Doing Business in India (Hardcover)
by RAJESH KUMAR and ANAND KUMAR SETHI
ISBN: 1403967520
Publisher: Palgrave Macmillan (September 22, 2005)
Available also as used from http://www.amazon.com
Book Description
This book approaches the role of India from a globalization perspective where India is a major economic superpower. By analyzing the nature of European and North American firms' business experience in India with a particular emphasis on understanding the causes of their successes and failure, the writers highlight the skills and information needed to succeed in business in India. India resembles the West in some ways but the institutional environment and mindset is radically different from that of Euro-American societies. Differences in culture, politics, the economy, and business structure all make it difficult for a Western manager to function successfully in India. This book strives to offer Western managers the knowledge they will need to succeed in business in India.
Review
This is an excellent book with lots of real life examples of failures and suvccesses from the corporate world.
The small print demands patience as does the academic styles of writing with long sentences and references. If the reader can put up with these hurdles, there is a wealth of information. Many readers looking for quick-fixes might get put off with the history sections, but understanding the background and history is very important. In general Indians are very eager to discuss history and appreciate managers who are able to do so.
The authors also tackle the impact of religion and fundamentalism on Indian managerial behaviour. Most similar books don't do this.
The chapter on 'Communicating with Indians' has many suggestions. There are no bullet-point lists to help memorize the insights and tips, so the reader has to use pen and paper and make own notes. The chapter 'Managing Relationships with the Indian Government:The Critical Challenges for Multinational Firms' is a politically correct version of the tips and skills managers in multinationals would need.
The chapter on Negotiating and Resolving Conflicts in India would have been of more value if there would have been case examples and scenarios.
This book is not an easy to read "How-to-do-list" book for the impatient 5-minute manager. One thing missing in this book is personal behavioural aspects of a foreign manager working India. Such information might be very valuable to the foreign global manager dealing with India. Maybe these would be incorporated in the next edition.
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