# data[].attributes.body
Heavy reliance on personal contacts and getting individuals from the “right social origin” to fill major positions.

# data[].attributes.body
Informal control mechanisms, routine checks on performance.

# data[].attributes.body
Ad hoc planning, decisions made at the highest level of management

# data[].attributes.body
Constrained by old communication systems

# data[].attributes.body
Highly bureaucratic, overcentralized, with power and authority at the top. Vague relationships. Ambiguous and unpredictable organization environments.

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Higher education

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Highly authoritarian tone, rigid instructions. Too many management directives.

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Have high attitude scores for capacity for leadership and initiative

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Have high attitude scores for capacity for leadership and initiative

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The period of relative openness and freedom

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Sharing information and objectives

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Managerial attitudes toward capacity for leadership and initiative, participation, and internal control.

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Compare India & Anglo-American countries

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Compare India & Anglo-American countries

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India’s long affiliation with Great Britain

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Low score

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Low score

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Different from “Current Generation” & “Older Generation” 

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Different from “Current Generation” & “Older Generation” 

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work value

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High score

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High-people orientation
Low focus on task-related objectives

# data[].attributes.body
1.9 management style

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Participative than in the Middle East or other developing countries

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High-people
High-task approach

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More productive => Participative leaders

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More productive => Participative leaders

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9.9 management style