cultural differences, important, common, japanese styles of management

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  • 8/10/2019 Cultural Differences, Important, Common, Japanese Styles of Management

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    Some Common & Important

    Cultural Differences The individual & self vrs the collective as the primary unit of value.

    Emphasis on honesty & directness vrs harmony , indirectness & face .

    Value on doing vrs being or belonging --implications for equality , status & age.

    Emphasis on the quality of the deal vrs the quality of the relationship in makin!ecisions to !o "usiness--implications for ritual & the "ar ainin process.

    #reference for high power distance in $hich "osses make all the !ecisions vrs lowpower distance in $hich su"or!inates e%pect to participate.

    elief in control vrs fatalism --implications for uncertainty avoidance , planning ,decision making & training .

    elief in high vrs low work centrality .

    #reference for monochronic vrs polychronic structurin of activities in time .

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    Some Common & Important

    Cultural Differences 'cont() past vrs present vrs future orientation--implications for valuin progress ,change , tradition & continuity .

    #erception of people & nature as independent & competitive vrs interdependent an! in balance --implications for valuin technology .

    elief in universalism vrs particularism or rules vrs relationships .

    Emphasis on analytic vrs holistic , relational or intuitive understanding --implications for research , education & training .

    Different strate ies for forming , maintaining & dissolving relationships--inclu!inthe value on in!ivi!ual attitudes vrs role performance .

    Differences in verbal & nonverbal communication sym"ols.

    #reference for high vrs low context communication .

    Different conflict resolution strate ies an! skills***

  • 8/10/2019 Cultural Differences, Important, Common, Japanese Styles of Management

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    Tra!itional In!ian +ana ement inComparison

    epotism an! caste consi!erationsaffect selection an! compensation.Trainin less emphasi e!

    "/ective selection criteriaDo$nsi in , performance pay

    0uman resource mana ement practices

    1ork is vie$e! as a means to an en!

    i.e. for the sake of satisfyin familynee!s. 2ittle !eman! for chan in $orktasks, only the compensation is relevant

    1ork an en! itself Intrinsic re$ar!s+otivational )spects an!3e$ar!s

    r ani ational lea!ers !isplay a hi hlevel of personal involvement $iththeir su"or!inates. 2ea!ers provi!enurturance contin ent upon thesu"or!inate4s task accomplishment

    #articipative mana ement style$here input is solicite!3elationships remain impersonal

    2ea!ership Style

    5amily relation an! caste mem"ershipsof employees have to "e consi!ere!

    Task re6uirements an! a"ilitiesEmployee 3e6uirements

    Traditional Indian ManagementWestern ManagementManagement ractices

  • 8/10/2019 Cultural Differences, Important, Common, Japanese Styles of Management

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    Evolution of In!ian +ana ement

    "/ective selection criteria.Trainin pro rams an! performancerelate! compensation applie!

    epotism an! caste consi!erationsaffect selection an! compensation.Trainin less emphasi e!

    0uman resource mana ement practices

    Elements such as /o" rotation,enrichment, autonomy, team $orkan! competitive salaries areincreasin ly consi!ere! to motivateemployees

    1ork is vie$e! as a means to anen! i.e. for the sake of satisfyinfamily nee!s. 2ittle !eman! forchan in $ork tasks, only thecompensation is relevant

    +otivational )spects an!3e$ar!s

    Increasin ly participative

    mana ement style $heresu"or!inates4 opinions an! input aresolicite!. #ersonal relationship

    "et$een mana ement an!employees re!uce!

    r ani ational lea!ers !isplay a

    hi h level of personal involvement$ith their su"or!inates. 2ea!ers provi!e nurturance contin ent uponthe su"or!inate4s taskaccomplishment

    2ea!ership Style

    3elevant e!ucational "ack roun!an! e%perience matchin taskre6uirements

    5amily relation an! castemem"erships of employees have to

    "e consi!ere!Employee 3e6uirements

    !ontemporary Indian

    ManagementTraditional Indian ManagementManagement ractices

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    "xecutiveofficers

    1 Transitions of Japanese-style management

    Mutual dependence amongcompanies

    Crosshol!in of shares,main financin "ank system,

    company roups, etc.

    #apanese$style employmentpractice

    2ifetime employment,seniority system,

    company union, etc.

    Industrial policy)!ministrative control,

    pu"lic-private cooperation frame$ork,coor!ination in a in!ustry roup, etc.

    %mbiguous corporate accountingpractice

    &imited disclosure of corporateinformation

    " r a o f

    # a p a n

    e s e $ s t y l e c o r p o r a t e g o v e r n a n c e

    ' o v e r n a n c e

    b y m a n a g e m e n

    t , b a n

    k

    a n d

    e c o n o m

    i c a g e n c i e s o f s t a t e

    #apanese$style management

    1960s 1980s

    (igh$growth period

    2000

    !hange of capital market

    In!irect financin Direct financin

    )hift to borderless economy'lobal economi*ation

    Tra!e an! capital li"erali ationi "an, IT revolution

    !orporate scandal

    +&imitation of #apanese$stylegovernance

    -ew corporate governance

    eform of the boardof directors

    Introduction of/)$style

    "nhancementof auditor0s

    authority

    Independent board members

    )ystem selectivity

    1990s

    &ost decade"conomic bubbles

    )hareholdervalue

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  • 8/10/2019 Cultural Differences, Important, Common, Japanese Styles of Management

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    Comparison of )merican, 8apanese, an!Theory = +ana ement Styles