Activities USA Japan China Korea India

Planning Primarily short term orientation

Long term orientation

Long term & short term orientation (5 year & annual plan)

Long term orientation

Long term prosperity of the company & employees

Individual decision making

Collective decision making with consensus

Decision making by committees at the top (often individuals)

Decision making from top

Decision making from a group of senior management

Involvement of few people in making & selling the decision to people with divergent values

Involvement of many people in preparing & making a decision

Top down participation at lower levels

Involvement of people in making decisions

Holistic engagement of employees; Managing people in India requires a level of micro-management

Decisions are initiated at the top & flow down

Decisions flow from bottom to top & back

Top down, initiated at the top

Decisions flow from bottom to top & back

Decisions are initiated at the top & flow down

Fast decision making, slow implementation

Slow decision making, fast implementation

Slow decision making, slow implementation

Fast decision making; implementation as per the plan

Fast decision making with stress on improvization & adaptability

Organizing Individual responsibility & accountability

Collective responsibility & accountability

Collective & individual responsibility

Collective & individual responsibility

Both Indivudual & team responsibility; corporate social responsibility is an important aspect

Clarity & specificity of decision responsibility

Ambiguity of decision responsibility

Attempts to introduce the 'factory responsibility system'

Clarity & specificity of decision responsibility

Formal bureaucratic organizational structure

Informal organization structure

Formal bureacratic organizational structure

Formal organizational structure

Highly bureaucratic organizational structure/ situtational management/ family owned businesses

Lack of common organizational culture; identification with profession rather than with company

Well known common organizational culture; competitive spirit towards other enterprises

Identification with the company but less competitive spirit

Well known common organizational culture; competitive spirit towards other enterprises

Lack of common organziational culture

Staffing People are hired from out of school & from other companies; high attrition

Young people hired out of school; hardly any mobility of people among companies

Most hired form school; fewer from other companies

Fresh young graduates are hired; with very limited mobility to other companies

People are hired from out of school; also from various companies; high attrition as people have choices

Rapid advancement; highly desired & in demand

Slow promotion through ranks

Slow promotion but regular salary increase

Slow promotion through ranks; salary increases tremendously

Yearly promotion

Loyalty to the profession

Loyalty to the company

Lack of loyalty to both company & profession

Loyalty to the company

Loyalty to learning, exposure & money

Frequent performance evaluation for young employees

Infrequent performance evaluation for young employees

Performace review once a year

Strong performance evaluation system

Regular performance evaluation

Appraisal of short term results

Appraisal of long term performance

5 year plans else short term targets

Appraisal on both short & long term results

Appraisal on short(private)~ long (public sector) term results

Promotions based primarily on individual performance

Promotion is based on individual as well as team performance

Promotions are supposed to be based on performance, potential ability & education. But, family ties & good relatoins with managers are important

Promotion based on both individual & team performance

Promotion based on tenure (public) & performance (private)

Training & development undertaken with hesitation

Training & development considered a long term

Training programs available, state exms

Training & development considered a long term

Employees as assets to be developed & not costs

(employee may switch)

investment administered for managers

investment

Leading Leader acts as decision maker & head of group

Leader acts as social facilitator & group memebr

Leader as the head of group

Leaders are highly respected & final decision is made by the leader

Leaders are decision makers, extremely creative & flexible

Directive style (strong, firm, determined)

Paternalistic style

Directive (Parent- Child relation)

High level of guidance from seniors

Hierarchical style/ situational style

Often divergent values: individualism sometime hinders cooperation

Common values facilitating cooperation

Common values: emphasis on harmony

Common values: lot of emphasis on Inhwa (team spirit)

Values of power beyond mind

Face- to- face confontration common: emphasis on clarity

Avoidance of confrontation, sometimes leading to ambiguity

Avoidance of confrontation

No questioning made to the seniors; high level of respect given

Ego clashes; face- to- face confrontation

Communication primarily top- down

Bottom- up communication

Communication top- down

Bottom- up communication

Top- down communication; informal communication

Controlling

Control by supervisors

Control by peers

Control by group leader (superior)

Control by supervisor

Fix blame Saving face Try to save face

Culture of accepting mistakes

Blame game

Limited use of quality control circles

Extensive use of quality contro circles

Limited use of quality control circles

Extensive use of quality contro circles

Limited use of quality control circles

http://www.usfca.edu/fac-staff/weihrichh/docs/management_practices.pdf

http://bizshifts-trends.com/2011/01/10/management-styles-u-s-europe-japan-china-india-brazil-russia/