India is the most hierarchical society

India is the most hierarchical societyBRIEFIndia is the most hierarchical society in the being and this, obviously, has an impact on its management style. It is imperative that there is a boss and that the manager acts like a boss. The position of manager demands a certain step of role-playing from the boss and a certain amount of deferential behaviour from his subordinates. The boss is definitely non expected to perform any seemingly menial tasks much(prenominal) as making coffee for everybody or moving chairs in a meeting room Anglo-Saxon concepts of egalitarianism where the boss is the primus inter pares are nigh incomprehensible in a society still dominated by the historical conventions of the caste system.Therefore, the boss is expected to give explicit instructions which allow for be followed even if everybody knows that the instruction is incorrect. Managing people in India requires a level of micro-management which many western business people smack very uncomfortable with but, which is credibly to bring the best results.Indian management is paternalistic and is characterized byPatronageFamilies feelingsSense of security in staffObedience to warrantPersonality madnessPersonality based delegationAversions of the staff to the leadership who are outsidersAscent on short rather than long term planningRestricted share of informationGulf between personnel policies and practicesTraditional Indian managementManagement practices- Traditional Indian managementEmployee requirements- family relation and caste of employee is consideredLeadership style- leaders display a high level of personal involvement with their subordinates.Motivational aspects and rewards- work is viewed as a means to an end i.e for sake of satisfying family needs. mankind resource management practices- nepotism and caste consideration affect selection and compensation. Training is less emphasized.TYPES OF MANAGEMENT SYLE IN INDIA-1) Conservative styleIntegrating ideology- old is go ld, neuter carefully execution control- through traditions, conventions, precedentsCoordination- hierarchicalStaff motivation- financial security, psychological safety2) Entrepreneurial styleIntergrating ideology- no risk no gain, pioneer, innovative, revolutionizePerformance control- through shared vision of corporate group Coordination- hierarchicalStaff motivation- through charisma of the person at top3) Professional styleIntergrating ideology- scientific, lucid approach to managementPerformance control- through norms of professionalism and other tools of management Coordination- variety of mechanism like hierarchy, committee planningStaff motivation- formalized menu of progressive, fat and fictional character oriented incentive.4) Bureaucratic styleOrderly management, clear accountability by dint of rules and regulationHierarchical, standard operating proceduresJob clarity, steady promotion on basis of seniority5) Organic style FlexibilityThrough peer pressure, personal com mitmentTeam work, mutual feedback, intensive lateral as wholesome as vertical communicationJob variety and richness6) Authoritarian styleObedience, organizational patriolismThrough fear of punishmentHierarchical Patriotic feel and fear of punishment7) Participative styleRelatively powerless decision makingThrough collective assessment on jointly agreed criteria of evaluationThrough representative committee olfactory property of participating in decision making8) Intuitive styleExperience and common senseThumb ruleHierarchical, in like manner by informal normsNo need for formal qualification9) Familial styleOne big happy familyThrough blood of bossesThrough personalitiesFeeling of being a part of family10) Altruistic styleIts a means to social and spiritual endThrough sense of mission or stake of great idealHierarchical, shared ideal or social commitmentOpportunity to control something noble and meaningfulBeing a Manager in IndiaTo ensure successful cross heathen management in I ndia, you need be aware of the strict protocols and rituals that exist. The official caste system may be illegal, but a strong hierarchical structure, based upon job title, still exists in business.The Role of a ManagerIn India managers may take a somewhat paternalistic attitude to their employees. They may demonstrate a concern for employees that goes beyond the workplace. This may include involvement in their family, housing, health, and other practical living issues.It is the supervisors job to regularly check on the work of a subordinate and to provide regular constructive feedback. This may include monitoring work quality and the timing of its completion.Approach to ChangeIndias intercultural adaptability and readiness for change is developing all the time. India is seen to have a medium tolerance for change and risk. It is important for innovations to have a track record or history noting the benefits if they are to be accepted and implemented.Failure in India causes a long-t erm loss of confidence by the private as well as by others. Because of this attitude, intercultural sensitivity is going to be required, especially when conducting group meetings and discussing contributions made my participating individuals.Approach to Time and PrioritiesIndians are more(prenominal) often than not quite careful about time guidelines in business situations where schedules and deadlines are regarded seriously. In addition, however, Indian society is concerned with relationships so there may be instances where there is some flexibility to strict standards of adhering to schedules. When working with people from India, its advisable to reinforce the importance of the agreed-upon deadlines and how that may affect the rest of the organization. Successful cross cultural management will depend on the individuals ability to meet deadlines.Global and intercultural expansion means that some managers may have a greater handle of the need to enforce timescales and as such, a greed deadlines are more likely to be met.Decision MakingThe culture in India is very relationship and group-oriented, so a strong emphasis is placed on maintaining harmony and proper lines of authority in the workplace. Some Indians, however, are extremely direct, in which case you spate deal with them in the same way.The manager makes decisions and accepts responsibility for work performed by subordinates. The middle manager may consult with subordinates before reaching a decision, although it is more likely that he will confer with trusted advisors or relatives.To ensure successful cross cultural management, you will need to bear in caput the importance of people in the office maintaining the proper behavior relative to their position. For instance, it would be inappropriate for a manager to make copies or move a piece of furniture because these are tasks that lower level people do. To engage in behavior beneath you would lower your esteem in the office.Boss or Team Player?If y ou are working in India, it is important to remember that honor and temperament play an important role. The risk becomes amplified in a team or collaborative setting. When meeting together and moderating ideas, intercultural sensitivity is necessary. It is important to qualify ideas that are raised in a gentle manner, protecting the reputation of those bringing up ideas, so no one is shamed.Communication and Negotiation StylesCross cultural management will be more effective if you go out the importance of personal relationships. They are crucial to conducting business and are based on respect and trust. It takes time to develop a comfortable working relationship and you will need patience and perseverance.Indians are non-confrontational. It is rare for them to overtly disagree, although this is beginning to change in the managerial ranks. Decisions are reached by the person with the most authority but reaching that decision can be a slow process. Never appear over legalistic in ne gotiations in general Indians do not trust the legal system and someones word is sufficient to reach an agreement. Successful negotiations may be celebrated over a meal.