| Abstract: | The transplant of the western form of industrial organizations in India was expected to bring a radical shift from a dependency and personalized to a contractual work relationship, from a steeply hierarchical to a reasonably egalitarian authority structure, ascribed to occupational bases of identity formation. The shift did not occur to the extent it was expected. Instead, technological requirements and job demands at many places were unduly compromised with the socio-cultural factors leading to soft management style which proved to be dysfunctional. At other places, the same socio-cultural factors helped develop a synergetic work culture where workers and managers worked together for higher productivity and greater viability. The critical factor which made the difference was the establishment of work as the master value. The other social values played a facilitating role in establishing and realizing the work values. |
