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Culture is critical to individuals and organizations. This book offers an in-depth exploration of how Indian managers work, examining their inner struggles and the forces that influence their behaviour in contemporary corporate environments. The book presents an original framework developed by the author - the Existential Universe Mapper (EUM) - a pluralistic and non-reductionist model of management that employs a novel psychometric instrument to map individual and organizational identity. The model restrains from placing any phenomenon into frozen categories and enables an understanding of their interplay. It highlights India's ambivalent relationship with modernity and the resulting challenges Indian managers face in embracing corporate imperatives largely rooted in Anglo-Saxon frameworks. This revised second edition - which incorporates contemporary data and links it to significant developments in the world - will be of interest to scholars and practitioners in business management, human resource management, leadership studies, corporate governance, psychology, and sociology. It offers valuable insights for educators, consultants, management practitioners, and corporate leaders navigating the complexities of organizational culture in the Indian context.
Ashok is a management consultant, based in Bengaluru. He works in the areas of Individual and Organization Development. Understanding the salient features of Indian identity is of special interest to him. He has authored a framework and suite of tools called EUM(Existential Universe Mapper)which has been deployed in more than 200 organizations covering more than 10000 people, across the globe. The findings from this data are available in his book Indian Managers and Organizations: Boons and Burdens (a Routledge publication) His other publications include Child Man- the Selfless narcissist
1. Introduction 2. Evolution of EUM: A Personal Journey 3. The EUM: Framework and Tools 4. Findings from EUM Data 5. An Uneasy Relationship 6. Civilizational Codings of Indian Managers 7. Leadership Polarities and Indian Managers 8. Two Perspectives 9. Integrating the Two Perspectives
