Influence of Organisational Culture on Decision Making in Select Public Sector Enterprises

  • Madhumita Chatterji
  • M H Sharieff


Public sector Enterprises in India, particularly the Central Government owned were designated as “Temples of Modern India” by Pandit Jawaharlal Nehru, the first prime Minister of India. They were started with clear aim of providing employment, and supplying goods at affordable prices besides the larger goal of industrialization and balanced growth. It did serve the purpose till liberalization was initiated in 1990. The globalization and liberalization brought about extreme pressure on hitherto protected industries to take on competition. The culture developed over five decades was precipitously called upon to take on the changes that were taking place in the environment forcing many PSEsto turn red unable to deal with competition. This study attempts to understand the organisational culture that was developed over a period of 50 years and its ability to cope with changes through effective and efficient decision making by executives and by their leadership or management style and to a certain extent the presence of unique PSE ecosystem. It is being explored that notwithstanding the individual differences in decision making, organisational culture forces all executives to