The Challenges of Working with Indian Management: A Personal Perspective

The article raises some interesting points about the experiences and perspectives regarding Indian management within the IT industry. While opinions are subjective, it is important to highlight that there is a wide range of experiences and personalities within any large organization. This article aims to explore and categorize some of these experiences, while providing a balanced view based on personal encounters and anecdotes.

Introduction to Indian Management in the IT Industry

Indian management in the IT sector has garnered attention for its unique traits and challenges. Many individuals, like the author, have shared their experiences with varying levels of satisfaction and professionalism. The overarching sentiment often revolves around issues of transparency, motivation, and overall professionalism, which can significantly impact an individual's experience in the workplace.

Positive Aspects of Indian Management

Despite the negative anecdotes, there are certainly positive aspects to report about Indian management. The author mentions that the management at the Indian company he worked for in Dubai was very kind, even helping workers with long-term loans for family needs such as weddings or sickness. This demonstrates a level of support and care within the organization, which is often appreciated by employees.

Challenges Faced in the Indian IT Industry

However, the article also highlights several challenges faced, especially within the IT industry in India. Some of these challenges include:

Lack of Professionalism

The author highlights instances of lack of professionalism, such as an Arab administrative officer forgetting to inform anyone about an Indian employee’s death and a Contracts Manager engaging in inappropriate behavior in a remote office. These incidents reflect deeper issues of disrespect and a lack of clear ethical guidelines.

Professional Development and Promotion

The author expresses frustration with the lack of promotions and development opportunities, specifically mentioning that many good Indian managers were not held in high regard. Instead, biased criteria were used to promote individuals, often creating an environment of jealousy and resentment.

Cultural and Social Expectations

The author also touches upon the cultural and social dynamics within the IT industry in India, suggesting that there might be a perception that only certain types of personnel are promoted to avoid sexual harassment. Yet, this strategy is not always effective, as promotions can lead to arrogance and further harassment.

Personal Experiences

The author shares personal experiences and observations, which paint a picture of a workplace where certain physical attributes and accomplishments can affect career progression. There were instances where even well-groomed and accomplished individuals faced challenges in their professional journeys, while less desirable traits or appearances could lead to preferential treatment.

Cultural and Genetic Assumptions

Apart from professional and personal experiences, the article includes some scientifically unverified statements regarding cultural and genetic aspects, such as promoting "ugly men" or "daddies" and the association with specific genetic disorders. These claims are not supported by reputable scientific sources and should be treated with caution.

Conclusion and Advice

Given the subjective and personal nature of these experiences, it is crucial for individuals to approach any such claims with a critical and balanced mindset. The article suggests that the IT industry may not be suitable for everyone and advises individuals to consider other career options if they do not fit into certain groups. However, it is essential to recognize that success and satisfaction in any career can be achieved through a combination of personal attributes, professional skills, and supportive management practices.

In conclusion, while the experiences shared in the article can be insightful, it is important to seek out a wider range of perspectives and to consider factors such as company culture, management policies, and individual performance when making career decisions.