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Indian,japanese,u.s style of management ppt-final

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Indian,japanese,u.s style of management ppt-final

  1. 1. INDIAN, JAPANESE AND U.S STYLE OF MANAGEMENT
  2. 2. Management Styles  Managers have to perform many roles in an organization and how they handle various situations will depend on their styles of management.  A management style is an overall method of leadership used by a manager.
  3. 3. Indian management style- Decision making Team decision is followed. Decisions are reached by the person with the most authority. Delays are to be expected, especially when dealing with the government.
  4. 4. Indian Style of Management  India is an enormously hierarchical society and this, obviously, has an impact on management style. It is imperative that there is a boss and that the manager acts like a boss.  Managing people in India requires a level of micro- management which many western business people feel extremely uncomfortable with but, which is likely to bring the best results
  5. 5. Indian Style of Management BUSINESS CULTURE  The technology, research and development professionals and business managers have more avenues to success . In India, "relations" are not the only reason for success. MANAGEMENT MATURITY  Strong project management skills and continues to invest in initiatives to strengthen middle management capabilities.
  6. 6. Indian Management Style Structural empowerment  Cross functional team analyzed individual performance employees for gain .Some Indian companies are providing it. Long terminism  The score rate was very high in India.
  7. 7. Indian Management Style Accelerated resource development  Identification of potential employees, training, and  development thus strategy is very low to persuade by Indian companies. Employee welfare emphasis  The time has been changed now. Money is not the only motivator for performing aggressively, so India scored high rank to provide ample scope of enjoying leisure with family, health insurance etc.
  8. 8. American Management Style  American management style can be described as individualistic in approach.  Although important decisions might be discussed in open forum,  The ultimate responsibility for the consequences of the decision lies with the boss — support or seeming consensus will evaporate when things go wrong.  Therefore, American managers are more likely to disregard the opinions of subordinates than managers in other, more consensus or compromise- oriented cultures.
  9. 9. U.S Style-Planning  Primarily short-term orientation  Individual decision making  Involvement of a few people in making and selling the decision to people with devergent values  Decisions are initiated at the top and flow down  Fast decision making; slow implementation requiring compromise;often resulting in suboptimal decisions
  10. 10. U.S Style-Organizing  Individual responsibility and accountability  Clarity and specify of decision responsibility  Lack of common organization culture; indentification with profession rather that with company
  11. 11. U.S.Style-Staffing  People hired out of schools and from the companies; frequent company change  Rapid advancement highly desired and demanded  Loyalty to the profession  Appraisal of short-term employees  Training and development undertaken with hesitation(employee man go to the another firm)
  12. 12. U.S.Style-Leading  Leader acts as decision maker and head of group  Directive style(strong ,firm,determined)  Often divergent values; individualism sometimes hinders cooperation  Face-to-face confrontation common; emphasis on clarity  Communication primarily top to down
  13. 13. U.S.Style-Controlling  Control by superior  Control focus on individual performance  Fix blame  Limited use of quality control circles
  14. 14. JAPANESE MANAGEMENT STYLE
  15. 15. Japanese-Planning  Long term orientation  Collective decision making with consensus  Involvement of many people in preparing and making the decision  Decision flow from bottom to top and back  Slow decision –making fast implementation of the decision
  16. 16. Japanese Organising  Collective responsible and accountability  Ambiguity of decision responsibility  Informal organization structure  Well known common organization culture and philosophy competitive spirit toward other enterprises
  17. 17. Japanese-Staffing  Young people hired out of school; hardly any mobility of people among companies  Loyalty to the company  Very infrequent formal performance evaluations for new (young) employees  Appraisal of long term performance  Life time employment common in large companies
  18. 18. Japanese-Leading  Leader acting as social facilitator and group member  Common values facilitating cooperation  Avoidance of confrontation, sometimes leading to ambiguities, emphasies on harmony  Bottom-top communication
  19. 19. Japanese-controlling  Control by peers  Control focus on group performance  Saving face  Extensive use of quality control circles
  20. 20. STRENGTHS OF STRATEGY & STRUCTURE-IN JAPAN  Qualified senior management  Low costs of production  Quality control  Diversified & strong market positions in established & growing markets  Good reputation – early leader in small motors  Good fit between organization structure & competitive environment
  21. 21. HRM Japan - USA JAPAN USA top priority given to human assets in management primary importance will be accorded to numbers and laws rather than to people regular employees ∼ fixed assets  well-being is crucial employees = semi-variable assets  can be hired and fired as needed

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