comparative mgt. nitika
TRANSCRIPT
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Comparative Management
In Selected Countries
Presented By:Nitika Gupta15-MBA-07
Presented to: Prof. Keshav
Sharma
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References
• MANAGEMENT- A Global Perspective by Harold Koontz, (page 97-479 ) 11th edition
• Comparative and Multinational Management by Simcha Ronen , (page 20-60,187-190)
• The Cultural Paradigm by Prof. Neelu Rohmetra• Introduction To Management (ICFAI material) • Industrial Management @ Heinz Weihrich<
www.usfca.edu/fac-staff/weihrich/docs/management_practices.pdf>
• Industrial Management,Vol.34,Issue 5(sep/oct 1992):p 29
• “Toshiba” Global Strategic Management Case Studies On Fortune 500 Companies,Transworld University,Volume VI
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Comparative Comparative management…….management…….
• Goal • Approaches
The Universalistic Approach
The Economic Cluster Approach
The Cultural Cluster Approach
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Comparative ManagementComparative ManagementModelsModels
Farmer and Richman Model
Negandhi and Prasad Model
Greet Hofstede Study…….
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Planning
in
different countries
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United States Japanese ChinesePrimarily short term orientation
Long-term orientation
Long-term and short-termorientation (5-year plan andannual plan)
Individualdecision-making
Collective decisionMaking (ring) withconsensus
Decision-making by committees.At the top often individual
Involvement of few people inmaking & “selling: the decision topeople with Divergent values
Involvement of manypeople in preparing andmaking the decision
Top-down-participation atlower levels
Decisions are initiated atthe top and flow down
Decision flow frombottom-to-top and back
Top-down-initiated at thetop
Fast decision-making; slowImplementation requiringcompromise, often resulting inSub optimal decisions
Slow decision-making;Fast implementation ofthe decision
Slow decision-making /Slow implementation.(Now changing)
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Organising
in
Different Countries
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United States Japanese ChineseIndividual responsibilityand accountability
Collective responsibilityand accountability
Collective and individualresponsibility
Clarity and specificity ofDecision responsibility
Ambiguity of decisionresponsibility
Attempts to introduce the“factory responsibilitysystem”
Formal bureaucraticOrganizational structure
Informal organizationstructure
Formal bureaucraticOrganization structure
Lack of commonorganization culture;identification withprofession rather thanwith company
Well-known commonorganization culture andphilosophy; competitivespirit toward otherenterprises
Identification with thecompany but nocompetitive spirit
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Staffing
in
different countries
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United States Japanese ChinesePeople hired out of schoolsand from other companies; frequent company changes
Young people hired out of school; hardly any mobility ofPeople among companies
Most hired from school, fewerfrom other companies
Rapid advancement highlydesired and Demanded
Slow promotion through theRanks
Slow promotion, but regular salary increase
Loyalty to the profession
Loyalty to the company
Lack of loyalty to bothCompany And profession
Frequent performanceevaluation for new employees
Very infrequent formalPerformance evaluations for new young) employees
Infrequent performance review(usually once a year)
Appraisal of short-termresults Promotions basedprimarily on individualperformance
Appraisal of long-termperformance
5-year plan, otherwise short-term targets
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Leading
in
Different Countries
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United States Japanese ChineseLeader acts as decision-makerand head of group
Leader acting as socialfacilitator and groupMember
Leader as the head of the group(committees)
Directive style (strong, firm,determined)
Paternalistic style Directive. Parent-child relations(in TA terms)
Often divergent values;Individualism sometimeshinders cooperation
Common values facilitating cooperation
Common values. Emphasis onharmony
Face-to-face confrontationcommon; emphasis on clarity
Avoidance of confrontation,Sometimes leading toambiguities; emphasis onHarmony
Avoidance of confrontation
Communication primarily topdown
Bottom-up communication
Communication top-down
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Controlling
in
Different Countries
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United States Japanese Chinese
Control by superior
Control by peers
Control by group leader (superior)
Control focus on individual performance
Control focus on group performance
Primary control by groups-but also By individuals
Fix blame Saving face Try to save face
Limited use of quality control circles
Extensive use of quality control circles
Limited use of quality control
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Corporate exampleJapanese company
• Toshiba –The Japanese company with a difference
• Lifelong employment• Long working hours• Rigid pay ladder• Great emphasis on safety
procedures etc.
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Corporate exampleTheory Z organization
• Samsung• It uses theory Z to become a living
organization > Employment > Collective decision making > Authority and responsibility > Evaluation > Specialized career path• Other Korean companies like Lucky
Goldstar, Hyundai, Daewoo and Samyang.
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Corporate exampleU.S. organization
• IBM
• Intel
• Hewlett-Packard
• Eastman Kodak
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Conclusion………..
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