Profile Of Indian Managers

Since the beginning of their time on Earth, people have been doing things that make their lives better. When people found it hard to do all of their tasks on their own, they asked others to help, which led to the formation of the organization. As technology got better, more specialization and division of labor were needed. This led to a lot of people working together to reach the same goals. But during this process, there was a need for a group to coordinate all of these efforts, and that's what led to management. So, management grew up as a way to organize the help and cooperation of people to get things done.

Who are Made-in-India managers? What do they do differently? Over the last fifty years, several Indians have occupied top positions in multinationals across the globe. Shantanu Narayen at Adobe, Satya Nadella at Microsoft, Padmasree Warrier at NIO and Sundar Pichai at Google- there are, today, innumerable instances of CEOs born and bred in India, helming S&P?s 500 companies. What accounts for such a prominent presence of Indian professionals across the world today? In The Made-in-India Manager, two stalwarts of Indian business and academics examine this little-studied phenomenon and present a compelling argument: that a unique combination of factors has led Indian management thought and practices to become a `soft power? with the potential to decisively impact global managers of tomorrow. Drawing on their long and varied experience among corporates, the authors explore: ? the deep cultural influences that engender a sharp competitive instinct and an astute business perspective; ? the circumstances that inspire a high degree of resourcefulness in challenging situations; ? the ability to `think in English and act in Indian?, which enables flexible functioning in multicultural work environments; ? and, importantly, how today?s young managers can build on these advantages and bring to the table their own generational learning, attitudes and capabilities to ensure future success. Thought-provoking and provocative, this fascinating treatise takes a long view of the Indian professional?s path to definitive career success, and makes for compulsory reading for every management practitioner.

This story about transformations began when the country was in the upheaval of ‘change’ when organizations were craving to cope with the opening up of the economy. Changes in national and global economies made all familiar things seem outdated. Organizations and managers grappled with the transformations required to respond to the changing business landscape and acquire the required skills and role orientations. The transformation was initiated by some organizations holistically by the development of their employees across all levels. All organizations were concerned with growth, expansion, the introduction of new technology and long-serving employees. Most of them had not experienced other organizations, nor were they exposed enough to perceive the role-transformations required. They were devoted and knew their job and were perplexed at the external changes. They aspired to participate in the organization’s forward movement. However, their roles in the same or the new challenges were not clear to them. Transforming Indian Managers explores through telling, analyzing and interpreting stories.

This book talks about the journey of all women who walked alone from home to corporate world and has carved a niche of their own in the competitive world of corporate. It's a cascading journey from myths to the reality.

Revised version of papers presented at the National Workshop for Fifth ICSSR Survey of Psychological Research, held at Delhi during 23-24 October 2006.

Culture is critical to individuals and organizations. This book takes a close look into the way Indian managers work, their inner struggles, and forces that shape their behaviour. It presents an original framework developed by the author — the Existential Universe Mapper (EUM), a pluralistic and non-reductionist model of management that uses a new psychometric instrument to map individual and organization identity. The model restrains from placing any phenomenon into frozen categories and enables an understanding of their interplay. The volume points to India’s ambivalent relationship with modernity, and the consequent difficulty of Indian managers in embracing the imperatives of the corporate world that are largely based on Anglo-Saxon frames. This book will be of interest to those in business management, human resource management, leadership studies, corporate governance, industries, education, social sector, governance, psychology, and sociology. It will be particularly relevant for scholars, educators, consultants, practitioners of management and corporate leaders.