japanese vs indian management practices

8/2/2019 Japanese vs Indian Management Practices

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Japanese VS Indian management

practices

Submitted by,

Akram

Nishanth

Nithyananthan

Partipan

Pravin cumar.R

Pravin raj


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Kaizen Mindset

Everything can and should be improved Not a single day should go without some kind of

improvement being made somewhere in thecompany

Imagine the ideal customer experience and striveto provide it

Dont criticize, suggest an improvement

Think of how to improve it instead of why it cantbe improved

Think beyond common sense. Even if somethingis working, try to find out work it even better


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SPECIAL FEATURES OF JAPANESE

MANAGEMENT

SCIENTIFIC SELECTION PROCESS

LIFETIME EMPLOYMENT

SENIORITY SYSTEM

CONTINUOUS TRAINING

EMPHASIS ON GROUP WORK

DECISION MAKING

COMPLICATED PERFORMANCE EVALUATION

FATHER LEADERSHIP

GOOD BENEFITS FOR EMPLOYEES

SIMPLE AND FLEXIBLE ORGANIZATION


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Very few Japanese attendgraduate school and graduatetraining in business.Percentage is small because

there are only 30 top businesscolleges.

Young people hired out ofschool and not experiencedpeople from other companies.

Hardly any mobility of peopleamong companies

1 ) SCIENTIFIC SELECTION PROCESS


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2) LIFE TIME EMPLOYMENT

Lifetime employment refers to recruitment ofemployees immediately after graduation and keepthem in employment until retirement. Though there isno formal contract, employers and employees have

an unwritten mutual understanding regarding theirexpectation about the job. Under lifetime employmentan employee spends his entire working life with asingle enterprise. This helps generate a feeling of job

security in the employee and a feeling ofbelongingness towards the enterprise.


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3) SENIORITY SYSTEM

This concept is closely related to the concept of

lifetime employment .Companies following this

concept, provide privileges to older employees

who have been with it for a long time.

Promotion and wage increases are based on

employees length of service in the company, not

job performance.

NENKO JORETSU


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4)CONTINUOUS TRAINING

The secret of the success of Japanese

managers may lie in continuous training" In

western organizations, employees receive

training only to acquire a new skill or to moveto a new position. In Japanese firms

however,every young manager has a godfather

,who is never his boss or anyone in the direct

line of authority. The godfather is not part ofthe top management, but is highly respected

by others.


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In most Japanese organizations, a task is notassigned to an individual; instead several tasksare assigned to a group, which consists of a

small number of people are treated like familymembers. Kaisha means my or ones company

the community to which one belongs andwhich is an important part of ones life.

probably this is the reason why employees takegreat pride in their company and its success.

5) EMPHASIS ON GROUP WORK

KAISHA


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6) DECISION-MAKING

The practice of managerial decision-making inJapan is built on the concept that change andnew ideas should come primarily from personbelonging to lower levels in the hierarchy. Thusin Japan lower level employees prepareproposals for higher-level personnel. The ringisystem refers to decision-making byconsensus. The word ringi consists of two parts

rin which means submitting a proposal toones superior and getting his approval, and gimeaning deliberations and decisions.

RINGI


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7)COMPLICATED PERFORMANCE

EVALUATION

When job description are not welldefined and when tasks are performedby groups, it becomes difficult to

evaluate individual job performanceobjectively. The evaluation of workersand managers in Japanese corporationstakes a very long time up to ten years

and requires the use of qualitative andquantitative information aboutperformance.


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8)FATHER LEADERSHIP

As a kacho ,the task of a leader is notonly to supervise his people at work, butalso to show fatherly concern for their

subordinates private life. Since,promotion is based on seniority, it is noteasy to move on to a kacho position.Sufficient training and experience are

essential for an individual to bepromoted to this position.

KACHO


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9)GOOD BENEFITS FOR EMPLOYEES

Japanese companies provide substantial benefitsto their employees.They are provided benefitssuch as family housing and transportationallowances. Some companies also provide

bachelor accommodation, scholarships foremployees children, and low-interest housingloans. Salary enhancements become rapid afterabout seven years of employment with the firm.

Since the seniority-based wage system assumesthat the longer the experience, the morevaluable the employee.


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10)SIMPLE AND FLEXIBLEORGANIZATION

In Japanese firms, very often people are

trained to be generalists. For this reason,

the organization structure in Japan is

relatively simple flexible, and it possible

for people to take up a new challenge or

a new task by forming a new formal or

informal group. Informal organizationposses considerable power in formal

organization


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The flaws of the Japanese process:

1. Too many people and sections are involved2. Too many meetings are held.

3. The meetings are very long

4. The delay of Business decision-making.

5. The influence of the relationships betweenthe participants in the final decision.


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JAPANESE MANAGEMENT

1)Long term orientation

2)Collective decision makingwith consensus

3)Involvement of manypeople in preparing andmaking the decision

4)Decisions flow bottom to

top5) Slow decision making and

fast implementation of thedecision

1) PLANNINGJAPAN INDIA

1. Decision making by the

Top level management.

2. Involvement of very fewpeople in the top.

3. Decisions flow from top

to bottom.

4. Quick decision

making.But slow inimplementation often

requiring compromise.


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Collective responsibilityand accountability

Ambiguity of decisionresponsibility

Informal organizationstructure

Well-known commonorganization culture and

philosophy; competitivesprit toward otherenterprises

2)ORGANIZING

JAPAN INDIA Individual responsibility.

More Formal,bureaucratic

organization structure. Less

informal.Distinctness in decision

making.

Lack of common organizatio

structure.


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Young people hired out ofschool; hardly any mobilityof people among companies

Slow promotion through the

ranks Loyalty to the company

Very infrequentperformance evaluation fornew employees

Promotion base on multiplecriteria

3) STAFFING

JAPANINDIA

Hiring both directly from

colleges/B schools and also

from other companies.Very

frequent job changes.

Promotion by performancean criteria.

Performance evaluation for

new employees is made


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Leader acting as asocial facilitator andgroup member.

Paternalistic style Common values

facilitating

cooperation Bottom-up

communication

4)LEADING

JAPAN INDIATop down

communication.

More like commanding

stlyle.


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5)CONTROLLING

Control by peers

Control focus on

group performance Extensive use of

quality control

circles.

JAPAN INDIAControl by superiors

Control focus on

individual

performance.


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Where does INDIA and

JAPAN stands along with

the world according to

Hofstedes cultural

dimension:


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POWER DISTANCE INDEX:


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INDIVIDUALISM OR GROUP ORIENTED:


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UNCERTAINITY AVOIDANCE:


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Relationship orientation


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Management style comparison:


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Thank you..

japanese vs indian management practices

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