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ASSIGNMENT
SUBMITTED TO:
PROF. DIVAKAR G M
INSTITUTE OF MANAGEMENT
CHRIST UNIVERSITY
SUBMITTED BY:
SANDHESH MOHANDAS
1627020
I MBA A
MANAGEMENT PRACTICES IN UNITED STATES OF
AMERICA
Planning
An introduction about the thing is given briefly.
Decision making is purely individual and not a group.
The decision making policy followed is top-down.
Fast choice making and moderate execution brings out optimal choices.
Organizing
It is individual obligation & responsibility used for this process.
The clarity & specificity of choice obligation is used.
It has formal bureaucratic authoritative structure.
Staffing
People are hired from schools and various business organizations.
Loyalty is given preference in the organization.
Execution assessment for new representatives is frequent.
Appraisal of temporary results.
Individual performance acts as the basis for promotion.
Oscillation is embraced with training and improvement.
Leading
The chief head of the gathering is the leader.
Directive style is used.
Attention on clarity is given and face to face meetings are done.
Ensures top down communication.
Controlling
Control is universal and widespread.
Control is concentrated on individual execution
All the faults are fixed appropriately.
There is limited utilization of value control circles.
MANAGEMENT PRACTICES IN JAPAN
Planning
Orientation is generally long term.
Collective decision making is done with consensus.
Decisions are made and prepared with the involvement of a lot of
individuals.
Decisions flow from bottom to top management.
Although the decision making is slow, the implementation is very fast.
Organizing
Accountability and responsibility is collective.
Decision responsibility is usually ambiguity (open to more than one
decision).
The organization structure used is informal.
Well-known common organization culture and philosophy. There is
competitiveness among other enterprises.
Staffing
Young people are hired from schools; hardly any mobility of people among
companies.
Promotion is very slow with the help of ranks.
Loyalty is maintained to the company.
Very infrequent performance evaluation for new employees to make them
hardworking.
Multiple criteria is used for promotion of employees.
Leading
Every leader acts as a group member and social facilitator.
The style used here is paternalistic.
Common values are used to facilitate cooperation.
Communication is from bottom to top.
Controlling
Control is done by peers.
Control focus is on group performance and not individual.
Face is saved.
Extensive use of quality control circles.
MANAGEMENT PRACTICES IN CHINA
Planning
Long-term and short-term orientation (5-year plan and annual plan).
Decision-making is done by committees.
Top-down-participation at lower levels.
The decision making and implementation of these decisions is slow.
Organizing
The responsibility is collective and individual.
Attempts to introduce the factory responsibility system.
Formal bureaucratic organization structure is being used.
Identification with the company but no competitive spirit.
Staffing
Most of them are hired from schools and a few from other companies.
Although the promotion is slow, the salary is paid regularly.
Lacks loyalty to company and profession.
Infrequent performance review (usually once a year).
Either short term targets or five year plans are made.
Promotions are supposed to be based on performance, potential ability,
and education.
Leading
The leader is the head of the group. (committees)
The technique used is directive.
They have common values and maintain communal harmony.
Avoidance of confrontation is an important step done.
Communication is done on a top-down basis.
Controlling
The group is controlled by a superior leader.
Groups do the primary control but sometimes even individuals do control.
MANAGEMENT PRACTICES IN INDIA
Planning
With the change in leadership, India has been pushing the bar of growth.
The five-year plan by the planning commission of India is set to end on the
fiscal year of 2016-17 post which the Niti Aayog will take charge.
There are other plans too that have been laid out to ensure the complete
growth of the country.
Organizing
The head of the government in India is the Prime Minister and along with
his/her council of ministers, he/she is responsible to take the country
forward by implementing the laws and policies passed in the legislature
(the Parliament).
The union ministers directly report to the Prime Ministers while some
ministers of state with independent charge also directly report to the
Indian Prime Minister.
Most of the IT based company tries the American style flat organization
structure.
Staffing
As the Indian democracy has three pillars, judiciary, legislature and
executive, it is important that the right people are in the right positions in
all the three pillars.
Leading
Although the head of the state in India is the President, yet its powers
are very minimal as it is only an ornamental position in Indian
democracy.
Controlling
Right from the National Security Advisor to the IAS officers working in the
district levels need to focus on how the work is implemented in the public
sector.
Organizing
Staffing
The rationale behind this is to make sure the policies and procedures are
implementing whenever the time is right and there is no delay in any of
them.
Leading
The United Kingdom is a unitary democracy governed within the
framework of a constitutional monarchy, in which the Monarch is the head
of state and the Prime Minister of the United Kingdom is the head of
government.
Controlling
Organizing
The design of French organizations reflects and reinforces the cerebral
manager.
France has a long tradition of centralization, of hierarchical rigidity, and of
individual respect for authority.
The employees in the top position make all the decisions and there are
told everything so that they can check other peoples decisions.
French organization is not only hierarchical but also compartmentalized.
Decisions, once taken at senior levels, will be passed down the chain to
lower management for implementation.
Staffing
They call for more cerebral qualitiesan analytical mind, independence,
intellectual rigor, an ability to synthesize information.
Communication or interpersonal skills are important for staffing.
Most senior management is recruited from grandes ecoles which is elite
school of France.
Formal training is largely irrelevant, reserved primarily for the lower
echelons.
Leading
The more emphasis is on cleverness to those who runs big enterprises-
that is, they must be able to grasp complex issues, analyze problems,
manipulate ideas, and evaluate solutions.
All the top senior management in most companies encourages working in
teams and collaborates quite well.
French companies have the president-directeur-general (PDG), who
decides, executes, and controls company policy.
Military influence.
Controlling
French has controlled type culture and are adhere to schedules.
People tend to have a highly time scheduled and they are adhering to
performance to milestone.
The manager and his entire team are strongly product oriented, confident
that a good product will sell itself.
Organizing
Staffing
Leading
Germany takes lot of efforts to show strong leadership skills and on the
technical aspect and concentrates mostly on product quality and product
service. In Germany the relations between managers and workers are
often close. They cooperate and coordinate with each other.
Controlling
Organizing
Staffing
Leading
The boss - especially the 'big boss' - is expected to issue direct instructions
for subordinates to follow.
Little consultation will be expected from people lower down the company
hierarchy.
Russian companies tend to be driven by one strong central figure that will
make strategic decisions with little or no consultation with anyone other
than a handful of close trusted advisors.
Controlling
Control by peers.
Saving face.
Planning only involves today and tomorrow, they do not do the long term
planning.
Ability to negotiate.
Controlled-based organizations.
Staffing
Leading
Controlling
The top management has the full control in all the decisions and the
decisions are imposed not discussed.