Compare CAMS’ organisational culture vs. India’s traditional management style. Choose at least 3 aspects and use examples to illustrate differences or similarities.
In this blog e
ntry we are going to see the case of CAMS (Computer Age Management Services) Ltd. This is a company operating in the highly competed market of outsourcing in India. Now we are going to compare CAMS’ organizational culture with the traditional Indian management style. Looking at both we can identify some similarities (as it is logical because of being an Indian company); nevertheless I consider that it is more interesting to focus in the differences that allow CAMS to be a differentiated leader.The first of them is that CAMS don’t do any kind of discrimination in their recruitment process based on casts or status. They focus on the candidate’s skills and qualifications. We can find the perfect example of this when we see that CAMS make its recruitment by using “all available channels of recruitment, including advertisements, employment agencies, employee referrals, walk-ins, job sites and write-ins.” We saw in the previous study that a common problem in the Indian management style is precisely its discrimination (mainly due to castes systems) which normally has consequences such as mediocrity in the work.
The second and third main differences are tightly related with each other. In the Business Process Outsourcing industry there are normally few possibilities of growing professionally and grow in a career. Nevertheless CAMS break this rule by believing that their employees can do so in their company. They have “The CAMS Functional Certification Program (CFC).” Through this program, employees have an option to graduate as specialists or experts in more than one functional area. This way they can succeed as professionals and a career in the company.
It is precisely this last part the other difference. In the outsourcing industry it is common to see that handlabor is commonly easy to replace and that there are no big ties between the company and the worker. CAMS is very concerned about this point and is interested in building long term relations with the employees of the company and to become permanent members of it. As I said before, this issue is linked with the past one. We can see this for example in the high level of exigency and selective basis by which they re-accept a former worker who had left the company and want to come back in order to “teaching them a lesson”.
References:
- Vijaya, T.G., D`Netto, Brian and España, Juan. 2007. “HR Challenges at Computer Age Management Services (P) Ltd.” The Management Case Study Journal 7 (2): 41-51.
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