- In India , the relationship between the boss and subordinates was very formal and hierarchical , and it is not so in the West .
- In India , the hierarchical structure did not always focus on the individual employee but consistently placed management welfare on the top of the pyramid . In the West , the less formal practice of addressing people on a first-name basis , speaking only of work-connected issues and exhibiting less interpersonal skills is more common .
- Accomplishing a project by a set deadline was sometimes an issue for Indian companies . In the West , it is mandatory to honour commitments and complete tasks on time . Punctuality is not a choice ; it is a necessity in the Western work culture .
- In India , being direct could easily be misunderstood to be rude or disrespectful . Direct communication is appreciated in Western countries .
- Indians strove to maintain flexibility and practiced it easily . They tried to adjust wherever possible and whenever required . In the West , this is not so . Professionals function according to a set process and frown on frequent changes . In particular last-minute changes are unacceptable .
- In Indian companies , the prime focus remained on productivity , with the exclusion of almost everything else . Western nations see the work place as a place of recreation , enjoyment , innovation and creativity , with facilities such as gyms , clubs , lounges , etc .
With the progressive march of globalisation , the architectural drafting industry in India quickly adapted to global requirements and certain definitive characteristics of Indian culture helped it along .
Strengths of Indian Culture
- Communication – Indians have a fairly good grasp of the English language compared to Asian competitors . Being able to understand building and design elements and recognising problem areas is great , but getting that message across to a customer in the clearest and most concise manner improves productivity and creates a lasting impression that breeds confidence .
- A skilled workforce , especially in the IT-enabled industry means that the Indian firms have access to a large amount of number of skilled architectural technicians and architectural 3D modelling resources . Indian firms focus heavily on the latest technology and infrastructure , training the workforce to use the latest technologies , with training programmes conducted on a regular basis to ensure employees are up to date with new software releases that are acquired using the latest releases of Autodesk and ArchiCAD software .
- Indian culture tends to be biased towards politeness and keeping people happy . This trend is also seen at work – leading to greater customer satisfaction and higher levels of retention . This is really important in an industry such as architecture , where it is important to ‘ learn once and apply forever ’ to ensure ongoing quality , accuracy and productivity .
- The employee-employee relationship in India is much more social . Employees are friendly , and being on good terms within an organisation generally helps processes move faster and more efficiently . In architecture support firms , this can aid retention , which is vital to build long-term relationships with client teams from homebuilding , retail and architectural practices .
- Working hours can easily be 9-10 hours a day , increasing productivity and allowing customers to meet time scales and deadlines in an industry that is constantly seeking to deliver new construction projects on time .
The strengths of Indian culture would best be served by adopting some of the better practices of Western culture . These include :
- Focus on delivering tasks and following set processes – A professional approach to the completion of various deadlines with quality output and adhering to set processes .