INDIA
TEAMS & DIVERSITY
 
 
 
 
 
 

DIMENSIONS OF WORKFORCE DIVERSITY

AGE
0-14 years:  33.12%               15-64 years:  62.2%               65+ years:  4.68% 
GENDER
 males: 65.5%      females: 34.5%
LANGUAGE
 English is heavily used in India's upper-castes, especially in the political and business fields.  Hindi is the primary tongue of 30% of the general population.  Many speak various forms of Hindi, some dialects no longer even recognizable.
RACE
  Indo-Aryan: 72%        Dravidian: 25%        Other: 3% 
RELIGION
 Hindu: 81.3%        Muslim: 12%        Christian: 2.3% Other: 1.9%
TEAMWORK
 To reiterate a point made earlier, competition is the driving force behind the hard-working, loyal Indian employee base.  Without the competition for the jobs afforded those who work hard enough, or are simply lucky enough, to hold them, the Indian business culture would look quite different.  Competition drives workers to work harder, and to give up more of their time for the company.  Upper management realizes this, but they do not blatantly take advantage of the situation.  Religious issues, such as kharma, weigh heavily on the Indian mind, and treating others with respect in the workplace is an unspoken law.

 
 
 
SOURCES
http://www.odci.gov/cia/publications/factbook/
http://www.subcontinent.com/sapra/regional/regional.html

 

CASE STUDY

Marie had just begun work for an Indian-owned business.  Being an attractive, confident, young American woman, Marie had always found the doors of business opened for her.  Not at this job, however.  With Indian owners who were born in a small town a few miles southwest of Bombay, Marie found that the Indian culture was much different from her own.  Not only were the doors to promotions and raises not opened for her, she found them all but locked shut.  Male workers gained preferantial treatment, and obviously so.  The lighter equipment to move, the shorter shifts to work on weekend and weeknights, and of course quicker promotions and raises found their way to the male employees.  Marie, however, found herself moving heavier boxes of equipment, working longer hours for less pay, and getting to choose the shifts she could work last, leaving her with very little if any choices at all.

"So much for the big team!"  Marie doesn't hide the fact that she had a horrible experience working for Indian supervisors, but she does admit that she elarned alot.  After putting up with this treatment for slightly over a month, Marie went to the owner of the business to discuss matters.  Being honest but tactful, Marie conveyed her perceptions of the treatment she had been receiving.  The Indian owner was quite surprised at these perceptions, and promptly took action.  He made sure that she received first pick for shifts the following week, and made sure to balance the workloads placed upon her with the male employees.  Also, Marie was given a promotion and raise, providing her with a salary comparable to those of the male employees.
 
This case goes to show that not all situations are intentionally caused.  Mistakes do happen, and cultural norms can be blinding.  Through perceptive management, as well as reflective employees, these situations can be overcome.