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
Indian management style-
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.
Indian Style of
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
Indian Style of
The technology, research and development
professionals and business managers have more
avenues to success . In India, "relations" are not
the only reason for success.
Strong project management skills and continues
to invest in initiatives to strengthen middle
Cross functional team analyzed individual
performance employees for gain .Some Indian
companies are providing it.
The score rate was very high in India.
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.
American management style can be described as
individualistic in approach.
Although important decisions might be discussed in
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
Primarily short-term orientation
Individual decision making
Involvement of a few people in making and
selling the decision to people with devergent
Decisions are initiated at the top and flow
Fast decision making; slow implementation
requiring compromise;often resulting in
Individual responsibility and
Clarity and specify of decision
Lack of common organization culture;
indentification with profession rather
that with company
People hired out of schools and from the
companies; frequent company change
Rapid advancement highly desired and
Loyalty to the profession
Appraisal of short-term employees
Training and development undertaken with
hesitation(employee man go to the another
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
Control by superior
Control focus on individual
Limited use of quality control circles
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
Collective responsible and
Ambiguity of decision responsibility
Informal organization structure
Well known common organization
culture and philosophy competitive
spirit toward other enterprises
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
Leader acting as social facilitator and
Common values facilitating
Avoidance of confrontation, sometimes
leading to ambiguities, emphasies on
Control by peers
Control focus on group performance
Extensive use of quality control circles
STRENGTHS OF STRATEGY &
Qualified senior management
Low costs of production
Diversified & strong market positions in
established & growing markets
Good reputation – early leader in small
Good fit between organization structure &
HRM Japan - USA
top priority given to
human assets in
will be accorded to
numbers and laws
rather than to people
regular employees ∼
well-being is crucial
can be hired and
fired as needed
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