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.

Human Capital Management Challenges in India focuses on the Indian talent pool and identifies why companies are finding it difficult to identify, recruit, reward and retain talent. It provides an insight as to why companies find it difficult to retain talent by questioning certain fundamental assumptions held by organisations, such as the role of Human Resources. Human capital management has become a critical issue across the globe. Even in a land of billion people, identifying the right talent, training them and retaining them has become an uphill task. The book also looks at the talent pool available and demonstrates why companies have to alter their strategies to retain this talent pool. Finally, the book will provide a practical and simple approach to the human capital agenda. - Illustrates why employees are not an organizations' asset - Provides a step-by-step approach on the practical and strategic workings of HR - How to recruit and retain key talent and management

Todays socio-economic scenario is highly volatile and risky. To sustain the growth and development is a big challenge for various national economic entities. After liberalisation, privatisation and globalisation, most of these entities including national and multinational firms targeted the urban population for growth. It has been more than twenty-five years, and these urban markets are showing signs of maturation and saturation. This resulted in agencies and organisations looking for new avenues in order to sustain themselves. In such a scenario, Indias rural markets have emerged as a new hope for them. The hinterlands in India consist of more than 650,000 villages, which represent approximately 850 million consumers. This number is roughly equal to 70% of the total population. These rural consumers contribute to approximately half of the country's Gross Domestic Product (GDP). Since 2000, Indias rural sector showed a tremendous growth in its per-capita Gross Domestic Product (GDP) as compared to its urban counterpart (6.2% CAGR versus 4.7%). By the end of 2018, rural GDP is estimated to reach US$ 20 billion and touch US$ 100 billion by 2025. According to McKinsey Global Institute, the annual real income per household in rural India would rise to 3.6% by 2025 from the 2.8% over the last 20 years. Normally, it is assumed that urban consumers have more disposable income and their spending pattern is different from that of rural consumers. But the last decade has witnessed a change in this trend, with rural consumers exhibiting similar consumption patterns to that of their urban counterparts. This change is the result of various government initiatives such as the Mahatma Gandhi National Rural Employment Act (MGNRA), Swarnjayanti Gram Swarozgar Youjna and the National Social Assistance Program that have increased the purchasing power of rural India. This has led to higher spending by rural consumers (US $69 billion between 2009 and 2012), and this is significantly more than the US $55 billion spent by urban consumers. Owing to a favourable changing consumption trend as well as the potential size of the market, rural India provides a large and attractive opportunity for companies. The rural market is highly vibrant in nature, and the business organisations are performing both as the carrier and bearer of the results of this change, which is happening at an accelerating pace. In the initial years, rural consumers were on the receiving end, and now they are gradually getting into position to dictate the terms. A significant rural market share can be achieved by focusing on execution excellence by implementing novel strategies to serve rural consumers, and it must be drawn on a deep understanding of consumers cultures and needs. Research related to rural development in India is almost non-existent, and this book provides a window into the challenges that are faced in rural India. This book presents a window into the need for education in this subject at the same.

Exploding growth. Soaring investment. Incoming talent waves. India's top companies are scoring remarkable successes on these fronts - and more. How? Instead of adopting management practices that dominate Western businesses, they're applying fresh practices of their ownin strategy, leadership, talent, and organizational culture. In The India Way, the Wharton School India Team unveils these companies' secrets. Drawing on interviews with leaders of India's largest firms - including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies - the authors identify what Indian managers do differently, including: Looking beyond stockholders' interests to public mission and national purpose Drawing on improvisation, adaptation, and resilience to overcome endless hurdles Identifying products and services of compelling value to customers Investing in talent and building a stirring culture The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context. With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.

This book has papers presented in ICCBP 2021 in the area of Marketing, Finance and Accounting, OB and HRM, Operations and SCM, IT, Strategy, Entrepreneurship and case studies with respect to various functional activities. The book will find some space in the minds of the stakeholders and provide some important strategies for the future.

This book reflects on the growing appetite for plurality in management knowledge that addresses the problems important to business and society. Over the last three decades, India’s rapid economic growth has helped to make it a leading economy of the world. The social and cultural setting of India is unique because of its diversity, large population, and social and economic stratification. India is a living culture of more than three thousand years that simultaneously embraces traditional and contemporary beliefs and practices. From world trade to climate change to democratization, India’s actions have a global impact. Reviewing management literature in the Indian context, this book attempts explaining and addressing the problems important to business and society. This book has three primary aims: to identify and describe the insights from traditional culture of India relevant to management, to report on the Indian institutional dynamics and its reflection on management and to present pedagogical initiatives that integrate the wisdom of Indian culture and tradition with contemporary management knowledge. In light of these objectives, this book will be relevant to management scholars, educators, and practitioners, particularly in the areas of organizational behavior, human resource management, strategic management, marketing, entrepreneurship, and international management.

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.

Today, The Business World Feels That The Commerce Graduates And Post-Graduates Lack In Right Kind Of Skills Which Are Needed. Now The Time Has Come To Realise The Mismatch Between The Product And The Demand. We Have To Adopt Market Orientation To Our Products To Make Them Saleable. There Is An Urgent Need To Overhaul The Existing Business Education System To Cope Up With The Dynamic World. The Problems Faced By The Business Graduates And Post-Graduates Are Of A Great Concern For The Students, Academicians, Business World And Even For Parents. The Reasons Are Many And They Are Oriented Towards Classroom Theoretical Teaching, Lack Of Practical And Work Related Skills, Lack Of Communication Skills, Parochial And Not Global In Values And Thinking, Lack Of Base Of Information Technology, Etc. Against This Background, An Attempt Is Made In This Volume To Focus A Light On The Emerging Challenges Before Business Education And Explore Some Measures To Overcome These Challenges.

This book brings together a collection of articles from eminent scholars and practitioners from India, Europe, the USA, and Australia and investigates the applicability of spiritually inspired business models in Indian and Western contexts. This book is a tribute to the revered Indian management scholar and philosopher Professor S. K. Chakraborty, a pioneer of human values and Indian ethos in management. It explores the potentials and pitfalls of spiritual-based leadership and provides directions for renewing business education to embrace human values and spirituality. The forty contributions in the book are divided into seven sections—introduction; business ethics and management; developing new organizational models and processes; potentials and pitfalls of spirituality-based leadership; leaders and their world; education, spirituality, and society; ways to go—to bring out different aspects of the spirituality in business model endorsed by Chakraborty. The book is a treasure trove for researchers of not only business ethics, but also of leadership and strategy studies, in addition to the organization professionals and the general reader for expert insights on the topic.