Introduction Japanese Management American Management Indian Management Chinese Management

• Management style reflects culture of management

• Management styles ought to influence traits of managers

• Why nation Specific Management Styles?

Because each and every nation has specific Demand Resources Necessities Work culture constraints

Characteristics Typical Japanese

Self Image Belong to a group. Okay to show feelings & weaknesses

Nationalism Strong sense of Nationalism

Education Rigorous system through high school

Social cooperation & willingness to work together

Team players. No stars allowed. The individual is not important

Attitude toward work Self sacrifice. Highly self disciplined. High tolerance for personal discomfort. Decline vacation & sick days

Attitude work place, property & environment

Everyone’s job is to keep it clean. Respect for others

Loyalty Loyal to company. Company first. Individual & family second.

Policy/attitude Typical Japanese

Workers suggestion Way to achieve continuous improvement (KAIZEN)

Employment Lifetime. Paternalistic. No layoffs. Promote from within

Training Use cross training & job rotation to develop HR as a competitive weapon

Incentives Group appraisal and praise. Profit sharing. Charts or boards over work stations show goals & current rate of achievement. Dress code to promote team spirit.

Participation in decisions Workers participation expected to reach consensus decisions.

Managers accessibility Accessibility to workers. Wear same uniform. Open office policy in plant

Not single day should go by without some kind of improvement being made somewhere

Customer driven strategy for improvement -any management activity should eventually lead to increased customer satisfaction

Quality first, not profit first- an enterprise can prosper only if customers who purchase its products or services are satisfied.

Problem solving is seen as cross-functional systematic & collaborative approach.

Emphasis on process- establishing a way of thinking oriented at improving processes and a management system that supports and acknowledges peoples process-oriented efforts for improvement.

Policy Area Typical Japanese

Overall focus Long range focus on competitive strategy

Operating strategy Continuous improvement (KAIZEN)

Inventory & other resources JIT, Squeeze out waste. Reduction of MUDA, MURA & MURI

Quality Control TQC, seek perfection, zero defects, use as strategic weapon.

Vendors & Customers Long term partnerships. Frequent deliveries, few vendors

Equipment Design in house to maintain technological leadership. Replace parts before they break

Union Emphasize cooperation, promote team approach. No strike policy

Production Small focused plants

Policy Area Typical Japanese

Overall Reporting Strategy Used to influence behaviour, emphasize on non financial measurements of strategy activities with charts on wall

Planning and control Goal setting & feedback. Worker involvement. Plan, Do, Check, Action Approach (PDCA)

Investment Justification Long-term perspective. Emphasis on growth, influencing market share, flexibility customer needs & business unit inter relationships

Is based on top-down decision Making, where company policy change after there is a change in leadership.

Emphasis on knowledge management

Characteristic American Management

Self image Individual, macho

Nationalism Strong sense of nationalism

Education Normal System through high school

Social Cooperation and willingness to work Together

Competitive. Engage in political power plays to become stars.

Respect for authority Normal

Attitude toward work Little Self discipline, low tolerance for personal discomfort

Attitude toward work-place, property and environment.

Self centered

loyalty Average

Policy or Attitude American management

Workers Suggestion Not considered much valuable

Employment Revolving door. Workers laid off during economic decline

Training Use other firms training programs as leverage by scavenging workers

Incentives Mostly monetary

Participation in decisions Pseudo participation

Managers accessibility Aloof

Policy Area American Management

Overall Focus On bottom line

Operating Strategy Optimize with a given set of Constraint

Inventory and other resources Keeps lots of slack inventory and resources. Highly specialized jobs based on scientific management

Quality control Inspect for optimum level of defects

Vendors and Customers No special relationship. Obtain price from multiple vendors

Equipment Burn turn key systems as a form of leverage. Maintenance discretionary

Union National Non company. Adversary

Production Large plants for production

Policy Area American Management

Overall reporting Strategy Used to inform Management. Emphasis on Financial Measurements

Planning and control Top down. Roll down Financial budgets to lower levels

cost Short run production costs

Investment justification Cost variances, labor efficiency, machine utilization. Meet due dates.

Indian management is paternalistic and is characterized as:

Patronage Family feelings Sense of security in staff Obedience to authority Personality Cult Aversions of the staff to the leaders who are

outsiders Personality based delegation Ascent on short term rather than long term

planning Gulf between personnel policies and practices. Restricted sharing of information.

After opening of the Indian Economy in 1991, the following transformation occurred:

Competition increased tremendously Competitors from all over the world enter

Indian market Competition from low wage market Environmentalism and growing importance

of stakeholders

Management Practices

Traditional Indian management

Contemporary Indian Management

Employee requirements Family relation and caste memberships of employees have to be considered

Relevant educational background and experience matching task requirements

Leadership Style Organizational leaders display high level of personal involvement with subordinates

Participative Leadership Style. Personal involvement is reduced

Motivational aspects and rewards

Work is viewed as a means to an end i.e. for the sake of satisfying family needs

Elements such as job rotation, enrichment, autonomy and competitive salaries are increasingly considered

HRM Practices Nepotism and caste considerations affect selection and compensation

Objective selection criteria, training programmes and performance related compensation applied

management style tends towards the directive, with the senior manager giving instructions to their direct reports who in turn pass on the instructions down the line.

It is not expected that subordinates will question the decisions of superiors - that would be to show disrespect and be the direct cause of loss of face (mianzi) for all concerned

manager should be seen as a type of father figure

the manager is expected to take an holistic interest in the well-being of those colleagues

Senior managers will often have close relations to the Communist Party, decisions are likely to be scrutinized by the party

Try and work out the management structure of the Chinese organization.

Carry plenty of business cards to distribute. All documentation should be presented in

both Chinese and English. Language should be kept as straightforward

as possible to assist the interpreter. Corporate gift giving is an expected part of

the Chinese business scene. Make sure the gifts take the form of objects and not money