PREPARED BY

PANKAJ DOBARIYA
Introduction of Top 10 Companies India

India, being a huge market as well as the hub of cheap and

skilled labors in abundance, has become the home to a
number of business houses that have successfully spread
their operations beyond the territorial boundary of the
country to become global entities. And with the global
success of Indian companies, the brand - 'India Inc.' has
become quite prominent these days. The success also gets
reflected in the statistics as well. In spite of the great global
recession, 47 Indian companies have found places in the
Forbes Global 2000 list - 2009, which charts world's top 2000
public companies.

List of top 10 companies in INDIA

• Reliance Industries Limited (RIL)

• State Bank of India (SBI)
• Oil and Natural Gas Corporation
• Steel Authority of India (SAIL)
• Reliance Communications
• Larsen & Turbo Limited (L&T)
• Bharat Petroleum Corporation Limited (BPCL)
• Bharat Heavy Electrical Limited
• Housing Development Finance Corporation Ltd. (HDFC)
• Tata Consultancy Services (TCS)

List of top 10 companies in JAPAN

• Toyota
• NTT
• Honda
• Nissan
• Tokyo denky
• Sony
• Canon
• JR East
• Mistubishi
• Kansai denki
COMPARISION OF MANAGEMENT PRACTICE BETWEEN
TOP 10 INDIAN COMPANIES
AND
TOYOTA (JAPANESE) COMPANY

Features of Indian companies and Toyota Japan

 Features of Indian companies

Caste System : Rigid social stratification system

Karma : Predestination related to past life
Dharma : Social duty
⇒ Fatalism at work (nothing can be improved)
⇒ Lower persistence and ambition
⇒ Skepticism towards innovation, the future
⇒ Lack of sense of urgency and planning time
⇒ Ambivalent attitude towards material success
⇒ Conformity, dependence, seeking approval
over initiative, creativity, independence

 Features Toyota’s Management

⇒ Company-wide union or house union

⇒ General preference for inexperienced
fresh graduates from schools or colleges
⇒ Preference for promotions from within
⇒ Life-time employment
⇒ Quality Control Circles (QCCs) Pertinent
Training practice in Indian companies and
Toyota

1) Indian companies has adopted ongoing training

programs.
In Toyota, they provide on-the-job training to their
employee
2) Top Indian companies have in-house centers.
In Toyota they have in-house as well as outside training
centers also.
3) There is deductive learning style in training, where as in
Toyota job rotation is popular.

Diversity Management In Toyota And Indian

Manufacturing Companies.

Diversity dimensions in India

India is normally described as a collectivist society;
however, some research findings indicate that, ‘this
typically Indian collectivism is directed overwhelmingly
towards the family and to a very little degree toward other
groups’. Hofstede’s (1993) earlier assessment depicted
India as high on power distance; low on uncertainty
avoidance; more masculine with strong affiliation to
collectivism (Hofstede 1991). Companies in India have
established personal and hierarchical corporate cultures,
 incorporating the values and traits of their workforce
(Trompenaars & Hampden-Turner 1993).

Diversity dimensions in the TOYOTA context

Diversity issues in Toyota and India are dissimilar as even
after 40 years of separation and reunification, JAPANESE
society is still homogeneous. Trompenars and Hampden
Turner (1993) classify Japanese industrial culture as
hierarchical and highly task oriented. Hofstadter’s study of
national culture indicates Japanese as low on power
distance which contrasts with a high score for India on this
dimension. In terms of uncertainty avoidance, Japanese
organizations operate in relatively stable and low risk
conditions and Japanese society is classified as more
collectivistic than Indian culture.
 Management of Indian companies with Toyota
(Japan)

Management
Toyota Indian companies
practice
Objective slection Nepotism and caste
Human resource
criteria downsizing, consideration affect
management
performance pay selection and compensation
Training More emphasized Less concentration
Work is viewed as a means
Motivation Work an end itself to an end, only
compensation is rewarded.
Participative
management style, Leader display a high level
leadership
relationship remain of personal involvement
impersonal
Family relation and caste
Employee Abilities are main
membership of employee
requirement aspect
have to be considered.