India, a primarily Hindu country, is emerging as a player in the software industry. With over 1 billion people within her borders, India's culture is one of the oldest and largest in the world. Such a vast pool of talent intertwined with cultural identity makes for an interesting breed of workers, and, at the top of that chain, a fascinating approach to managing these workers. Sunil Jalihalm, CIO of eVector Mobile, a wireless software provider in Bangalore, India, was born in raised in India and has worked in various executive positions in India and America. Thirty-six years old and he has already worked at several large and start-up companies - several here in America. The toughest part of management has, and always will be, surprisingly enough, the actually managing that must be done. Not the management of decisions and the direction of the company, but leading the people underneath you. Understanding them, relating to them in a manner that they will respect and follow loyally and with one hundred percent. To effectively manage one must understand the people underneath him/her and the appropriate managing style to deal with those people. The physical infrastructure of America's Silicon Valley and...
However, the people behind the machines, the people that need to be managed, have idealistic differences. The general culture of IT companies across the world is similar. Computers will be computers. Indian engineers are rival Silicon Valley workers in creativity, eagerness to do new things, and technical knowledge. However, the basic Indian philosophy of "knowledge for knowledge's sake: don't expect to get any gains from it" holds true for the Indian workers while American workers tend to be more specialized, utilizing the knowledge for specific reasons. Indian workers are more emotional, believes Jalihalm.
During the 1980s, to help spotlight international concern regarding the unprecedented nuclear arms race, India joined the Six-Nation Five-Continent joint. Amidst India's resolve to maintain its commitment to nuclear disarmament, it consistently opposed discriminatory treaties like the Nuclear non-Proliferation Treaty (NPT) and Comprehensive Nuclear Test Ban Treaty (CTBT); holding its nuclear options while other countries hold their nuclear weapons/options (India's Foreign Policy… 2010). Another contemporary concern involves the fact that different departments report different
The business culture of the United Kingdom is characterized by the value of free economy and private property (Rendtorff, 2009). At another level, it is marked by a desire to manage work and life issues. The employees in British organizations have long been marked out for their relatively leisurely pace of work and their priority for relationship issues over work related issues. Compared with their American counterparts, employees in UK
(Chandrasekhar and Ghosh, 2005) Chandrasekhar and Ghosh state that the macroeconomic policy in China resulted in macroeconomic mechanisms that "differed substantially from those in predominantly market-driven economies. These differences relate to the availability of monetary or fiscal levers of the kind available in market economies, to the nature of the institutionally determined transmission mechanisms and to the outcomes of what appear to be similar policies. Only inasmuch as "economic reform"
1857 Indian Rebellion been elusive to characterize as "The first war of Indian independence?" Lack of Strategy Bad Generalship Shortage of Military Skills Unity in Communities The first war of Indian independence in 1857 is also characterized in terms of mutiny and the movement of civil disobedience. A brief about the historic events taking place during 1957 revile that the movement started with a notion to refuse using the cartridges used by the British
The parallels are of Sheikh Mohammad are drawn with King Abdul Aziz of Saudi Arabia who used oil to build the foundation of modern Saudi Arabia. He can also be considered a CEO who is managing his emirate like a big company using the modern management principles. He is using the principles of modern participatory management as he does not confine himself to boardrooms or high power meetings and
Some Chinese researchers assert that Chinese flutes may have evolved from of Indian provenance. In fact, the kind of side-blown, or transverse, flutes musicians play in Southeast Asia have also been discovered in Africa, India, Saudi Arabia, and Central Asia, as well as throughout the Europe of the Roman Empire. This suggests that rather than originating in China or even in India, the transverse flute might have been adopted through the
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