Management in India is an amalgan of practices borrowed from the West-and more recently from Japan-overlaid with age-old Indian values and norms that are still extant. This book is a seminal attempt to understand the nature of Indian management and how it can be institutionalized. With an in-depth historical perspective and a thorough analysis of four types of Indian organizations-traditional family-owned private sect public sect government departments and multinationals-the author highlights certain common styles, policies and practices that are in consonance with the Indian environment and also provides guidelines for management practices for Indian organizations. The contradiction within the Indian context between stated policy and actual practice has been explored and brought to the fore.

Do you think that there is something called the Indian management style that describes the way Indian companies do business? We have, of course, heard of the Japanese management style and the American way. Indian?? Indian companies are becoming successful not just in India but also on the global stage. Indian managers are gaining international recognition. Indigenous management techniques are being adopted by companies all over the world. Yet, we still haven’t seen the Indian management style being talked about or taught. Isn’t it? The wait is over. In this pioneering book–What They Don’t Teach You About Indian Management Style, Anand Kumar R.S., a homegrown management professional with exposure to working in Indian and foreign companies, looks at the established Japanese and American styles of management and the style adopted by Indian businesses. While doing so, he brings into perspective the unique and not-so-unique features of the Indian management approach. Digging into his vast experience, Anand delves into aspects that define the management style in typical Indian companies-small and big. For academia, practising management professionals in India and abroad and those watching India, the book serves as a treatise on the Indian management style. This also gives a perspective of the Indian way of doing business to those from outside India wanting to do business in India.

Though, Scores Of Books Have Been Written By Western And Indian Authors On Principles Of Management, There Is Always A Place For A Book Which Is To The Point, Brief Yet Com¬Prehensive, Authentic And Reliable And Presented In Indian Setting, In A Simple Language, Free From Technical Jargon. The Authors Of This Book Have Emphasised These Characteristics To Present An Ideal Textbook On The Subject. This Book Covers The Courses In Principles And Theory Of Business Manage¬Ment. It Has Been Presented In An Analytical Style To Make The Subject Easy To Understand And Easier To Memorise. Questions At The End Of Each Chapter Have Been Drawn From The Latest Actual University Papers So That The Student May Practice For Examination.

This Is An Ideal And Most Comprehensive Textbook Presenting An Integrated Approach To The Principles, Concepts And The Cases In Advertising Management. Based On Authentic Publications And Practical Experience Of The Authors, The Book Deals With Advertising And Sales Promotion, Economic And Social Effectiveness Of Advertising Decisions And Plans. The Book Is Well-Written And Well-Structured In Lucid, Simple And Conversational Language. Different Topics Are Systematically Arranged With Proper Blend Of Theories And Models So As To Make Easy And Clear Understanding Of Principles And Their Applications In Advertising.The Book Will Be Very Useful For Students Doing M.B.A., M.Com., D.I.M. And B.B.M. It Will Also Be Most Valuable Reference Source For Advertising Professionals.

Srinivasan gives examples from his experiences and explains how he has drawn inspiration from the Thirukural to deal with everyday business situations. In what is a fascinating analysis, he also shows how the thoughts of contemporary management gurus compare with the timeless wisdom contained in the Thirukural.

In the book author spots the inbuilt idiocies and idiosyncracies of our managerial systems and traditions, and blasts them sardonically. Common problems and their solutions have been described in his characteristic style.

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.