Indian Culture And Infosys Ltd Commerce Essay

Throughout management history, culture has played a far more important role in organisation for both employers and employees, as it provides a record to understanding an organisation's personal information rules and quest. This essay evaluates the result of organisational culture based on the theoretical research, Cultural Dynamic Model of Mary Jo Hatch (1993), as well as observations of the business's local climate and interview with one of the employees of the business. It will contain the general information about culture, top features of Indian national id, basic culture theories and information of the Cultural Active Model and its main processes. Limits of this examination will also be mentioned at the end of the record. Moreover, every part of the report includes an application of the processes of the model to the Indian IT company Infosys Ltd, which specialises in offshoring technology services and has more than 100, 000 employees worldwide.

Considering the culture within organisations, it is essential to emphasise that culture can be an extremely difficult theme, and it could be defined in many ways. Regarding to Lundberg (1990) culture as a day-to-day sense may be known intuitionally, and carries a variety of aspects, such as being a broad and distributed by group users psychological phenomenon within any steady organisation with a brief history. It has invisible symbolic and deeply buried principles and assumptions in its core, which may be gained and modified in some rare cases.

Indian Culture and Infosys Ltd.

Infosys' culture is a reflection of its co-founder, Narayan Murthy, who imposed a southern Indian culture, and consequently recruited people from that region. As the business grew, it made a decision to recruit from different parts to take good thing about the country's cultural variety. Kanungo, Sadavarti and Srinivas (2001) suggest that organisational culture in India has been associated with "organisational success or less successful performance" (p. 30). This talks about Infosys' strong culture and drives to boost employees' well-being. To be able to manage diversity, corporate and business plans became more adaptable and employee focused by giving benefits such as accommodations, models of recreational facilities and other advantages of their welfare. Hence, Infosys recognise the value of cultural variations due to its potential to raise the company's efficiency. Furthermore, Indian judgment leaders and insurance plan makers encourage worker participation, as organisations can't afford to neglect their "cultural dimensions" (Kanungo, Sadavarti and Srinivas, p. 51). On top of that, organisations that can nurture "the progressive dimensions with their culture in a person-centered manner will treat culture as a important organizational process" (Ibid. , p. 52) that motivates development of IT in India.

Cultural Theories

Allaire and Firsirotu (1984) see organisations as sociocultural systems and organisations as systems of ideas. Within the former, interpersonal and social components are built-in and synchronized in the organisation, where the concentrate lies with principles, norms, and beliefs and with the relationship of individuals who "constitute concrete collectivities" (Ibid. , p. 195). In system of ideas, culture is positioned in the imagination of culture-bearers or viewed as systems of knowledge "of discovered expectations for perceiving, believing, evaluating and behaving" (Ibid. , p. 148).

Furthermore, Schein (1990) comes with an alternative method of organisational culture. In his research he identifies it on three levels: observable artifacts, prices and basic assumptions. The observable artifacts are the visible manifestations associated with an organisation's culture such as the physical and material objects and the level of technology. He shows that it "includes everything from the physical design, the gown code, the way in which where people address one another, the smell and feel of the area, its emotional intensity" (Ibid. , p. 111). The prices, which can be found between your artifacts and the essential assumptions, determine the behavioral norms. At this level the concentrate is on "how people feel and think" (Ibid. , p. 112). The Basic assumptions are difficult to discover and change. They determine the unconscious "perceptions, thought functions, feelings, and patterns" of individuals (Ibid. , p. 112). The model below exhibits Schein's style of organisational culture.

Source: Schein 2004, p. 26

The chosen model

The model we will connect with Infosys is Mary Jo Hatch's (1993) The Active Model. It is an increased model predicated on Schein's (1985), which emphasises on symbolic and process factors. The "Symbols" aspect was presented to the components of Schein's model, making this model more complex. Attaching these elements together made a content spinning wheel structure, that was interpreted as being able to operate both onward (proactive/potential) and backward (retrospective/retroactive). Therefore has created a more dynamic relationship between your elements instead of a static romantic relationship between them. The Mary Jo Hatch model we will use is exhibited below.

C:\Users\Frank\Desktop\dynamic model. jpg

Source: Hatch 1993, p. 660


The point of accessibility to using the model is variable, as this will be affected by the research topic. Because of this particular review, we use "assumptions" as the starting place for our analysis (Hatch, 1993). The process between assumptions and prices is manifestation, which is often further sub-categorised into proactive (assumptions to values) and retroactive (values to assumptions). Infosys's eye-sight is usually to be a globally respectable corporation. The actual assumptions contain having high specifications and having an enthusiastic approach to learn, as well as being hard working, competitive and genuine. The operations of proactive manifestation designs these intangible assumptions into specific values of the business, such as impressing the client, being the market leader, being fair and honest as well as constantly striving for excellence (Infosys Ltd, 2012).

Retrospective manifestation occurs when there's a change in beliefs, which can lead to possibly preserving or transforming existing assumptions. The CEO of Infosys and handling director included employees as intangible assets in their 2011 balance sheet and stated that their workers were their value. Numerous employees presume that their workplace, disregards their hardworking initiatives, which contradicts existing assumptions. Inevitably, it could possibly have enough impact to change the current assumptions and create a fresh set of assumptions.


According to Hatch's dynamics model (1993), an organisation's artifacts will be the most realisable aspects of its culture. Realisation transforms values into artifacts (proactive realisation) and accordingly, helps to keep or changes the prevailing beliefs through the creation of new artifacts (retroactive realisation).

As emphasized by one of the ex-employees of Infosys, the company has generated an environmentally friendly strategy. This can be clarified from Infosys operating by using a clean power source of windmills that are attached to each building and the use solar powered mini-vans for handicapped and women that are pregnant for travel within the company. Furthermore, they provide large amounts of money to charities, concentrating on the indegent and children education. Furthermore, carrying out a natural disaster in any part of the world, an online portal is opened for donation deals. If an employee wishes to donate money it will be debited using their company salary.

Infosys is convinced that everything should be provided for the individuals it employs. Most of the buildings are like smartly designed you need to include food courts, sport facilities and employee care centers. In some cases a 4-legend hotel is roofed, as well as gardens and other leisure facilities.

Infosys needs to encourage communication between job people and employees to make a good work ethic, for example various activities are organised after each project completion to help employees get a better understanding of one another, to ultimately promote effective work procedures and good outputs/performance. Honors for the very best people are shown each year. In addition, employees have the chance to meet and talk to the top management team. Furthermore, there are daily quiz contests and music conferences organised for the employees. Mondays and Tuesdays many people are required to be in formal dressing. There is a flexible approach to communication, employees should talk informally to the other person and fun and jokes are allowed. The techniques above increase employees' performance and ingenuity.

People are generally self-motivated inside the business as they are continuously checked by their supervisors and managers who use the list of attributes. The monitored period is discussed on a 6 month basis as part of the appraisal pattern. Regular efficiency records are also sent out to declare the office with the best performance. Additionally, there are regular inside newsletters informing the employees of the company's news and other relevant content.

These ethnical artifacts have been included in the organisation's culture through an extended procedure for experimenting and evaluation to be able to reflect the business's values. Since they are ingested in the culture, they "work retroactively to realign values as culture adjusts to their occurrence" (Hatch 1993, p. 667), meaning artifacts through retroactive realisation be capable of adjust the organisational beliefs throughout time, although it is an extended process.


Symbols are described the apparent, the physical manifestations and to the indicators of organisational life. Icons are experienced as tangible and can be seen through sound, touch, look and smell (Rafaeli and Worline, 1999).

"Icons and artefacts are indistinguishable and a set of organisational symbols consists of the organization logos, slogans, reviews, aesthetic images and metaphors" (Gioia, 1986 cited in Hatch, 1993, p. 669) while corporate behaviour contains worth and norms and corporate and business communication involves pr and advertising. In Infosys a specific dress code is used which is considered as an integral part of company's corporate and business design where men must wear full sleeve shirt and tie up and women are meant to wear full formal wear like salwar kamij.

Prospective symbolisation suggests that an artefact can be an objective form in a literal so this means. Firstly they happen as just artefacts and "by adding cultural control they get accepted as symbolic forms by the organisation" (Brown, 1993 and Tompkin, 1987 cited in Hatch, 1993, p. 670). Retrospective symbolisation enhances prospective symbolisation which furthers this is of the aspect. Furthermore, Infosys' brand remains one until retrospective symbolisation takes place which results in the emblem so this means much more such as a graphic for goal and eyesight corresponding to its slogan "Powered by Intellect, powered by ideals" (Infosys Small, 2004).

Corporate behaviour is the frame of mind of an organisation when it's considered as a single body. Worth define client satisfaction and control. Norms are for the long-term development of Infosys and the best specifications of commercial governance should be applied for greater prosperity such as an increased customer foundation and profits. The company applied a good degree of exterior communication and it never jeopardized on its profit percentage. External clients know about the Infosys' service quality, are never worried about bargaining the conditions and conditions and always needs to give their business to the company. Also, the company keeps its client well informed related to progress of the project, through every week meetings.

Infosys is a knowledge intense company which recognises the worthiness of its human being assets in preserving an enhanced culture. The business enterprise activities of the business are anchored in to the pillars of commercial behaviour which can be business ethics and corporate and business social responsibility. According to the interviewee Infosys' main ethic is based around the idea that "Client is the Employer" and that it tends to prioritise customer requirements over its as long as their margin requirements are fulfilled. Also, Infosys used institutions in villages and needed full responsibility of education of children; ex girlfriend or boyfriend CEO runs his own non-governmental organisation in which they use to improve funds for the poor.


In terms of ethnic assumptions, it can be useful to refer to not only the Dynamic Model, but also the initial model of Schein, where in fact the assumptions are viewed as the key content of the organisational culture. As basic assumptions involves unconscious and strong granted values within an organisation (Schein, 2004), in Infosys it can be regarded as a less hierarchical and friendly atmosphere between employees as a part of the culture of the organisation.

However, from a cultural dynamic perspective, interpretation is considered as a bidirectional process which has an conversation between current symbols and basic assumptions. Schutz (1970, cited by Hatch, 1993) said that interpretation was a significant medium for creating the meaning of an event and engaged the retrospective and prospective interpretations all together. The former is a move from basic assumptions to current symbols, which is often seen in regards to Infosys as the actions for a successful completion of the work. Emotional satisfacion from the rewards can be related to the tournaments and video games organised by the business. The Prospective journey introduces an affect on basic assumptions from icons, such as recently created activities and rewards systems, which might influence the creation of new assumptions and view within the company.

According to Ricoeur (1976 cited in Hatch, 1993: 674) interpretation should be viewed as "a second-order connection with symbolisation" which may be recognized with the direct experience. Hatch (1993) summarised interpretation in two items: Firstly, current symbolisation experience was interpreted within an existing cultural shape and modified assumptions by making some new so this means. The possible interpretation focuses more on the move from external symbols to company assumptions and also requires a reciprocal effect. Infosys describes itself as multi-cultural due to its global and diverse recruitment bottom part. It might be a substantial reason and stimulus for the free, energetic, inclusive and impressive work atmosphere inside the business. Employees from different countries and areas bring various and contrasting viewpoints and work styles to the work environment, which promote the development of progressive and specific ideas, methods and perspectives. Multi-cultural employees give you a special social content for Infosys, who provides symbolic significance to it. Subsequently, cultural assumptions possessed effects on symbols and supplied opportunities for culture to re-establish existing symbolised content and participate new icons. Infosys emphasises on its invention and freedom, for example it organises incidents at least twice per annum where lower level employees get to meet top management. Activities, culture and artwork are supported and many fun golf clubs and activities are given. In addition, it has a rich internal communications to supply opportunities for employees to know how their organisation works, how decisions are made, and what drives the company to develop.

Limitations of statement - interview

Although the chosen model for this analysis is very complex, there are still limits to the record. Firstly, the actual fact that only one person was interviewed boundaries the report because the belief of a person does not necessarily represent all of those other employees. Moreover, our main way to obtain information is the Infosys' official site. However, it is understandable that there is a strict insurance plan about the information on their website.

Secondly, the Cultural Dynamic Model has a few fundamental limitations. Hatch attempted to fill up the gaps in Schein's model with the addition of 'icons' as a new category and used the interpretation process to clarify the relationship between icons and assumptions. However, the reason for this technique was relatively brief compared to other techniques within the model. Furthermore, the procedures of the model focus on cognitive and sociable behaviours, however, not on the relationship between the participants of the organization (Hatch 1993). Future research should focus on extending the interpretation operations of the model to make it clearer, as well as including interrelationship factors into the model.


Infosys emphasises on the importance of culture. It runs on the hierarchical framework, however this does not imply it runs on the rigid string of command word, and a strict set of guidelines. The Company values its employees, it's diversity and the several skills and working procedures employees bring to it. Furthermore, it can be involved with their well-being and this can be shown by employees being classed as belongings on their balance sheet. It provides a relaxing environment for employees to work in and offer them numerous benefits to increase productivity, efficiency and development. In addition, it permits low level employees to meet and interact with top management by organising at least two incidents each year.

Additionally, certain rules and regulations still exist to ensure reliable working methods. Infosys has found the right proportion of rules and regulations with independence and relaxation, which is what gives it strong organisational culture.

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