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Compiled by

M.Karikalan. (L&T-TPPC)

karikalan@y7mail.com

MINDSET OF INDIAN MANAGERS-

AN OVERVIEW

NOV.2014

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ABSTRACT

This purpose of this paper is to share the worldwide different Mindset of management in the industries and overview of Indian manager’s mindset.

Introduction:

Before entry, the following history for example.

………. For the British cotton industry had begun to suffer from indian competition. Indian yarn exports exceeded imports from the early 1880's, and a few years later British exports of cheap cottons started to decline.

Almost to destroy an infant industry in India……………….. The Factory Act of 1891 raised the minimum age for the employment of children from 7 to 9 years and reduced their working time from 9 to 7 hours, limited the hours of employment of women to 11 hours a day, insisted on proper intervals for food and rest during the day and provided for at least four holidays in every month for both women and children. This did not satisfy opinion in Britain where employment of children and women was restricted to 10 hours during the day. The Dundee Chamber of Commerce, for example, falsely complained that as a result of the want of adequate inspection by officials in India, machinery was worked for 22 hours by women and for 15 hours by children………………….. Much of the work in the mines was done on the family system, the wife and children helping the father; explosions and accidents were relatively unknown; and a needlessly stringent Act might smother a promising national industry.

The following fiqures for referance Fiq.1 - Psychological Review Figure 1 - X and Y Theory

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Figure 2- Psychological Review

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Figure 3 - X and Y Theory

What is Leadership?

“Leadership is the art of getting others to do something you want done

because they want to do it.”

– Dwight Eisenhower

Leadership within an organization is either direct leadership (supervisors

or managers) or top leadership. Distinguishing between these specific levels of

leadership can affect the outcomes of empirical studies of leadership and trust.

What Are the International Differences in Leadership?

Leadership roles can differ from country to country based on

cultural norms. Some cultures favor more of a dictatorial role in the

leadership of the business environment, while other cultures favor

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more of a democratic approach. In recognizing the cultural norm

and attitude toward leadership, expanding countries can adopt and

integrate new leadership practices into their own cultural norm or

introduce their leadership style to this new acquisition.

• Relationships and rules: Universalists favor rules while particularists

favor relationships.

• Group versus the individual: Some countries prefer giving freedom to the actions and benefits of the individual while other countries are more concerned with the benefit of the community.

• Neutral versus emotional: Some cultures are more apt to show their emotions and others are not.

• Specific and diffuse: Specific cultures keep their personal and business lives separate while diffuse cultures integrate the two.

• Status, achieved or ascribed: Cultures differ in how status is accorded.

Leadership expert Manfred Kets de Vries identifies five cultural styles of leadership (Kippenberger 2002):

• Consensus model: Decision making is based on group consensus.

• Charismatic model: Expect a take-charge leader.

• Technocratic model: Very structured, provide checks and balances.

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• Political process model: Politics greatly affects decision making.

• Democratic centralism model: People choose a leader who then makes decisions for the people.

In the mid-1990s the United Kingdom’s Cranfield School of Management carried out a survey revealing four European leadership styles (Kippenberger 2002):

• Inspirational: Charismatic and future focused

• Elitist: Theory and debate with decisions being made from the top Down

• Consensual: Open discussion

• Directive: Top-down

A leader must recognize that from a global perspective there

are no incorrect leadership styles. It is important to be open-

minded and to understand and respect the cultural norms and

values of the various styles. Understanding the culture of

another country can play a vital role in determining which

leadership style is being followed. At the same time, a leader

must be aware that due to many factors— including the

economy, politics, and international cultural awareness—

cultures do change, so the leadership style must remain

flexible and open to the demands of the culture that it is

supposed to be guiding.

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……………….. The HR department has a critically active role in the process of transitioning an organization into a foreign country. For employees who are being transferred to the foreign country, it is imperative that they are transitioned into the foreign country by:

• Expressing expected business practices to be carried out

• Introducing them to the culture—supplying them with information

regarding expected behaviors and cultural norms

• Establishing policies—setting up a guideline for recommended handling and adaptation For people within a foreign country who are being hired on as employees, it is imperative that the human resources take the following steps to ensure a smooth transition:

• Integrate employees into the company as a whole

• Acquaint them with the company’s goals and guidelines

• Assure appropriate language communication for them

Internationalization can lead to a number of problems. These

include differences because of language barriers, personal and business

attitudes, opinions regarding the role of leadership, distribution of management positions, and social structures between management and subordinates. Even so, many of these difficulties can be overcome.

When most people talk about leadership the first image that comes to mind is someone who effectively manages the everyday

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operations of the organization. However, there is a difference between management and leadership.

………….In other words, managers are problem solvers. They continually ask the question, “What problem needs to be solved and what are the best ways to achieve that result with the resources available.” A successful manager must be persistent, intelligent and possess an ability to analyze situations. Managers must also be tolerant and patient with others while remaining dedicated to the tasks at hand.

Leadership is a special application of management. “Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions.”

—Abraham Zaleznik, Harvard Business Review

“The study of leadership rivals in age the emergence of civilization,

which shaped its leaders as much as it was shaped by them.

From its infancy, the study of history has been the study of leaders

—what they did and why they did it.”

(Bernard M. Bass)

“There are almost as many definitions of leadership as there are

leadership theories—and there are almost as many theories of leadership as

there are psychologists working in the field.” (Fred Fiedler, 1971)

In other words, managers operate at the directive of others, with others determining the ideas that shape the conversation.Leaders create those ideas and recruit others to join in their vision.

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“Leaders inspire a shared vision. They passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their strong appeal and quiet persuasion, leaders enlist others in the dream. They breathe life into visions and get us to see the exciting future possibilities.”

— From The Leadership Challenge, J. M. Kouzes and B. Z. Posner

The “hero-leader” framework “ignores the invisible leadership of lower-level staff members throughout effective organizations” (Murphy, 1988)

Absolutes of Leadership

The Absolutes of Leadership are a clear agenda, a personal philosophy, and enduring relationships.

Good leaders create environments in which others want to give their maximum efforts. Regardless of the style of leadership you employ to develop goals or resolve a situation you will have to create a positive environment for others. The three absolutes of leadership will assist you in creating that positive environment.

Psychology Implications

Self-efficacy: “concerned not with the number of skills you have, but with

what you believe you can do with what you have under a variety of

circumstances.” (Bandura, 1997)

Ten Tips For Effective Leadership

1. Lead by the Golden Rule.

Do unto others as you would have them do unto you. Treat all people with respect.

2. Avoid the tendency of partiality.

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Do not play favorites. Do not forget about or ignore the people whose styles and backgrounds differ from yours/ours.

3. Follow your own rules.

Do not make a rule you will not keep. Admit when you make a mistake.

4. Lead by example.

Do as you would have others do.

5. Keep your group informed.

An ignorant group is a suspicious group. Provide everyone with feedback and create a system of two-way communication.

6. You are the leader; act like it.

Remember your commitment as a leader. Do not forget that people will look to you as an example of how to act, behave, and operate.

7. Ask others for their help.

Sometimes a few heads are better than one. Involve other people in the organization’s work and problem solving becomes easier.

8. Keep criticism constructive.

Remember the last time you made a mistake? Were you given constructive criticism or openly chastised for that mistake? Remember that compassion, understanding and respect allow people to grow and develop.

9. Always tell the truth and keep your word.

Your members are counting on you to be honest with them. Aren’t you expecting the same from them?

10. Prepare someone to take your place.

You will not be around forever. Start building tomorrow’s organization today. With more people developing leadership abilities, the group progresses faster.

Help People reach their full potential; catch them doing something right!

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Referance

http://www.kkpsi.org National Guide to Leadership Development

http://rube.asq.org/hdl/2010/06/a-primer-on-organizational-trust.pdf

Murphy, J.T. (1988). The unheroic side of leadership: Notes from the swamp. Phi Delta Kappan, 69, 654-659

Bandura, Albert (1997). Self-efficacy: The exercise of control. New York: W. H. Freeman.

Human Resource Transformation- WILLIAM J. ROTHWELL, PhD, SPHR ROBERT K. PRESCOTT, PhD, SPHR MARIA W. TAYLOR- Davies-Black Publishing

CAMBRIDGE SOUTH ASIAN STUDIES BRITISH POLICY IN INDIA 1858-1905, CAMBRIDGE SOUTH ASIAN STUDIES by S.GOPAL

MINDSET OF INDIAN MANAGERS-AN OVERVIEW

In a survey of over 2,500 managers, in a five-country study,

England (1978) found a high degree of pragmatism amongst the

managers in all countries except India where moralistic

emphasis of the managers of the 1960s and 1970s contrasted

sharply with the contemporary management scene elsewhere.

The results of the England study suggested that Indian

managers paid much more importance to organisational

stability than the managers from other countries. For instance,

compared with US managers, Indian managers attached

more importance to employee welfare than to the goal

of profit maximisation. England’s findings also showed that

the Indian managers more consistently valued obedience and

conformity and, subsequently, it was contended that Indian

managers were strongly against any value that signified change

and innovation (Sinha, 1990).

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………For many Indian managers, cross vergence means that

the modern technological and globalized world does, in fact,

exist, but does not extend beyond the boundaries of their

professional role.

…..Another impact of liberalization and the greater involvement

of MNCs is an increased level of competition of Indian firms

with the MNCs. This has raised concerns about total quality

management, workforce skills and pressure to change from

indigenous, costly and probably less effective technology to more

effective technology applications (Sparrow and Budhwar, 1996).

……….to have been able to build on the cultural characteristics

of their people and incorporate them into their organizational

culture: quality circles thrive on collectivism (Tayeb, 1990),

ringi decision making cushions employees against individual

risk taking

(Hofstede, 1980), and close management-subordinate

relationships provide an atmosphere of emotional support

(Tung, 1984, 1988). Indian managers do not appear to have

succeeded in incorporating the cultural Characteristics of their

employees into their organizational culture.

………The strong value-based leadership role observed in

organisations such as

Infosys has had a strong transformational impact on the

managers of Indian corporations. Such nurturing of leadership

can instill not only world-class quality, excellence and

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performance, but also a new and enriching connection between

organisations and their people.

CONCLUSION

Nowadays, there is a series of changes in continuously . Because, corporate

social responsibility,Total quality management concept, implimentation of ISO 9000

and development of small scale industries is upwards. it creates a good changes in our

indian industries mindset. Managers from Indian organization are open and upfront with

subordinates and management. Employer treats their employee fairly.Employee believe their

employer’s motives and intentions are good. Employee believe their employer’s motives and

intentions are good.

The following tables provide some grades in the managers

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Referance

MANAGEMENT IN INDIA, Trends and Transition, Edited by Herbert J. Davis, Samir R. Chatterjee, Mark Heuer - Response Books, A division of

Sage Publications

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