INDIAN, JAPANESE AND U.S STYLE OF MANAGEMENT

Management Styles Managers have to perform many roles

in an organization and how they handle various situations will depend on their styles of management.

A management style is an overall method of leadership used by a manager.

Indian management style-Decision making

Team decision is followed.

Decisions are reached by the person with the most authority.

Delays are to be expected, especially when dealing with the government.

Indian Style of Management

India is an enormously hierarchical society and this, obviously, has an impact on management style. It is imperative that there is a boss and that the manager acts like a boss.

Managing people in India requires a level of micro-management which many western business people feel extremely uncomfortable with but, which is likely to bring the best results

Indian Style of Management

BUSINESS CULTURE The technology, research and development

professionals and business managers have more avenues to success . In India, "relations" are not the only reason for success.

MANAGEMENT MATURITY Strong project management skills and continues

to invest in initiatives to strengthen middle management capabilities.

Indian Management StyleStructural empowerment Cross functional team analyzed individual

performance employees for gain .Some Indian companies are providing it.

Long terminism The score rate was very high in India.

Indian Management StyleAccelerated resource development Identification of potential employees, training, and development thus strategy is very low to persuade

by Indian companies.

Employee welfare emphasis The time has been changed now. Money is not the

only motivator for performing aggressively, so India scored high rank to provide ample scope of enjoying leisure with family, health insurance etc.

American Management Style

American management style can be described as individualistic in approach.

Although important decisions might be discussed in open forum,

The ultimate responsibility for the consequences of the decision lies with the boss — support or seeming consensus will evaporate when things go wrong.

Therefore, American managers are more likely to disregard the opinions of subordinates than managers in other, more consensus or compromise- oriented cultures.

U.S Style-Planning

Primarily short-term orientation Individual decision making Involvement of a few people in making and

selling the decision to people with devergent values

Decisions are initiated at the top and flow down

Fast decision making; slow implementation requiring compromise;often resulting in suboptimal decisions

U.S Style-Organizing Individual responsibility and

accountability Clarity and specify of decision

responsibility Lack of common organization culture;

indentification with profession rather that with company

U.S.Style-Staffing People hired out of schools and from the

companies; frequent company change Rapid advancement highly desired and

demanded Loyalty to the profession Appraisal of short-term employees Training and development undertaken with

hesitation(employee man go to the another firm)

U.S.Style-Leading Leader acts as decision maker and

head of group Directive style(strong ,firm,determined) Often divergent values; individualism

sometimes hinders cooperation Face-to-face confrontation common;

emphasis on clarity Communication primarily top to down

U.S.Style-Controlling Control by superior Control focus on individual

performance Fix blame Limited use of quality control circles

JAPANESE MANAGEMENT STYLE

Japanese-Planning Long term orientation Collective decision making with consensus Involvement of many people in preparing

and making the decision Decision flow from bottom to top and back Slow decision –making fast implementation

of the decision

Japanese Organising Collective responsible and

accountability Ambiguity of decision responsibility Informal organization structure Well known common organization

culture and philosophy competitive spirit toward other enterprises

Japanese-Staffing Young people hired out of school; hardly

any mobility of people among companies Loyalty to the company Very infrequent formal performance

evaluations for new (young) employees Appraisal of long term performance Life time employment common in large

companies

Japanese-Leading

Leader acting as social facilitator and group member

Common values facilitating cooperation

Avoidance of confrontation, sometimes leading to ambiguities, emphasies on harmony

Bottom-top communication

Japanese-controlling Control by peers Control focus on group performance Saving face Extensive use of quality control circles

STRENGTHS OF STRATEGY & STRUCTURE-IN JAPAN

Qualified senior management Low costs of production Quality control Diversified & strong market positions in

established & growing markets Good reputation – early leader in small

motors Good fit between organization structure &

competitive environment

HRM Japan - USA

JAPAN USA

top priority given to human assets in management

primary importance will be accorded to numbers and laws rather than to people

regular employees ∼fixed assets well-being is crucial

employees = semi-variable assets can be hired and fired as needed