In “An eclectic view” (June 16), Pratip Kar lays out the principle that adoption of global work practices should be embedded within a nation’s ethos. Those Indian managers who fall for every new idea that succeeded in the developed countries should take note of this. Normally, the route of benchmarking is followed to incorporate new systems. However, if an organisation’s work culture which has its roots in national culture and imported work practices are not compatible, the system will fail.
Quality circles have been a great success in Japan, but did not work as effectively in the US or here. Workers’ participation in management at board level is an efficient tool in Germany. It requires a collaborative culture between the management and trade unions. Now our government is toying with the idea but if one looks at the confrontational attitude of the two, it is a concept that is unlikely to succeed here.
When a company wants to adopt a global system, the best strategy is to examine it in the context of its organisational culture before taking it on board. If the system is absolutely necessary, then it is advisable to change the culture before launching it.
Y G Chouksey, Pune