...I. Nayar of India, from South Indian state of Kerala and Punjab, has a different cultural back ground and way of life than Northern Americans. I will discuss how they interact within their kinship. I will also reflect on their beliefs and values and their gender relations. Could the Nayar of India culture and way of life be a way of life for the whole world? II. Kinship of Nayar India A. Family Ideals 1. Matrilineal family unit, wider kinship grouping 2. Concisting of three or four matrilineal related generations B. Matrilineal joint families 1. Include men related through the male line 2. Including wives, children C. Changes in the twentieth century 1. Living arrangements vary 2. Joint families’ couple with unmarried children III. Beliefs and values of Nayar of India A. Religious Beliefs 1. Christians, Muslims B. Ceremonies 1. Vishu, Onam, Thriuvthira C. Arts 1. Kathakali Dance IIII. Gender relations of Nayar of India A. Marriage 1. Talikettu Kalyanam ceremony 2. Sambandham ceremony B. Domestic Units 1. Fifty to one hundred people 2. One or more married women and children 3. Husband visited the home C. Inheritance 1. Property of man possessions whet to his sister and their children D. Socialization 1. Shaming (technique of control) 2. Children...
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...Nayar: The Misunderstood Society The Nayar of India is made up of numerous castes of a society still based off of many old traditions. This specific society has drawn much attention and controversy over issues of marriage and kinship. However there are other intriguing aspects of their culture such as descendant lineage, religious beliefs, and methods of healing. Most recently studied aspects of social and economic organization further fascinates anthropologists to attempt to answer “who are the Nayar?” There are many different ways in which a society can structure itself in order to ensure its’ survival. In past times, the Nayar would be described as being foragers, that is, people who hunt animals and gather plant life for subsidence. As time went on, populations grew which resulted in a change in social structure. With a need for increased food and resources, many foragers turned into horticulturists. Permanent settlements were established and plants were intentionally grown through the use of agricultural activities. Like many other societies, the Nayar followed a path similar to this which led to the formation of a state. As defined, “a state is a polity with a centralized government and the power to collect taxes, draft men for labor and work, and make and enforce laws for communities within its territorial borders” (Carneiro, 1970). But that doesn’t completely explain why the Nayar are considered a state. To do this, we can look at specific traits that can be...
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...THE NAYARS OF INDIA Name ANT 101 Instructor: Date THE NAYARS OF INDIA The Nayar are a group of castes in the South Indian State of Kerala. Historically, the Nayars were a warrior clan and served as militia to the small feudal kingdoms in the region. Apart from most men being away for the wars for a large part of the year, the primary activity of those left behind was farming and the caste is classified as being emerging agriculturalist. The staple diet of the Nayars is rice, and was supplemented by vegetables, fish, chicken and buffalo meat. The Nayars are a complex clan with remarkably social structure, matrilineal and a polyandrous society. The research will show the cultural setting of the Nayars and the relationship between the subsistence and the cultural aspects like beliefs and values, economic setting and kinship. Until the 13th century, Nayars were a warrior clan and sustained themselves through militaristic activities and conquest. It was through such activities that Nayar land lords became owners of large pieces of land. The subsistence of Nayars from 14th century onwards was chiefly through rice cultivation. The Nayars Tharavads owned large pieces of land that were given away to tenants of lower castes for cultivation. A large number of males were usually away for wars for extended periods of the year. The subsistence food of rice was supplemented by vegetables, eggs, fish, poultry, beef and goat meat. However the higher ranked...
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...Kinship, Beliefs and Values within the Nayar of India ANT101 August 6, 2012 Kinship Organizations of Nayar of India The Nayar, are a group of Indian castes, described as not a unitary group but a named category of castes. The Nayar caste of Kerala in southwestern India has for over 100 years served as a source of paradigm and paradox (Moore, 1985). They are a power caste society that lives in extended matrilineal family groups. Hinduism is the main religion of these people and that combined with their social and economic structure make for an interesting combination of kinship, gender relations, beliefs, and values. The Nayar of India is an ethnographic and folk-culture society. The people are a complex, interesting, large and power cast society that live in extended matrilineal family groups. Hinduism is the main religion of these people and that combined with their social and economic structure make for an interesting combination of kinship, gender relations, beliefs, and values. This paper will discuss the fascinating aspects of this culture focusing on their kinship, gender relations, and their beliefs and values. The Nayars ought to be 'typical' of South Asia as any other group. As a populous caste of cultivators, warriors and sometimes rulers, they are far from being peripheral to the larger Hindu community of which they are a part, and can even be accorded the status of a dominant caste (Moore, 1985). History of Nayars Nayar also known as Nair is a name of one...
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...HCL employees than products or services. 2. To what extent did Vineet Nayar follow the change models proposed by Lewin and Kotter? Explain. Vineet Nayar ... The Case Of The Software Proposal Term Paper 741 - 760 www.termpaperwarehouse.com/subcategory/the-case...proposal/38 2. To what extent did Vineet Nayar follow the change models proposed by Lewin and Kotter? Explain. Vineet Nayar followed the change models... Save Paper ... Forces Of Change At Hcl Technologies Vineet Nayar Free Essays 1 ... www.studymode.com/.../forces-of-change-at-hcl-technologies-vineet... 20+ items – Free Essays on Forces Of Change At Hcl Technologies Vineet ... Vineet Nayar Vineet Nayar is the vice chairman and CEO of HCL ... Hcl Technologies pioneering efforts of its president, Vineet Nayar, HCL ... Vineet Nayar - Harvard Business Review blogs.hbr.org/hbr/nayar/ Feb 18, 2013 – Vineet Nayar is vice chairman HCL Technologies Ltd, an India-based ... Or are you asking only because you think that's the right thing to do? [PDF] kre29368_ch18_528-56.. auth.mhhe.com/qa/connect_docs/.../kre29368_ch18_528-564.pdf File Format: PDF/Adobe Acrobat - View as HTML Dec 7, 2011 – Describe Lewin's change model and the systems model of change. LO.3. Discuss ...... Kotter proposed an eight-step process for leading change (see. Table 18–1 ) ...... To what extent did Vineet Nayar follow the change models ... Results for similar searches...
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...Analysis of Leaders in Innovation Introduction Innovation, is a term used to describe new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. In the beginning of Nayar's 2010 article "A Maverick CEO Explains How He Persuaded His Team to leap into the Future”, he describes his appointment as President of HLC technologies as a “leap to safety.” (Nayar, 2010) It became apparent that there was something he needed to do to change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. Vineet formulated the” employee first, customer second approach” and took HCL to be one of the most successful IT outsourcing businesses in the world. It worked magic at HCL and the company created 34% percent revenues even at the time of turbulence (sparks.wisdomjobs...
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...Building an Innovative Organization The president of HCL Technologies, Vineet Nayar started with the company in 1985 as a management trainee, working his way up through the company as president. Through Nayar’s pioneering efforts, he is putting into place a series of small changes that will have a potentially dramatic effect on how employees in the company work. In order for Nayar to deliver on that promise, he realized he needed to make changes inside the company. Nayar’s focus was to create an innovative company. Nevertheless, he was unable to do that without making sure that the internal organizational structure was innovative. Nayar’s objectives were to, reverse the pyramid and place the power in the hands of his employees, making managers accountable to their employees, instead of the employees accountable to their managers. Although his methods may be considered unique, drastic, and definitely risky, he had a few principles that would shape the changes, he was putting in place (Employees First, 2007): • Employees first and the customer second, was that of Nayar’s thoughts and that of spoiling the employees would make them believe that HCL was a great company to work for, his return would be that the employees would then deliver value. (Employees First, n.d.) • He also believed that simplicity would reduce the gap between a manager and their employees. Nayar wanted to reduce the restriction of information flow by setting up artificial borders between...
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...Case Analysis: HCL transforming itself to compete with the Big IT Services Firms The underlying issue for HCL Technologies was how to achieve even better growth than it already was and to find a way to compete with the larger IT services firms. HCL’s CEO, Vineet Nayar believed if he could transform the way his company thought and behaved he could continually improve HCL. He wanted a company that continued to get better and evolve. He created this by changing the way people think and by leading by example, creating results through change in philosophy, change in transparency and change in what the companies actual product was. This organizational change was actually a change in behavior that was carefully crafted through a positive and reinforced change in culture and mindset. Vineet’s problem was how to accomplish this while he already had a successful company growing already. He was willing to take the chance to grow his company though change while most CEO’s would have sat back and enjoyed their thirty percent annual growth. Vineet understood that even though they had a good growth number that his company still lagged behind the larger IT companies and he wanted to make sure HCL reached that same level or better. Utilizing Lewin and Kotter’s models for change he was able to enable his employees the opportunity to become the focal point of his plan of change. He was successful because he championed the change, created plans and allowed his employees the opportunity...
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...Analysis of Leaders in Innovation Capella University Introduction Innovation is a term used to describe new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. In the beginning of Nayar's 2010 article "A Maverick CEO Explains How He Persuaded His Team to leap into the Future”, he describes his appointment as President of HLC technologies as a “leap to safety.” (Nayar, 2010) It became apparent that there was something he needed to do to change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. When one thinks of innovation, it is a term used to described new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. Vineet formulated the” employee first, customer second approach” and took HCL to be one of the most successful IT outsourcing businesses in the world. It worked magic at HCL and...
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...What is innovation? The basic definition is the act of introducing new methods, ideas or products. When thinking about innovation, we have to think about innovative leader Vineet Nayar and how he introduced this concept to HCL in 2007. His strategic vision and global point of view propelled the then gloomy firm into the leader of the industry in a short amount of time. Factors in the global environment that influenced Nayar’s need to create a more innovative organization. Vineet Nayar was appointed CEO of HCL Technologies, an IT services provider at a moment when the company, although it was presenting revenue growth, it was losing market share and mindshare. Nayar (2010) mentions how the competitors were growing at a rate of 40% to 50% a year, while HCL was growing at a rate of 30%. The IT services industry was changing rapidly. Customers wanted long term partners that would provide end to end services. These factors alongside the traditional pyramid organization that HCL had influenced Nayar to transform the company into what was known in 2009 as India’s best employer. The company was able to triple their annual revenue and double their market share. Nayar embrace the culture of Employees First Customers Second, this practice was about alignment towards a common goal and making sure everyone is involved. An engaged organization is one where people are aligned towards the organization’s goal, and where management is in the business of making sure they have the tools...
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...(everyone working towards the same goals) * What are the key external conditions impacting HCL Technologies? * Indian government began to deregulate, multinationals like IBM returned adding more competition. * Customer wanted competitive advantage such as global IT Leader transforming themselves into service delivery businesses. * Companies were increasingly offshoring recoding and application development work to India to take advantage of lower costs * Given these internal and external environments how did Vineet Nayer (the CEO) use people management to drive performance? * Making Employees “first, customer second” approach- Employee First’ is a management approach, proposed by HCL’s CEO, Vineet Nayar. It aims to turn the organisational pyramid upside down and make management accountable to the people who create the value – the employees. * Change Business model (structure and systems) to align to big deals strategy - Created 5 Line of Business LOB (Lines of Business) Vertical towers as opposed to geography * Commence conceptual thinking for business finance department - Started a second finance group that would directly participate with sales and...
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...Consultancy Services, when he said of his company’s success,“It’s all about human capital at the end of the day.”. The authors of the case also find that Indian business leaders emphasize upon the social mission of their work. According to them Indian business leaders regard Corporate Social Responsibility (CSR) as a key part of social mission and employee motivation. Achieving CSR targets is monitored regularly by 40% of Indian companies while only 17% of US companies report regularly paying attention to this goal. Most of the western CEOs single-mindedly pursue shareholder value while ignoring social concerns. CEOs like Vineet Nayar (CEO of HCL Technologies), Ratan Tata ( Chairman of TATA Group), Azim Premji (Chairman of Wipro Ltd.) are the shinning example of Indian CEOs who are Transformational Leaders and take a long-term, internally focused view. Mr Vineet Nayar, for instance, invited employees to evaluate their...
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...Kinship- Organization Identify and decribe the Kinship of culture in Chapter 3 and 4? I chooseto write about San culture in Chapter 3 of our text book their culture is similar to Foraging culture they hunt and gather food for an living .Thye lived in rainforest and not worrying about where their next meals comes from they even share food with others.One thing about about their culture durning spare times they get together an do activites with kin enjoying one another and the women goes out in their spare time laughing with one another just doing things togther. Briefly describe the culture identify their specific examples ofhow the kinship of the chosen culture impacts theyway the culture behave(think ,act , and lives)> San culture thinks different they don't react to quickly they have an mind of their own .They have own ways of how things are done in their villages not worrying how it's done its like just do whatever it takes.They act on what the women knows especially when it comes down to hunting for food the women get the small animals and the men killed the main meats they need to eat.And being in this culture they help one another it doesn't take them all day to do things because they help each others. They lived in shelters that they build in one day from materials and locally to finished their shelters and built in one day. Compare this to your society? In the U.S. We as people has transportation to get from point A to point B an...
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...COMPETITOR HCL CASE STUDY Submitted to Prof. Rahul K. Mishra Prof. Anomitro Bhattacharyya Mr. Dinesh Kumar INTRODUCTION HCL was founded by Shiv nadir in 1976. Through Nadar’s sophisticated R&D capabilities it took the lead in Hardware market. Nadir was receiving international recognition for his ability to spot technological trends early and capitalize them. Vineet Nayar, President of HCL joined the company in 1985 as a senior management trainee and later founded HCL Comnet, IT Infrastructure and Networking Business. HCL had golden years till 1980 after that the company’s growth started declining. The company ignored the changing trends of the industry. In 2005, Vineet took the lead of the company and invented the corporate strategy called “Employee First and Customer Second”. ISSUES OF HCL * Government of India deregulates the policy of MNC’s entering into the market. IBM returned to India * Changing Trend in customer demanding IT services * The nature of service industry was changing * Within the organization employees were working in Silos * Huge challenges in Sales and Delivery Groups * HCL was no longer the place where employees wanted them to get associated with. * Company was focusing on small time engagements PORTER’S FIVE FORCE MODEL OF HCL Threat of New Entrants There is a very high risk of threat of new entrant. Companies like Acer,...
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...991 - HCL Technologies Limited was originally incorporated on 12th November, as "HCL Overseas Limited". The certificate of commencement of business was received on 10th February, 1992. On July 14, 1994, the name of the Company was changed to "HCL Consulting Limited". The Company changed its name to "HCL Technologies Limited" on 6th October 1999 to better reflect the line of activities of the Company. - HCL provides new technology development services to its clients. 1996 - The 50:50 joint venture with Perot Systems Corporation in the year, provided access to high value client base of Perot Systems. - The Company has one of the largest software development infrastructures in India. This state-of-the-art infrastructure, which comprises seven software factories, is designed to take advantage of the high productivity and scalability as well as the relatively lower cost of software development in India. 1998 - The Company started addressing the markets in Europe and Asia Pacific. - The company has a rich heritage in technologies like the Internet and e-Commerce, networking and internetworking, Internet telephony, telecom, embedded software, ASIC/VLSI design and testing, satellite communication, wireless communication and component based object technologies like COM, DCOM and CORBA. - The Company has the capability to work with a wide variety of computing platforms ranging from Open Client Server systems comprising all flavors of UNIX, Microsoft platforms, AS/400...
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