character, in culture, and institutions, as the English and the Indian, raises the problem of the contact of cultures in its most acute forms” (Spear, 22). The problem in India was complicated by numerous factors. The strangeness of the environment, the differences in the national character of the two groups and the differences in the social and political institutions, were the few that played an im...
Organisational culture is a result of many factors, some of which are the type of business the organisation is in, its products, it customers, its size and location and its methods of operating. An organisation’s culture is an expression of its personality: its characteristic way of doing things (Jacques 1951). An organisation’s culture reflects the things its staff value, the goals they collectively pursue, and the way they prefer to operate and to manage themselves (Bennis & Nanus 1985, Hofstede 1980, Kanter 1983, Kast & Rosenzweig 1985, Kilman et a1 1985, Peters & Waterman 1982)
Business organizations are equipped with internal structures, which are used to steer organizations in the right direction; these structures are the cultures of the organization. According to Daft, “organizational cultures are the beliefs, understandings, and customs which are shared and practiced among employees within an organization” (Daft, 2012, pg. 78). Organizational cultures, are not without entrenched pragmatic ethical values; cultures are erected in direct response to the ob...
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Organizational culture has many applications, but the overarching meaning is a set of values that governs the way an organization performs. This is often a mission statement such as: “To spread the power of optimism”- Life is Good, or “Organize the world’s information and make it universally accessible and useful” – Google. Once you know why drives a company, it’s easy to learn so much more about then. Why they chose that, why is that important, or if they even uphold it. The organizational culture can set so many expectations in a customer’s mind, and choosing one you will uphold and highlights the most important aspects of your work can be vital to the perception and connection.
I would like to conclude by stating that this paper is an attempt to understand in depth the basic values, social norms,traditions and history of my culture; the culture of India. Research on this paper enlightened me on India's war laden past, evolving traditions, regional diversity, but , national unity and reconfirmed my own identity. Respect for one's own culture leads to acceptance and regard for other cultures'.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
India sits in the middle of the scale and can be considered both individualistic and collective. There is great need for belonging to a bigger social framework. In Indian culture family is highly stressed. They strive to increase and preserve their family’s riches, by working hard in order to maintain the family’s dignity and insure the longevity of their offspring.. On the other hand the individualistic aspects of Indian culture are influenced by the major religion in India, which is Hinduism. Hindus believe in reincarnation where past lives are seen as affecting and determining the present life, as a result of this individuals are responsible for how they live their lives and how that will impact their next lives. Since aspects of both individualism and collectivism are present, India scores intermediately in this dimension. (Cultural tools, n.d.)
The integrated vision of India is the one held up by its syncretic culture which transcends history. The wonderful tale that flows through time shows India in its splendour, in its conflict-ridden times as a fabric which absorbed the colours of other cultures that have seeped into it, exposing a design which has been enriched with time. With the task of constructing the amalgamated identity of India, she brings together the history and heritage for her purpose. The paper intends to investigate the cultural inclusiveness of India as explored by Qurratulain Hyder in River of Fire and reaffirm the notion of India as a civilisational society instead of a multicultural nation. It also seeks to challenge the concept of India as a multicultural society and advocate a civilisational one as proposed in the
It is very important to overcome the cultural differences between organizations and themselves in order that companies can take place smoothly without any problems.
India, the largest democracy in the world is one of the most diverse nations in the world. India has 1652 dialects and languages, its multiple religions, and thousands of castes and ethnic group. Since India is made up of different religious, linguistic and ethnic groups, it is rather impossible to define Indianness on any of these grounds because it will exclude millions of people who don’t actually fir into that group. With this enormous amount of diversity, it is always a challenge to what actually defines or constitutes Indianness and construct a coherent Indian identity. The differences that exist within India creates barriers between the people. This essay explores what it means to be an Indian and what actually means by the term ‘Indianness’.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Pandey, T. N., 2014. Lecture 1/9/14: Culture of India: Aryan and Indigenous Population. Cultures of India. U.C. Santa Cruz.