Shrinkhla Ek Shodhparak Vaicharik Patrika ISSN NO.: 2321-290X RNI : UPBIL/2013/55327 VOL-8* ISSUE-9* May- 2021
Paper Submission: 01/05/2021, Date of Acceptance: 13/05/2021, Date of Publication: 25/05/2021
Suman Kathuria
Assistant Professor,
University Business School,
Maharaja Ranjit Singh,
Punjab Technical University,
Bathinda, Punjab, India
Abstract
The objective of this study is to analyze the work culture in the
context of India and China. Considering a few definitions of
organizational culture, we can try to extrapolate and arrive at a definition
of workplace culture at a national level. For instance, Ravasi and Schultz
(2006) characterize organizational culture as a set of shared
assumptions that guide behaviors and also point out that ―the pattern of
such collective behaviors and assumptions that are taught to new
organizational members as a way of perceiving and, even thinking and
feeling. Thus organizational culture affects the way people and groups
interact with each other, with clients, and with stakeholders. In addition,
organizational culture may affect how much employees identify with an
organization‖.
If we consider the above definition at a national level, we could
say that ―a nation‘s workplace culture is a set of collective behaviors and
assumptions that are taught or perceived by its workforce and which is
reflected in the way various people and groups interact with each other
within the country or with people or groups from a different country. In
addition, it also affects how working people of a nation identify
themselves both individually or as a collective and even how people of
other nations would identify the workforce of the nation concerned‖.
Schein (1992), Deal and Kennedy (2000) and Kotter (1992)
have advocated that organizations often have very differing cultures as
well as subcultures. Although a company may have its "own unique
culture," in larger organizations there are sometimes co-existing or
conflicting subcultures because each subculture is linked to a different
management team. Similarly, in the context of a nation, we can have
varying subcultures within its own aggregate unique culture, because a
nation undertakes various activities which are facilitated/regulated by
different management teams, which could be due to different rules for
different sectors (for instance, agriculture, industry and service sectors
have different rules and regulations and are managed by different entities
like different government ministries involved, different markets, different
public/private participation and even different labour regulations).
Keeping in view the areas pointed to in the above formulated
definitions, we try to analyze the work cultures of India and China by
considering various data sources and reports that compare these
underlying areas. Finally, we‘ll suggest any aspects that can be adapted
from the Chinese side to improve the standing work culture on Indian
side
for
full paper please visit below link :
http://www.socialresearchfoundation.com/upoadreserchpapers/3/425/2106300124461st%20suman%20kathuria%2014287.pdf
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