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