Term Paper: USA vs. India Work Place

Pages: 6 (2219 words)  ·  Bibliography Sources: 1+  ·  Level: College Senior  ·  Topic: Business - Management  ·  Buy This Paper


[. . .] Considering the past practice also, there have been changes in style. As an example, one can see clearly that Birlas and Tatas have always managed their own business activities in a style different from each other. Apart from them, new organizations like Infosys have come up, and they have tried to reach the target of excellence in a professional manner, and clearly there a tendency for organizations to reach professionalism. (Outlook for Professional Management in India)

The large organizations are finding that in the present cutthroat situation, there is the requirement of professional managers. The Indian markets are now opening up, and this is making everybody conscious that one requires competence to ensure growth and also survival in the present scene. It is well-known that merely if some professionally skilled managers are available in an organization, the organization itself will not develop in a professional manner, and also the presence does not encourage the constructive consciousness required for growth. It is possible that in the coming days, quite similar to the situation in Japan in the past, that professionalism will not be the hallmark of the end of historical practices. There is the need to look at the conventional resources that may be found to be useful in the changed situations. (Outlook for Professional Management in India)

There is a new resource that can be seen and that is inventiveness at present in the Indian society. This exists in different levels and also in business practices. One important case of this was in Nirma where a small local company in the 'unorganized' sector became a challenger to the great giant of Hindustan Lever. This inventive ness may ultimately become the strongest resource of the country in the future years, if the nation handles this quality well. Yet, it is also a concern, like society, and probably requires a capacity within the organization to mingle at the organizational level, and thus achieve the best of the worlds from both conventional and modern methods. At the same time, it is required that organizations be renewed internally and given drive by comparison with outside organizations, and that also has to be emphasized. Thus it is clear that there is a genius for integration in India among the traditionalists who do not find errors with the organizations. It is also clear that modernists see nothing right with them, but they also may not win in the end. (Outlook for Professional Management in India)

Distinctive Pattern: Age of company

The age of companies have to be measured in terms of activity in India, and this is characteristic for every group. This required companies with high and low tech to be broken up into new and old companies. This depends on the period of operations in India. There is now a rapid development of high tech in the country and the limit was decided to be five years of operation. (Analysis: Survey Responses)

Positive relation: Age, Size, and levels of hierarchy

Thus the relationship among ages, sizes and levels of authority in companies can be recognized. In both high and low tech companies, there is increase in production through augmentation after establishment. The levels of hierarchy also increase and this is inline with the society. As the company becomes established it gradually starts acquiring local aspects like hierarchical structure, but it is not a rule. The matter will be decided by the sovereignty of the subsidiary, corporate culture and foreign influences through expatriates. (Analysis: Survey Responses)


American Society of Interior Designers (ASID). Workplace values: How employees want to Work.

Retrieved at http://www.asid.org/about_asid/products_services/pubs/productive_workplaces_whitepaper.pdf Accessed on July 16, 2004

Analysis: Survey Responses. http://userwww.sfsu.edu/~cgc/rasetti/indbody3.htm. Accessed on Fernandez, John P. Managing a Diverse Workforce: Regaining the Competitive Advantage. Lexington Books: New York, 1991.

Munshi, Surendra. Outlook for Professional Management in India. January 27, 2002. Retrieve from http://www.iimcal.ac.in/imz/imz-archive/article.asp?id=Management_outlookAccessed on Strategic Rewards: It's not just about money any more. Fall 2000. Retrieved from www.opm.gov/perform/articles/2000/fal00-3.htm. Accessed on July 16, 2004

Wheatley, Margaret; Kellner-Rogers, Myron. What Do We Measure and Why? Questions about the Uses of Measurement. Journal for Strategic Performance Measurement, June 1999, pp: 34-38 [END OF PREVIEW]

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