Work culture in the Indian context (Record no. 43336)
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020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
International Standard Book Number | 8170361966 |
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
Classification number | 306.3 SIN |
100 ## - MAIN ENTRY--PERSONAL NAME | |
Personal name | Sinha, Jai B. P. |
245 #0 - TITLE STATEMENT | |
Title | Work culture in the Indian context |
260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
Place of publication, distribution, etc. | New Delhi |
260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
Name of publisher, distributor, etc. | Sage Publication |
260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
Date of publication, distribution, etc. | 1990 |
300 ## - PHYSICAL DESCRIPTION | |
Extent | 237 p. |
520 ## - SUMMARY, ETC. | |
Summary, etc. | Why are employees in some organizations committed to work while their counterparts in others alienated from it? There are many answers to this universal question which vary from society to society. Yet the starting point for any answer must be an understanding of the immediate work environment, which is inextricably bound to the nature of the organi zation (e.g., ownership pattern, managerial policies, and trade unionism) as also to its socio-cultural context.<br/><br/>Based on a detailed empirical analysis of six large and differing organizations, this study provides an absorbing account of the work cultures prevailing in India. Even though the organizations studied have their own history and leadership styles, Prof. Sinha found that they all exhibited one of two work cultures which he terms 'soft' and 'synergetic' respectively.<br/><br/>In the former, work is displaced from its cen tral place in the life of the employees by non work activities and influences. The organiza tion is not perceived to be conducive to work while the management is felt to be pliant. In contrast, in a synergetic work culture, the management remains assertive, rewards hard work, and provides ample welfare measures. It cultivates good relations with the union and keeps the organization viable and vibrant. The same socio-cultural values which interfere with productivity in a soft work culture are deployed in a synergetic culture to facilitate work.<br/><br/>Prof Sinha relates his findings to the multina tional projects on Work Importance Studies (WIS) and The Meaning of Work (MOW). He demonstrates that the Japanese tradition of 'cooperation within and competition between' can feasibly be introduced in Indian organizations. Of particular importance is the manner in which the author highlights the pos sibility of building an organizational culture which is conducive for work by incorporating the basic features of the Indian socio-cultural reality rather than in spite of them. This important study will interest a wide range of scholars and professionals, particularly those concerned with social psychology, industrial relations, business management and organizational behavior. |
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
Topical term or geographic name entry element | Industrial sociology India |
942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
Koha item type | Books |
Source of classification or shelving scheme | Dewey Decimal Classification |
Withdrawn status | Lost status | Damaged status | Not for loan | Home library | Current library | Shelving location | Date acquired | Total checkouts | Full call number | Barcode | Date last seen | Price effective from | Koha item type |
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Not Missing | Not Damaged | Gandhi Smriti Library | Gandhi Smriti Library | 2020-02-04 | 306.3 SIN | 53419 | 2020-02-04 | 2020-02-04 | Books |