By Vijay Pereira, Ashish Malik
The objective of this edited assortment is to examine the cultural facets of Indian enterprises. because the world’s biggest and such a lot various democracy, Indian society should be most sensible defined as an amalgam of a number of cultures, worth platforms, socio-political and institutional orientations. This e-book deals a theoretical and empirical foundation for realizing the evolving and altering nature of those elements in Indian organizations.
The global financial institution predicts that during the close to destiny India turns into the world’s moment greatest economic system. the hot excessive development premiums suggested through companies within the Indian economic climate has to be sustainable, in particular amidst its excessive cultural variety. while there's super curiosity in figuring out the intricacies of Indian tradition and a transforming into literature concentrating on themes akin to India-specific administration and internationalization thoughts of Indian organizations, the cultural elements of Indian companies were mostly overlooked. This e-book goals to fill this hole. It covers a number of subject matters in organizational tradition and administration resembling human source administration, cross-cultural communique and training, cultural similarity, cultural literacy, multiculturalism, generational cultural values, expertise acquisition and data administration. It additionally good points case experiences from excessive progress sectors similar to the IT and overall healthiness industries.
Presenting contributions from neighborhood Indian and foreign researchers, this e-book presents a multidimensional viewpoint that might entice scholars, students and practitioners drawn to organizational tradition and administration in India.
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Additional info for Investigating Cultural Aspects in Indian Organizations: Empirical Evidence
Exploring the Sikh religion. Retrieved September 25, 2014, http://www. subaction=showfull&id=1248308356&ucat=7 Saha, S. K. (2012). Relationship between managerial values and hiring preferences in the context of the six decades of affirmative action in India. Equality, Diversity and Inclusion: An International Journal, 31(2), 176–197. Schomer, K. (2012). Navigating India’s holidays. Retrieved September 25, 2014, from http://www. , & Kunkler, M. (2014). Regulation of “Religion” and “Religious”. The politics of judicialization and bureaucratization in India and Indonesia.
Learning is viewed as a continuous and lifelong process. Organizations now behave like surrogate universities in the time and effort they invest in employee professional development (Ashok and Thimmappa 2006; Cappelli et al. 2011). Training and development has become a very strategic agenda in most Indian organizations with about 62 % of the Indian organizations suggesting their investment in employee training (Cappelli et al. 2011). Subordinates always look up to their superiors to guide or teach them in their careers, like a student would do with his or her teacher (Nigam and Su 2011).
In the USA, it is very common for organizations to provide a variety of choices that demonstrate sensitivity to different religious preferences, such as halal meat and vegetarian choices (SHRM 2008). 3 Dress Code Religious values also dictate dress codes and grooming preferences for employees. This is considered one of the most noticeable symbols of faith as employees wear these artifacts commonly to work. The religious diversity in India gives rise to January 07 January 12 January 13 January 14 January 14 January 15 January 26 March 17 March 31 April 14 April 18 August 15 August 18 September 06 October 02 October 04 October 05 October 22 November 01 December 25 2.