ABSTRACT
Conduct must be consistent with limited positional authority, accord with the techno-administrative requirements of its formal function and fit with the human dynamics of workers, clients and the operative world of an enterprise. Managerialism is a profit-maximizing perspective that focuses on enterprise unit outcomes rather than individual behavior, emphasizing control and accountability. This chapter uses a neo-institutional model for our analysis of the power and limitations of managerialism in action. It seeks to the dynamics beyond the formal boundaries of an enterprise that influence its internal dynamics, both structurally and interpersonally. The chapter argues that quality management is intended to contribute to the sustainability of the organization in which managers work. The lack of fit of western managerialism with the Indian Way is due to cultural differences that frame enterprise action and are taken in without question by the majority of Indian citizens.
