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FAIZ MEMON

AMAN CHAWLAASAD ATTARWALA

MOAZZAM SORANGWALA

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Culture is defined as a system of sharedbeliefs, values, customs, behaviors, andartifacts that the members of society use to

cope with their world and with one another,and are transmitted from generation togeneration through learning.

This presentation focuses onthe impact ofculture and culturaldiversities on Business managers in India.

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About the impact of Indian culture on themanagers of industrial organisations, two divergent

views are expressed.

One suggests that western practices areinappropriate for Indian organisations because theenvironment, the culture and the traditions inIndian society are vastly different from those of the

west. The other states that the nature of work demands

being similar, Indian experiences are not sodifferent from the western countries.

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Understanding culture and the values and social norms itenshrines is crucial in a rapidly globalizing context.

Managers in India retain a strong orientation towards thecultural legacy of an ancient but continuously living and

evolving civilization. In terms of their capacity to cope with these dramatic

transformations, it is perhaps relevant that Indianmanagers have been noted for:-

their ability to tolerate high levels of uncertainty andambiguityas indicated by research that shows that Indiais one of five countries with the lowest scores ofuncertainty avoidance out of an extensive sample of

nations

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In American business culture, rank and title aren'tas important as they are in India.

Hierarchical forms of behavior are frowned upon.

The expectation is that subordinates will speak up,offer suggestions, push back and take initiativerather than just do what they're told.

Decisions tend to be less top-down, authority is

more delegated, and managers expect teammembers to take responsibility and assumeownership of results.

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For Americans, strict adherence to time commitmentsis seen as a basic principle of professionalism andcourteous behavior. Because everything tends to bestrictly scheduled, delays in one appointment ordeadline can have a serious ripple effect on a colleagueor customer's other work commitments. The moreflexible and open-ended approach to time of Indianbusiness culture can create tensions and unfavorable

impressions on American counterparts.

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Americans have a preference for clear,detailed agreements and are uneasy withvague expressions of general commitment.

In business interactions, commitments aretaken literally and seriously. Failure to followthrough on them precisely is viewed as a

sign that a person isn't trustworthy. Indianbusiness culture tends to view agreementsmore flexibly as intentions and guidelines

for future action.

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In Indian business culture, following therules and implementing correct processes ishighly valued, but in American business

culture, it's all about results. There isimpatience with individuals who comeacross as more concerned with following

established processes correctly than withachieving the desired goal. Americans don'tlike to be told all the procedural reasons why

something can't be or hasn't been done.

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Management Systems can providethe following services to assist your

firm's culture managementprocess:

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The Culture Audit Step 1: Data Collection

Management Systems uses a variety of techniques to collectinformation on a firm's culture and the systems, structures, and

processes that support it

a) Interviews

They conduct one-on-one interviews with selected employees tohelp identify the nature of the company's culture.

They may also conduct small group sessions to collectinformation on the organization's current and "desired" cultures.

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b) Culture Survey

Depending upon the company's needs, they may designand administer a customized culture survey to a large,representative sample of employees.

c) Organizational Development Surveys

They may also administer their proprietary OrganizationalEffectiveness and Growing Pains Surveys to those theyinterview. These surveys help identify the extent to whichthe company is experiencing problems with respect to itssystems, structure, and culture management process.

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Step 2: - Data Analysis and ReportAn experienced ManagementSystems team

analyzes and synthesizes the data collected. Theythen prepare a report for the company thatoutlines:

the elements of the firm's current "real" culture gaps (if any) between the current culture and the

culture that management desires for theorganization

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the organizational systems, structures,and processes that are supporting the

current culture and either reinforcing orobstructing the desired culture

recommendations designed to increase

organizational effectiveness and improvemanagement of the desired culture.

Step 3:-

Presentation and Discussion ofFindings

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This can certainly not be a conclusionsection, because there is nothing toconclude and everything to commence.

The only thing of real importance thatleaders do is to create and manage cultureand that the unique talent of leaders is their

ability to work with culture.

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THANK YOU