The Vulgar VIP Culture - 2735 Words

The vulgar V.I.P culture that has come to entrench itself firmly in the psyche of the citizens of the country is something that has come to be condemned by all and sundry . The practice whereby politicians and certain other ‘privileged’ members of the country arrogate themselves certain benefits in a system bereft of checks and balances has outraged many of the citizens of the country as being something contrary to the spirit of equality and as symptomatic of a corrupt and malaise ridden system. The genesis of this system is in the British era from the system of preferential treatment of the English rulers over the ruled Indians . What is amazing is that such a system wherein the rulers are given certain preferential treatment over and above their regular perks no longer continues in Britain ; but they still prevail in India more than 60 years after Independence. The V.I.P culture is prevalent and visible in various forms – including and not limited to red-beacons on vehicles , siren alarms for clear passage on roads , stoppage of traffic etc. This sort of culture is often contemptuously and disdainfully referred to as the ‘lal batti’ culture . The researcher acknowledges the need for existence of certain perks of the ‘office’ that would attract the youth to such professions, but there is a need to draw the line between a perk (which is usually to ensure that the public office can be carried out in a more efficient manner) and an unwarranted privilege. The number ofShow MoreRelatedManagement Course: Mba−10 General Management215330 Words   |  862 Pages121 147 147 Text 3. Why Organizations Change Text Cohen †¢ Effective Behavior in Organizations, Seventh Edition 14. Initiating Change 174 174 Text iii Cases 221 221 225 The Consolidated Life Case: Caught Between Corporate Cultures Who’s in Charge? (The)(Jim)(Davis)(Case) Morin−Jarrell †¢ Driving Shareholder Value I. Valuation 229 229 253 279 1. The Value−Based Management Framework: An Overview 2. Why Value Value? 4. The Value Manager Harvard Business Review Finance