Basic Information India

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Basic information

Corus

India


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Basic information

India is a Federal Republic. The official name of theRepublic of India in Hindi is Bharat. The republiccomprises 28 states and 7 territories which are governedby Delhi. The parliament sits in the capital New Delhi (+ 9million inhabitants).

The national language is Hindi, butthere are 17 other major

languages, and a total of more than1,600 dialects. English is officiallyan associate language, but inpractice it is the most importantlanguage for communication andtrade. All official documents are inHindi and English.

Population: 1.095 billion(estimated July 2006); average age24.9

Religions: 80.5 % Hindu, 13.4 %Muslim, 2.3 % Christian, 1.9 %Sikh, others 1.8 % includingBuddhists, Parsees, Jains andJews. India has no state religion.

Business Hours: India is 5.5hours ahead of GMT. Normal officehours are from 09.30 - 17.30 Mon -

Fri (on Saturdays until 14.00).Banks are normally open from

10.00 - 15.00 Mon-Fri (onSaturdays until 13.00) and shops

from 09.00 - 19.00 Mon-Sat.Some shops in India are also openon Sundays.

India is the fourth largest economyin the world and the worlds third-ranking nation as a source oftechnically and scientificallyeducated staff. The heart of theeconomy lies in the Northern statesof Haryana, Punjab, HimachalPradesh, Uttar Pradesh, Rajasthanand the union territories of Delhiand Chandigarh. However, for IT itis the south, particularly the state ofKarnataka (Bangalore) and thesouth-western states ofMaharashtra (Mumbai), Gujarat,Andhra Pradesh and Kerala. Thesteel industry is mainlyconcentrated in the north-eastern

states of Orissa and Chhattisgarh.


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Good to remember

India is a society infused withreligion with great respect forage, tradition and symbols.

Great poverty goes hand inhand with great wealth. That ismore of a problem forWesterners than for mostIndians.

Indians are sensitive about lossof face, loathe confrontationalbehaviour (saying no is rude)and their concept of time is lessurgent and as a result theyappear less punctual toWestern eyes.

Westerners who adopt apatronising attitude get littlerespect from Indians.

Indian society

There is tremendous diversity withinIndian society: religion, language,regional differences, caste and classdifferences. But a number ofcharacteristics extend right acrosssociety:

India is particularly focused onthe family. The Western focuson the family extends muchfurther in India. The family inIndia is something to be proudof, for which you work and from

which you derive status. Dontbe surprised by questionsabout your family life which wemight consider a little intrusive.

Daily life and religion or thesupernatural are closely linked.There is more to this life thanprofit and markets. TheWesterner is inclined to seizehis chance if he sees theopportunity to do so. The Indian

is fatalistic but is very able toexploit an opportunity. This isoften developed throughpersonal relations.

However, material success isbecoming increasingly valuedin modern India.

To Indian eyes, the stranger isa guest. Respond with respectfor Indian customs and habits.

Authority is respected in India.Status and power are valuedhighly. This extends to notcontradicting people inauthority, even if they have thewrong end of the stick. And youneed to check yourself thatyour instructions have beenproperly understood.

Indians are not as time-conscious. If you want things tohappen on time, you need toremind them about it, but

always remain polite. There is a tendency to adopt a

big picture perspective onthings. Nonetheless Indianscan react quickly. They arecreative and dare toexperiment. They are pragmaticand solution-oriented, althoughperhaps not always as wellthought-through as Westernerswould expect.

Westerners can perceive Indiansociety as being fairlyunfriendly to women. Indianmen are not used to dealingwith women in authority or withwomen who smoke. A warm,friendly and unforced approachcan help ease matters.


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The Indian way of doing business

At first glance, the approach ofIndians working for large multinationalcompanies does not deviate far fromthe conventional way of doingbusiness internationally. A lot ofIndian businesspeople have beentrained in Europe or America. Butthere are a few underlying aspectswhich characterise the Indian way ofdoing business.

What follows is not set in stone.Nonetheless, it is advisable to beaware of the basic attitudes which areembedded in Indian culture.

Doing business in India is Relationship-based: you do

business with friends, not withoutsiders. Trust is important.Never disrupt the harmony.Reputation and self-respect areimportant. You are more likelyto settle differences with a goodrelationship than with a cast-iron contract.

Synchronic: relationships andpeople are more important thanprecise timetables. A timeschedule, a time limit, isflexible. An appointment at aspecified time is often not kept.But the Indian also tackles

problems in a different way.Indians feel that Westernerstendency to approach problemsin a linear fashion rules out toomany possibilities. Revisiting anagreement reached previouslyand interrupting one another iswidely accepted in order toensure that the whole context isconsidered.

Formal: formality exists inorder to be able to demonstraterespect for others. Difference instatus must be respected. It isnot customary to use firstnames in business dealings.Protocol can be extensive.People dress formally for ameeting. Informal clothing isacceptable on everyday office

days, certainly in the ITindustry.

Reserved: people speakquietly; if a silence falls, that isnot a problem. The physicaldistance between people ispreferably at arms length.Eye contact is important, butyou do not stare deep into oneanothers eyes.

Sensitive to loss of face: youcan lose face in various ways: ifyou fail to live up toexpectations, if you fail to keepto promises, if you behaveinappropriately, if you arecriticised in public or if you arenot addressed in keeping withyour status. Indians believe thatone must always preserveones reputation.

Indians are skilled and persuasive

negotiators. Negotiation is desirable.They have the patience for a lengthydiscussion and are flexible in theirapproach. The main aim of a meetingis to discuss matters thoroughly andexplore the problems in detail. Thediscussions can be very detailed;Indians are very comfortable withlooking at things in great detail.Indians like to use personal andemotional arguments in discussions.


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Their eloquence is remarkable. Theyare prepared to compromise,particularly in the interest of a long-

term relationship.

Indian business etiquette

Use titles and surnames; onlyuse first names when the otherperson indicates that this isacceptable; therefore be awareof the context: business orprivate.

Indians often use Sir or

Madam to attract attention. Namaste is the traditional

greeting. Do not extend yourhand in greeting unless theother person does so. Womenare not used to shaking hands.Westernised women do shakehands, but to be on the safeside, allow them to go first.

Traditional:Mr. Johnson =

Mr. Johnson SahibMrs. Johnson =Mrs. Johnson Mem-sahibor Mrs. Johnson -ji

Modern: Hi, or Hello(informal).

Indians are hospitable - areligious obligation - andfriendly.

Offices are closed on religiousholidays and there are many ofthose.

When visiting, make sure thatyou have informed the head ofthe company or the departmentin advance.

Indians like punctuality, buthave a different sense of timethemselves.

Arrive on time, but do notexpect the other person to do ittoo.

Meetings can frequently beinterrupted by telephone calls.

Business cards are presented

with the right hand. Table settings are ranked

according to hierarchy.

Meetings start with social smalltalk (restaurants, family, travel,religion) and then move on tobusiness.

Topics to be avoided: politics,distribution of wealth, the castesystem.

Problems are not usually

seriously discussed during thefirst meeting.

Humility is a virtue in India. Donot boast about yourachievements.

Decisions must always bethoroughly harmonised with thesocial environment.

A firm No is considered rude.An acceptable refusal is I willtry.

A Yes is followed by thechallenge involved in carryingout a decision.

It is important that the contextand the background to adecision are communicated.This can strike a Westerner asbeing not very to-the-point andindirect.

Do not refuse any refreshmentswhen they are offered to you. Itis insulting. The first offer maybe rejected, but accept thesecond. If you really are notthirsty or hungry, come up witha good excuse, this isaccepted.

Pointing or whistling is viewedas inappropriate.


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Traditionally the head is onlytouched by a superior (e.g.

parents); so do not touch apersons head.

Feet are unclean; if you shouldtouch someone with your footby accident, apologiseprofusely.

Giving presentations

For the Westerner the Indian tradition

of giving presentations can befrustrating. During their educationIndians are taught to give the reasonsfor a decision or position before theysay what that position is. It cantherefore happen that you need tolisten to a long introduction whilst youwonder whether the whole thing isleading anywhere. It certainly isleading somewhere, but you will onlyfind out where at the end.

A lot of Indians love to useextravagant language. On the other

hand those with a Western trainingget to the point more quickly.

Show interest and show a willingnessto be persuaded to adopt a particularpoint of view. Show that youappreciate eloquence.

If you give a presentation to Indians itis important to refer to your expertiseand experience. Repeat your most

important points and make clear thatyou are sensitive to the views of yourIndian audience, or ask what theythink about your argument. Showwarmth, sympathy and involvement.

An Indian audience likes to givefeedback afterwards, unless you haveintimidated them, so allow time forthis.


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Verbal communication Meetings,teams and working

together

Do

Be aware of the importance ofthe face and appearance incommunication.

Leave the higher in rank tousually initiate thecommunication.

Make appointments well inadvance, but allow for flexibility.

Take account of the fact thatyour partner will want to revisitagreements made previously.

Accept that things take time.

Communicate through multiplechannels.

Exercise tolerance.

Be complimentary whereappropriate.

Be aware that Indiansappreciate eloquence.

Be prepared for the fact thatwaiting and delays form part ofthe landscape.

Treat an Indian with thenecessary respect; just as youwould a European colleague.

Dont

Expect to build a relationshipwith email alone.

Assume that things are self-

evident. Embarrass people: loss of face

is very serious.

Humiliate someone, particularlynot in the presence of others.

Berate anyone.

Act arrogantly orconfrontationally.

Be too abrupt; avoid shortcutexpressions.

Do

Show respect for seniority.

Be loyal to the leader. Theleader makes the decision,possibly after consultation.

Be aware that teams without aleader work cooperatively; groupmembers expect to be able to

make a contribution. Encourage others to make their

contribution.

Take the time to listen plansare usually unveiled; theobjectives come later.

Invest in relationships.

Be flexible about who doeswhat.

Regularly monitor progress.

Emphasise the shared interest.

Dont

Put a group or group membersunder (time) pressure.

Put your colleagues in adisadvantageous position.

Be too competitive.

Give up too quickly if othersreact somewhat tepidly to your

suggestion. Disregard older people.

Expect the agenda of themeeting to be followed precisely.

Decide anything arrogantly.


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Motivating and giving Leadership and

feedback decision-makingDo

Use a tried and tested approach.

Listen carefully to suggestedsolutions; they often fit well withthe Indian context.

Emphasise the shared interestof the company or theprofessional group.

Show warmth and humility;involve others in the decision-making informally and inconfidence.

Express any dissatisfaction withsomeones behaviour privately.

Dont

Expect people to say readily thatthey disagree with you.

Blame other people. Indians arereal team players.

Give up on influencing thebehaviour of others too quickly.

Assume too readily that otherswill understand you.

Do

Be aware that modern Indianorganisations have a modernleadership style.

Respect authority.

Be aware that family ties,professional relationships andpersonal connections areimportant, so personaldecisions must be in harmonywith the group and the socialenvironment.

Ensure that decisions at lowerlevels of the organisation areusually ratified at a higher level.

Remain human and attentive;take time over decisions.

Dont

Act patronisingly.

Make decisions from an ivory

tower. Impose any peremptory time

limits.

Be discourteous.


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Leisure

There is no sharp distinctionbetween work and leisure time.

Giving small gifts to the host isacceptable, but they are usuallynot unwrapped in the giverspresence.

Appropriate business giftsmight be modest high techproducts, souvenirs, corporategifts.

Do not use black or whitewrapping paper. Black is badluck and white is the colour ofmourning.

Lunches during business visitsare preferable to dinners.However, dinners are moreimportant for businessnetworking.

Receptions and parties areexcellent for networking; takealong plenty of business cards;

keep moving; business cardsare presented immediately;titles etc. are sometimesembroidered somewhat; peoplepromise you things; people arequick to ask for a favour.

Give tips in a restaurant if theservice has been good. Tipsare usually also given forcarrying luggage. Giving tips iscustomary, particularly for high-

ranking Sahibs. If you regularly visit an

establishment, a programme ofunexpected and varying tipsensures that the serviceprovided remains at the desiredstandard.

Foreigners are very highlyregarded, but only take aninvitation to visit someone athome seriously when it hasbeen extended several times.

Performances are often stagedin the home.

If you have been invited tosomeones home, you shouldarrive 15 to 30 minutes laterthan the agreed time.

Arrive with status; chauffeur-driven car, clothing etc.

Preferred gifts: Indian sweets,dried fruit, goods from Europe,flowers, cakes or fruit, Frenchor Italian perfume.

Treat staff in a friendly manner,but maintain distance.

The kitchen is forbiddenterritory.

Only eat with your right hand.

Allow the hostess to serve thefood, otherwise you will make

the food unclean. Indian meals can either be

vegetarian or include meat,depending on the hostsreligion. This also influencesthe attitude with regard to theconsumption of alcohol (beer orwhisky).

There are several servings: donot refuse any food or drinkwithout a good reason. Leaving

food (e.g. because it is toospicy) is not a disaster.

Always express thanks for ameal, particularly to thehostess, and show respect byextending a reciprocalinvitation.


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Sources used:

Doing Business in India, Barry Tomalin, International House LondonEffective Cross-Cultural Communication Between Dutch and Indians,S. Ramdas, FAR Consolidated BVIndia bewust!, Nicki Grihault, Uitgeverij Elmar, Rijswijk 2006, ISBN-13: 978-90-38917-02-3Managen van Culturele Diversiteit, lecture by Sjaak Pappe, ITIM, lecture 22 March 2007,Centre of Excellence

Interesting websites:Transnational Management Associates, www.tmaworld.com andwww.countrynavigator.comAn interactive map:http://www.indiatravelog.com/map-or-india.htmlFor facts and figures:https://www.cia.gov/cia/publications/factbook/geos/in.html

Review by:Peter Zonneveld, Managing Director Danieli Corusgroup plcJacob Vossestein, Royal Tropical Institute of the NetherlandsMr S. Ramdas, FAR Consolidated BVVictor van Bijlert, philosopher and cultural historian specialising in IndiaRonald Israels, Secretary of the Netherlands Foundation for Business Process Innovation


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The contents of this brochurehave been compiled with thegreatest care. However, CorusGroup plc and its subsidiariesare neither responsible norliable for any errors or possible

misleading information.

Copyright 2007Corus

www.corusgroup.com

Group HRCorusPeter LennonAshorne HillLeamington SpaWarwickshireCV33 9PYT: +44 (0) 1926 488027

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