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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
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