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 $hich su"or!inates e%pect to participate.
elief in control vrs fatalism --implications for uncertainty avoidance , planning ,decision making & training .
elief in high vrs low work centrality .
#reference for monochronic vrs polychronic structurin of activities in time .
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Some Common & Important
Cultural Differences 'cont() past vrs present vrs future orientation--implications for valuin progress ,change , tradition & continuity .
#erception of people & nature as independent & competitive vrs interdependent an! in balance --implications for valuin technology .
elief in universalism vrs particularism or rules vrs relationships .
Emphasis on analytic vrs holistic , relational or intuitive understanding --implications for research , education & training .
Different strate ies for forming , maintaining & dissolving relationships--inclu!inthe value on in!ivi!ual attitudes vrs role performance .
Differences in verbal & nonverbal communication sym"ols.
#reference for high vrs low context communication .
Different conflict resolution strate ies an! skills***
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Tra!itional In!ian +ana ement inComparison
epotism an! caste consi!erationsaffect selection an! compensation.Trainin less emphasi e!
"/ective selection criteriaDo$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
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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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Comparison of )merican, 8apanese, an!Theory = +ana ement Styles