By Jai B P Sinha
Tradition and Organizational Behaviour is a modular textbook that highlights the impact of the confluence of western and Indian cultural impacts. This publication offers the elemental wisdom of organizational behaviour as built within the west, provides the newest international study findings, and situates them within the Indian cultural standpoint. The e-book additionally highlights new matters that emanate from the interface of Indian tradition and organizational behaviour. Key beneficial properties: " uncomplicated and comparatively jargon-free language, observed via an Instructor's handbook; " Measures and questionnaires for illustrations, discussions, and additional explorations of researchable principles; and " makes an attempt to create sufficient room for the scholars, college, researchers, and coverage makers to handle theoretical in addition to functional matters.
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Extra info for Culture and Organizationational Behaviour (Sage Texts)
Similarly, the need for achievement (Agarwal and Misra 1989; Mehta 1991; Misra and Agarwal 1985), distributive justice (Krishnan 1997), and morality (Shweder et al. 1990) were taken out of the Western framework and shown to have uniquely Indian cultural components and dynamics. Another example is the use of the psychoanalytic framework to understand the Indian psyche, culture, society, and healing traditions (Kakar 1978, 1982). Assimilative Synthesis of Western and Indian Concepts Pareek (1988: 30) showed the need to integrate Western values such as openness, collaboration, trust, authenticity, autonomy, and confrontation for resolving conflicts with IndiansÊ concern for others, tendency to harmonize and synthesize different points of view, and general respect for knowledge and expertise in order to design effective organizations.
Thus, research on organizational behaviour increased exponentially since the 1960s. The reviews of literature (Ganesh 1990; Khandwalla 1988; Padaki 1988; Sharma 1973; Sinha 1972; Sinha 1981, among others) identified three phases in the evolving nature of organizational behaviour in India: 1. Replication of Western theories and concepts. 2. Disenchantment with them. 3. Integration of Western and Indian contents and processes of organizational behaviour. Replications Initially, the Indian studies replicated almost all Western theories, concepts, and methods showing their universal validity (see Sinha 1981 for details).
Culture did not figure in these approaches. The impact of Western culture, however, was obvious in the subsequent developments·the Howthorne study and the human relations and socio-technical approaches. These theories, models, concepts, and methods, when transferred to Indian organizations, were found to have limited validity. Hence, efforts to indigenize them resulted in a number of streams of organizational behaviour that tended to get integrated in varying degrees. Recent developments in IT and the transnational forms of organizations have led to the development of glocal organizational behaviour that is global in strategic thinking and local in its applications.