Leadership
Lessons from India
BY : PUNEET BAKSHI
CLASS ROLL NO. - 46
EXAMINATION ROLL NO:
21241798046
SUBMITTED TO :
Prof. Urvashi Sharma
INDIAN ETHOS
SUMMARY
The Indian leader is one who understands the dynamics of the situation and does not
hesitate to become the shishya in demanding situations.
While the past couple of decades have seen India carve a space for itself as a
technological and intellectual pow-erhouse in the global environ, the past decade, has
the world standing up and taking notice of Indian Leadership.
A unique aspect of leadership in many of India’s business powerhouses is the
importance given to succession planning. There is also an incredible amount of clarity
in the matter that qualification and experience is what matters more than familial
membership. Tradition dictated that the son followed the same profession as the
father, and the Indian business houses have long ago realized the value in fusing the
two elements.
The other focal point that Indian leadership has been careful to adopt is that of
corporate social responsibility and corporate governance. While transparency
conforming has become a statutory requirement, there is a traditional link between
the profitable institutions and the not-for-profit Institutions they support.
ANALYSIS
Indian Leaders and Officers had many qualities and Leadership is one
of the other Inherit Characteristics.
Here are some analysis that can be made from the examples given in
case study :
Indian Leaders invest in their employees and management way more than
compared to western counterparts, working to create a sense of social
mission and investing a lot in employee development.
In comparison to Western Leaders , it can be said that Indian Leaders gives
priority to organization culture and employee development over Investors
Interests and profit maximization.
Indian leaders cited strategy as their top priority. Indian leaders used to
spend more time on strategy making before implementation. Western
leaders often leave it to profit-center heads, Indian leaders are likely to own
the strategy function, setting the agenda and taking a visible role in shaping
the strategies their managers bring to them. Giving an example of Mr. Ratan
Tata who took strategic course when he joined the company as as to be
future ready. With his anticipation about future he strategies his
organization and today, Half the Tata Group’s revenue comes from other
countries.
CONTINUED...
Employees prefer “transformational” or charismatic leadership to care
about the goals of the leader and the organization.
Indian leaders have been in " Corporate Social Responsibilities " and good
governance which are related to the state they are working in and for
the overall development of the Nation.
Organizations looks after the interests of the employees and their
families. Here employees and management are equally accountable to
each other.
Indian leaders and their organizations give employees sufficient time to
train like in IT Industry they give about 60 Days and other training time if
required.
The Indian leadership approach arose from the unique circumstances of
the Indian economy and society. Likewise U.S. and Japan leadership
practices went global, similarly Indian Leadership style is also getting
known in different countries.
Indian companies take an aggressive approach to training, as compared
to the U.S. Statistics suggests that about a quarter of new hires in the
United States received no training of any kind in their first two years of
employment.
HR LEARNINGS
Human resources play an important role in supporting, developing, and making a
friendly culture in the workplace. They take care of recruiting and onboarding
candidates, training and development, performance management, payroll, and
much more. It brings all the essential values that create a friendly culture in a
company. The only aim it carries is to make the organizational process easy and
productive.
Indian Leaders in comparison to western culture have different thoughts that
can be seen in their organisations as well. Indian leaders beleive that their
source of competitive advantage lies in their people or employees. Though,
Corruption, Office Politics and malfeasance can be found in the Indian business
community as surely as in any other.
For the members of Western cultures the development of personal
relationships with their stakeholders is often a consequence of successful
business dealings conducted together, for members of Eastern societies
personal relationships are the foundation upon which long-lasting and mutually
rewarding business relationships are built.
Following are the 3 Major learnings from the case study :
Employee Training
Sense of Mission
Communication
HR LEARNINGS
EMPLOYEE TRAINING
Indian organizations adopt a forceful strategy to preparing, in spite of — or
maybe due to — a serious work market in which representative turnover is
assessed at near 30%.
Skilled workers are short in supply in India; major investment in employee
development pays off because it helps ensure the quality of workforce that
remains. Consistent with this starkly different attitude toward training, three
times as many Indian as U.S. companies measure and track their skilldevelopment efforts.
Employee Training - Even relatively low-skill industries, such as businessprocess outsourcing and call centers, typically provide 30 days of training, and
retail companies require about 20 days. Programs like these are not limited to
entry-level workers. India’s second-largest pharmaceutical company, Giving an
example - Dr. Reddy’s Laboratories, puts outside hires through a one-year
training program that includes 10 weeks of assignments abroad and culminates
in a cross-functional project presented to top executives.
Employee Investment go on with authority advancement; two times however
many organizations in India as in the U.S. officially track initiative preparation.
The company draws up a development plan for each candidate that includes
coaching, training, and rotational assignments. The process creates a pool of
candidates to fill anticipated vacancies.
HR LEARNINGS
SENSE OF MISSION
Human resource professionals have a key role to play to help a company
achieve its CSR objectives. Employee involvement is a critical success factor
for CSR performance. Human resource managers have the tools and the
opportunity to leverage employee commitment to, and engagement in, the
firm's CSR strategy.
Companies demonstrate their commitment to CSR in various ways, normally
depending on the size or the impact of their organization. The activities can
range from internal volunteer initiatives to global campaigns.
Unlike feel good factor that is the major reason to run CSR Activities in foreign
countries, its the integral part of the Indian Organizations which are in their
roots because of the Ethics and Values of Indian Leaders.
Giving an examples of Apollo Hospitals and Bharti Airtel, who considers their
responsibility to serve the poor and making the resources accessible to many.
HR LEARNINGS
COMMUNICATION
Communication is a two-way process that involves top-down dissemination of HR
plans and bottom-up questions from employees. When communication flows freely,
employees enjoy a clear understanding of their benefits, while HR managers take in
feedback on how effectively HR programs are working.
Communication is used in human resources to relay information from directors to
employees. This information pertains to company policies or goals. Effective
communication increases productivity, which benefits employees and the company.
Proper communication techniques can boost employee morale to create a positive
work atmosphere.
Giving an example of HCL, Vineet Nayar introduced the Concept of " Employees First,
Customer Second" so as to consider employees as an important asset in the
organisation. Indian Leaders go to considerable lengths to empower employees.
He introduced an online system that allows employees to create quality-control
“tickets,” much like those on an assembly line. These can flag product-quality
problems or even personal issues related to management, such as “I have a problem
with my bonus” or “My boss sucks.” Employees can also post comments and
questions on the company’s “U and I” website; Nayar himself publicly answers some
50 questions a month.
THANK YOU