ISSN (Print) - 0012-9976 | ISSN (Online) - 2349-8846

N R ShethSubscribe to N R Sheth

'China since 1978'

Thank you for the new year gift, “China since 1978” (EPW, 27 December 2008). The nine pieces in the collection provide an illuminating cycloramic picture of what has happened, is happening and is likely to happen in post-Mao China. The growing imbalances between the civilisation of the rich and...

Indian Modernity

Letters Indian Modernity M eera Nanda’s observations on cultural contradictions of India’s modernity (February 11, 2006) deserve admiration for her unflinching advocacy of scientific temper and spirit of reasoning in tradition-driven cultures like ours. She has done well to underscore the...

What about Ethics and Values in Management

Ethics and values are likely to occupy a prominent place in the emerging scenario of professional management in India and elsewhere. Management schools in the west and to some extent in India have begun to incorporate the teaching of ethics and values in their courses. However, formal learning of this sort can only have limited results.

Managerial Pilgrimage to Indian Ethos

Managerial Transformation by Values: A Corporate Pilgrimage by S K Chakraborty; Sage Publications, New Delhi 1993; pp 215, Rs 195. S K CHAKRABORTY is a distinguished management scholar, teacher and consultant. He is also a citizen on a clear-headed social mission. His mission is to establish the supremacy of ancient Indian psychology and philosophy as means for transformation of managerial behaviour and attitudes in order to resolve the rapidly growing pressure of personal and social conflicts afflicting the performance and peace of people responsible for the performance oftheir enterprises. The author's learning, wisdom and exposure to the realities of Indian corporate and executive performance for over two decades have deeply anguished him about the increasingly evil effects of consumerism, greed, corruption and rat-race for personal power and control on the mindsets of managers and consequently on their executive effectiveness. These are symptoms of a "degenerate consciousness" which needs urgent transformation. Chakraborty is well acquainted with the wide spectrum of philosophies, approaches, methods and techniques developed in the western society and countries like Japan to deal with the human problems of industrial civilisation. He is convinced that the rationalistic-liberalistic value system of the west would not provide a durable means for the transformation of managerial values in the Indian context. He is impressed by the recent history of Japanese management philosophy and practice which have combined western technology and indigenous values with positive effects on both corporate performance and managerial happiness. In this background, Chakraborty has developed a firm belief that the degenerate consciousness of the Indian manager can be transformed in the right direction only by promoting the acceptance of the Indian spiritual ethos. The mission built on this prognosis has resulted in half a dozen books aimed at integration of managerial effectiveness and Indian values.

Our Trade Unions An Overview

We are in the midst of a significant metamorphosis in trade unionism. While conventionally trade unions are supposed to combine workers against employers, the employers have begun to see methods of participative manage- ment as a means to combine with workers against unions. On the other hand, the new economic crisis tends to combine employers and unions against workers. Conflict and co-operation run in a perplexing crisis, following the dialectic inherent in marriages of convenience.

What Is Wrong with Management Education

N R Sheth Are the content and form of management education relevant to the needs of Indian enterprise and society? Has management education generated elitism among its products with an attendant inability to perform urgent roles and a tendency to expect quick rewards?

New Equations in Industrial Relations

New Equations in Industrial Relations N R Sheth Worker Consciousness and Trade Union Response by E A Ramaswamy; Oxford University Press, Delhi, 1988; pp 242, Rs 150.

Social Base for Entrepreneurship

Social Base for Entrepreneurship N R Sheth The Ahmedabad Cotton Textile Industry: Genesis and Growth by Makrand Mehta. New Order Book Co, Ahmedabad, 1982; pp xiv + 207; price not mentioned.

Industrial Man of India

Some Observations and Reflections N R Sheth This paper seeks to analyse the nature of industrial culture emerging in India in the background of tlie concepts regarding the industrial society prevailing in contemporary social science.

Fresh Perspective on Industrial Workers

N R Sheth South Indian Factory Workers: Their Life and Their World by Mark Holmstrom; Allied Publishers, New Delhi, 1978; pp xii + 158, Rs 25. SOCIOLOGICAL studies of Indian industrial workers have varied from impressionistic generalisations to sophisticated intensive and extensive researches in various aspects of the subject. Scholars interested in urban- industrial India have dwelt at some length on issues .such as the social consequences of industrialisation and workers' commitment to industrial jobs and the industrial way of life in the context of thir perceived attachment to traditional institutions such as extended family, caste, religion and a value system believed to be oriented to the rural agricultural ethos of Indian society. For some time it was fashionable to argue that there was an inevitable incompatibility between modern technology and traditional Indian institutions and values. As empirical studies of industrial workers in urban centres grew, it was first realised and then shown by data that loyalty to traditional institutions did not seriously hamper workers' acceptance of industrial jobs and the value system implied in them. An academic debate on the so-called problem of commitment of Indian workers has been going on for over two decades. Commitment is usually measured by scholars in terms of the Concepts of work adjustment, job satisfaction, motivation, attitudes, etc, formulated in relation to industrial workers in more developed societies. It is generally assumed that modern technology and the logic of industrialism are the phenomena of the future making demands on tradition- bound workers. Workers themselves are usually regarded as passive agents, accepting, rejecting or partially accepting the norms of religion, caste, family, urban society, modern technology and such other institutions. A worker is rarely seen as an active part, ner in the social reality around him. living through unique situations from time to time, and operating on his social and industrial environment by choices of his own.

Towards Industrial Democracy

N R Sheth The concept of labour-management co-partnership is once again in the forefront of the industrial scene. This article attempts to present some of the issues involved in the light of earlier experiences with institutions of participative management.

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