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Business Ethics
The establishment if management institutes in India was initiated with a view to study
the management principles in India. The profession in Management was historically based on
the idea of technology transfer. The tools and techniques applied in management of Indian
companies were applied with neutrality on grounds of ethics, values and culture. Scholars
have argued that within the cultural context of management, the global managers today face
the risk of managing people and workforce across countries while the Indian history of being
ruled by multiple dynasties leaves them with a rich history and systems of cultural
management.
Much of the global management systems are directed towards a very narrow line of
thought. The Western school of thought into management of the corporate systems is
primarily and mostly directed towards the stock market and its movements. This vision needs
to be more comprehensive in the globalised world and it is believed that the Indian
Management systems will fill in the intellectual gap in the vision of the organisation. The
higher vision will now be based on the attainment of higher order purpose and the Indian
Management system can help in attaining the same by boosting entrepreneurship and
bringing in ethics and care for human value within the system. The western management
culture has been of the faith that their systems of management are all inclusive while the
Indian management systems adopt the western systems but deal with people in India based on
the ethics and value systems developed within the Vedas. The inner soul of Indian managers
and the people is still based on Vedic principles of trust, calmness and cooperation. The
dictum from the ancient texts that the earth provides enough to feed every being but fails to
satisfy his greed still holds valid. This philosophy was seen to hold true in the case of
Lehman brothers and is still valued well in the day to day operations in Indian businesses
(Bercovitch & Foulkes, 2012). Hence, one can safely assume that the entre management
though in India is guided under self-regulation, calmness, ethics, integrity and mutual trust.
Indian management systems have undergone a huge number of phases when it comes
to eastern and western management cultures. Indian management thought has eventually
come to a point where it has absorbed western principles of management but in proper
alignment with Indian cultures and blending of Indian conditions (Misra, 2011). If such a
combination would not have occurred, conflict was inevitable based on management role
dualisms.
References
Alfons, V. M. (2011). Cross Cultural Management: Hybridization of Dutch Indian Work
Practices in Geographically Distributed IT Projects. International Journal of Business
Anthropology, 2(2): 1535.
Allen, W. B. (2011). Creating a Culture of Enterprise Cyber Security. International Journal of
Business Anthropology, 2(2): 36 47.
Bercovitch, J. & Foulkes, J. (2012). Cross-Cultural Effects in Conflict Management:
Examining the Nature and Relationship between Culture and International Mediation.
International Journal of Cross Cultural Management, 12(1): 25-47.
Fernanda, D. (2011). What Does a Culture of Corporate Social Responsibility Look Like?
A Glimpse into a Brazilian Mining Company. International Journal of Business
Anthropology, 2(1): 106 122.
Gao, G. (2010). The Effects of Intercultural Training Upon the Organizational Performance
of Multinational Corporations in China. International Journal of Business
Anthropology, 1(2): 97 116.
Misra, G. (2011). Preface. In Handbook of Psychology in India, (Ed.) Girishwar Misra,
Oxford University Press, New Delhi, pp. 15-16.
Nandy, A. (2011). Towards an Alternative Politics of Psychology. Chapter 24, In Handbook
of Psychology in India, (Ed.) Girishwar Misra, Oxford University Press, New Delhi,
pp. 358-369.
Pandey, S. (2011). Positive Psychology: Blending Strengths of Western, Eastern and Other
Indigenous Psychologies. Presented at 1st International Conference on Emerging