Abstract
Singh argues that top management should examine the managerial culture of the group and the organization before introducing change through human resources development (HRD) interventions.
Based on an analysis of 176 seniorlevel Indian managers, Singh identifies significant differences in the dimensions of culture among managerial groups categorized by sector (international, public, and private), education, and age. Based on their value orientation, Singh classifies HRD interventions into three families and recommends the family of HRD interventions most suited to different cultural groups.
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