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nce was wanted transversely functions, people often declare 'it is not my job.' Functional units in the majority organizations cover crooked to impermeable compartment neglecting their role and the inter dependency that are probable for the attention of the whole association.

Across all organization there was extreme dependence on authority and manage for corporate governance. In fairly a few organizations a common umbrage was perceived for the non-participative character of organization. The superior management warranted the use of their dependence on control values to handle employee's indiscipline, and to uphold satisfactory performance levels. Hitherto, management faces significantly complexity in exercise effectual control as they lack of sufficient performance management system.

Middle and lower rank managers were fairly spoken concerning deliberation of power at the top management level. A lot of managers nitpick that they were not even well-versed of several very imperative decisions and with the purpose when they come to know of these only from side to side the gossip. Present was not to a great extent information sharing among the senior and lower levels of organization. This had clearly shaped a reaction of being left out'. This emotion had led to unenthusiastic motivational blow that had straight deportment on the routine of the employees.

A order of structural dualism has become aware of in nearly all organizations. This pertained to the coexistence of completely contrasting systems inside many companies. Whereas at the top management level the structural outline was preeminent characterized as relaxed, and inductive, at the lower management levels the arrangement was formal, authority based, and hierarchical. On the affirmative side, the over structural system had turned the higher management team much more organized group when compared to the other levels. On the other hand, these have moreover shaped long authority aloofness among the various levels of management. The force of this authority detachment was mainly noticeable in the lower level employee's sensitivity of hostility from the organizational choice making and information sharing. In cases anywhere devolution of authority had been put into practice at first, it was later on inhibited due to synchronization tribulations across different functions.

Surprisingly, in large number of organizations, management relied a lot on their supervisors. and yet they were given very little importance in the hierarchy. No systematic and need-based efforts were made to train them for improving their supervisory effectiveness. Most of the supervisors lacked interpersonal skills and were unable to develop cordial working relationships with their workers. Overall, the analyses of the organizational structures in South Asia suggests that the prevalence of bureaucratic and mechanistic structure makes the local organizations slow to respond to environmental demands. In additional, reliance on standard operating procedures, formal authority, and vertical chain of command for control of employee performance provide a relatively low degree of autonomy and freedom to employees in their jobs. In addition, team spirit, the hallmark of South Asian culture, was rather low within the corporate culture.

新兴的环境——The emerging circumstances

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