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Management in India
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Management in India
Trends and Transition

Edited by:

Other Titles in:
Critical Management

© 2006 | 456 pages | SAGE Response
This volume discusses the emerging changes in Indian management culture both at the macro and micro levels and their impact on domestic and multinational businesses based in India. While the Indian business scenario is changing rapidly, the attitude, orientation and practice of management has been slow to adapt. Indian managers have found it difficult to change policies both at the enterprise and the employee level to match an increasingly global and international environment.

This book discusses key issues such as: Indian management culture and emerging challenges; leadership styles and leadership issues that face Indian corporations; ethics and values and their impact on leadership and management culture; the issues confronting global corporations working in India; tackling human resources issues in the Indian context; and the emergence of the new global Indian manager.

 
PART ONE: UNDERSTANDING INDIAN MANAGEMENT AND CULTURE
S R Chatterjee and M Heuer
Understanding Indian Management in a Time of Transition
M Heuer
The Influence of Indian National Culture on Organisations
 
PART TWO: INDIAN MANAGEMENT CULTURE IN TRANSITION
J P Neelankavil, A Mathur and Y Zhang
Determinants of Managerial Performance
A Cross-Cultural Comparison of the Perceptions of Middle-Level Managers in Four Countries  
M Tayeb
India
A Non-Tiger of Asia  
 
PART THREE: MANAGERIAL VALUES AND LEADERSHIP
S Kakar et al
Leadership in Indian Organizations from a Comparative Perspective
S R Chatterjee and C A L Pearson
Work Goals and Societal Value Orientations of Senior Indian Managers
An Empirical Analysis  
K Mellahi and C Guermat
Does Age Matter? An Empirical Examination of the Effect of Age on Managerial Values and Practices in India
 
PART FOUR: MANAGING HUMAN RESOURCES AND INDUSTRIAL RELATIONS
S Kuruvilla
Linkages Between Industrialization Strategies and Industrial Relations/Human Resource Policies
Singapore, Malaysia, the Philippines, and India  
A K Sen Gupta and P K Sett
Industrial Relations Law, Employment Security and Collective Bargaining in India
Myths, Realities and Hopes  
 
PART FIVE: MANAGERIAL ETHICS AND INDIAN VALUES
S K Chakraborty
Business Ethics in India
S R Chatterjee and C A L Pearson
Indian Managers in Transition
Orientations, Work Goals, Values and Ethics  
 
PART SIX: SOME SPECIAL MANAGERIAL CONCERNS IN CONTEMPORARY INDIA
D Kapur and R Ramamurti
India's Emerging Competitive Advantage Services
A Gupta, M Koshal and R K Koshal
Women Managers in India
Challenges and Opportunities  
M Thakur and B N Srivastava
Managing Alliance Intricacies
An Exploratory Study of US and Indian Alliance Partners  
 
PART SEVEN: INDIAN MANAGEMENT IN TRANSITION AND IMPLICATIONS FOR GLOBAL MANAGEMENT PRACTICES
P N Khandwalla
Effective Organizational Response by Corporates to India's Liberalisation and Globalisation
S Gopalan and A Stahl
Application of American Management Theories and Practices to the Indian Business Environment
Understanding the Impact of National Culture  
 
PART EIGHT: GLOBAL MANAGERS IN INDIA
S R Chatterjee, H J Davis and M Heuer
Managing in a Changing Environment
Implications and Suggestions for Expatriate Managers in India  

Management in India is an anthology of papers, written by myriad scholars, and put together very ably and admirably by the editors to facilitate and enrich learning about the new managerial India.

The Book Review

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Herbert J Davis

Samir Ranjan Chatterjee

Mark Heuer

Mark Heuer is an associate professor of management at the Sigmund Weis School of Business at Susquehanna University. Mark previously held positions in the governmental, nonprofit, and private sectors for over 30 years. His research interests include sustainability, social issues management, and national culture. More About Author

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