UNDERSTANDING BUSINESS ASSIGNMENT
Management practices (POSLC) o !e" economies in t#e $or%&'
USA apan C#ina In&ia U* +rance German" R,ssia an& Bra-i%.
SUBMITTED TO:
PRO+. DI/A*AR G M INSTITUTE O+ MANAGEMENT C0RIST UNI/ERSIT1
SUBMITTED SUBMIT TED BY: BY:
SAND0ES0 MO0ANDAS 2345646 I MBA A
MANAGEMENT PRACTICES IN UNITED STATES O+ AMERICA P%anning • • • •
An introduction about the thing is given briefy. Decision making is purely individual and not a group. The decision making policy ollowed is top-down. Fast choice making and moderate eecution brings out optimal choices.
Organi-ing • !t is individual obligation " responsibility used or this process. • The clarity " speci#city o choice obligation is used. • !t has ormal bureaucratic authoritative structure.
Sta7ng • • • • • •
$eople are hired rom schools and various business organi%ations. &oyalty is given preerence in the organi%ation. 'ecution assessment or new representatives is re(uent. Appraisal o temporary results. !ndividual perormance acts as the basis or promotion. )scillation is embraced with training and improvement.
Lea&ing • • • •
The chie head o the gathering is the leader. Directive style is used. Attention on clarity is given and ace to ace meetings are done. 'nsures top down communication.
Contro%%ing • • • •
*ontrol is universal and widespread. *ontrol is concentrated on individual eecution All the aults are #ed appropriately. There is limited utili%ation o value control circles.
MANAGEMENT PRACTICES IN APAN P%anning • )rientation is generally long term. • *ollective decision making is done with consensus. • Decisions are made and prepared with the involvement o a lot o individuals. • Decisions fow rom bottom to top management. • Although the decision making is slow+ the implementation is very ast.
Organi-ing • Accountability and responsibility is collective. • Decision responsibility is usually ambiguity ,open to more than one decision. • The organi%ation structure used is inormal. • ell-known common organi%ation culture and philosophy. There is competitiveness among other enterprises.
Sta7ng • /oung people are hired rom schools0 hardly any mobility o people among companies. • $romotion is very slow with the help o ranks. • &oyalty is maintained to the company. • 1ery inre(uent perormance evaluation or new employees to make them hardworking. • 2ultiple criteria is used or promotion o employees.
Lea&ing • • • •
'very leader acts as a group member and social acilitator. The style used here is paternalistic. *ommon values are used to acilitate cooperation. *ommunication is rom bottom to top.
Contro%%ing • • • •
*ontrol is done by peers. *ontrol ocus is on group perormance and not individual. Face is saved. 'tensive use o (uality control circles.
MANAGEMENT PRACTICES IN C0INA
P%anning • &ong-term and short-term orientation ,3-year plan and annual plan. • Decision-making is done by committees. • Top-down-participation at lower levels. • The decision making and implementation o these decisions is slow.
Organi-ing • • • •
The responsibility is collective and individual. Attempts to introduce the 4actory responsibility system5. Formal bureaucratic organi%ation structure is being used. !denti#cation with the company but no competitive spirit.
Sta7ng • 2ost o them are hired rom schools and a ew rom other companies. • Although the promotion is slow+ the salary is paid regularly. • &acks loyalty to company and proession. • !nre(uent perormance review ,usually once a year. • 'ither short term targets or #ve year plans are made. • $romotions are supposed to be based on perormance+ potential ability+ and education.
Lea&ing • • • • •
The leader is the head o the group. ,committees The techni(ue used is directive. They have common values and maintain communal harmony. Avoidance o conrontation is an important step done. *ommunication is done on a top-down basis.
Contro%%ing • The group is controlled by a superior leader. • 6roups do the primary control but sometimes even individuals do control.
MANAGEMENT PRACTICES IN INDIA
P%anning •
•
•
•
ith the change in leadership+ !ndia has been pushing the bar o growth. The #ve-year plan by the planning commission o !ndia is set to end on the #scal year o 789:-9; post which the
obs in the country. There are other plans too that have been laid out to ensure the complete growth o the country.
Organi-ing •
•
•
•
•
The head o the government in !ndia is the $rime 2inister and along with his?her council o ministers+ he?she is responsible to take the country orward by implementing the laws and policies passed in the legislature ,the $arliament. The union ministers directly report to the $rime 2inisters while some ministers o state with independent charge also directly report to the !ndian $rime 2inister. The main idea o the democratically elected government is to make sure the policies and procedures planned are implemented throughout and make sure that the country moves towards a positive growth. 2ost o the !T based company tries the American style fat organi%ation structure. 2anuacturing companies has the typical hierarchical organi%ational structure.
Sta7ng
•
•
•
As the !ndian democracy has three pillars+ >udiciary+ legislature and eecutive+ it is important that the right people are in the right positions in all the three pillars. !t is important to have people with growth oriented approach+ especially in the eecutive o@ces and the legislature as they directly are responsible or the implementation o policies and laws and the creation or amendment o the same. !ndia lack skilled labor.
Lea&ing •
•
•
•
Although the head o the state in !ndia is the $resident+ yet its powers are very minimal as it is only an ornamental position in !ndian democracy. The actual power and responsibility o driving a nation is on the $rime 2inister and its cabinet ministers. They have the responsibility o taking care o the citi%ens o the country and make sure that the economy goes or growth every year. !t is mandatory or the government to keep in mind the interest o the people and work on the shortcomings o the society and the country as a whole.
Contro%%ing •
•
•
The primary control on the implementation o the policies is vested on the eecutives o the country. ight rom the
MANAGEMENT PRACTICES IN UNITED *INGDOM P%anning •
•
•
The planning in the C is based on orientation or long as well as short run. There is a committee involved or decision making who helps in the approval o the plans. At the top+ the concerned individuals take decisions. Blow decision-making and slow implementation o plans are also a widely accepted actor in the C.
Organi-ing •
•
The C *ouncil is an eecutive non-departmental public body+ a public corporation ,in accounting terms and a charity under registration numbers 78E99 ,'ngland and ales and B*8;; ,Bcotland. Although they receive government grant in aid+ the C *ouncil is operationally independent rom the C government and doe s not carry out unctions on behal o the *rown.
Sta7ng •
•
Fre(uent perormance evaluation is done or new employees in C administration. Their appraisals are based on their productivity and meeting o targets and even eceeding them. 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 o them. Training and development is considered a long-term investment in the Cnited ingdom and a lot o emphasis is laid out on the same.
Lea&ing
The Cnited ingdom is a unitary democracy governed within the ramework o a constitutional monarchy+ in which the 2onarch is the head o state and the $rime 2inister o the Cnited ingdom is the head o government.
Contro%%ing The C economy changes year ater year. The C government seeks to achieve many policies including economic growth+ improving the standard o living o people within the country+ controlling infation and reducing unemployment.
MANAGEMENT PRACTICES IN +RANCE P%anning •
•
• •
•
•
French managers see their work as an intellectual challenge+ re(uiring the remorseless application o individual brainpower. 'ducational and intellectual credentials serve as #nely tuned hierarchical discriminators. 2ore ocus is given to the esearch and development department. hat Gapan achieves through consensus and groups+ France achieves through elite convergence. The ubi(uitous presence o senior state o@cials in the private and state sectors makes the conventional distinction between the two groups less relevant. France=s intercultural adaptability and readiness or change is developing.
Organi-ing The design o French organi%ations refects and reinorces the cerebral manager. France has a long tradition o centrali%ation+ o hierarchical rigidity+ and o individual respect or authority. The employees in the top position make all the decisions and there are told everything so that they can check other people=s decisions. French organi%ation is not only hierarchical but also compartmentali%ed. Decisions+ once taken at senior levels+ will be passed down the chain to lower management or implementation.
Sta7ng They call or more cerebral (ualitiesHan analytical mind+ independence+ intellectual rigor+ an ability to synthesi%e inormation.
*ommunication or interpersonal skills are important or sta@ng. 2ost senior management is recruited rom grandes ecoles which is elite school o France. Formal training is largely irrelevant+ reserved primarily or the lower echelons.
Lea&ing •
•
The more emphasis is on cleverness to those who runs big enterprisesthat is+ they must be able to grasp comple issues+ analy%e problems+ manipulate ideas+ and evaluate solutions. All the top senior management in most companies encourages working in teams and collaborates (uite well. French companies have the ‘president-directeur-general’ ,$D6+ who decides+ eecutes+ and controls company policy. 2ilitary infuence.
Contro%%ing French has controlled type culture and are adhere to schedules. $eople tend to have a highly time scheduled and they are adhering to perormance to milestone.
MANAGEMENT PRACTICES IN GERMAN1 P%anning •
•
•
The 6erman manager concentrates intensely on two ob>ectivesI product (uality and product service. The manager and his entire team are strongly product oriented+ con#dent that a good product will sell itsel. $laces a high premium on customer satisaction and 6ermans are ready to style a product to suit a customer=s wishes.
Organi-ing •
*ommon organi%ation structure is ollowed.
•
esponsibility is (uite blunt and direct.
•
ell de#ned structure o organi%ation.
•
Teams as well as individual are responsible and accountable.
Sta7ng •
Bubordinates tend to respect the technical abilities o their superiors and this will impact on their willingness to implement instructions.
•
6ermans like working in teams and across the hierarchical lines. The communication within the team is generally (uite collegial which means they like sharing their responsibility among themselves they are direct and blunt too. The role is allocated very clearly and people take great responsibility or speci#c task than or the whole group.
Lea&ing •
6ermany takes lot o eJorts to show strong leadership skills and on the technical aspect and concentrates mostly on product (uality and product service. !n 6ermany the relations between managers and workers are oten close. They cooperate and coordinate with each other.
Contro%%ing •
•
6erman company works closely with the government. 6erman management is sensitive to government standards+ government policies+ and government regulations.
MANAGEMENT PRACTICES O+ RUSSIA P%anning 2iddle managers have little power over strategy or input in signi#cant strategic decisions. Delegation is usually in terms o managers giving precise instructions to subordinates who are epected to perorm their allocated tasks with little or no discussion.
Organi-ing )rgani%ation structure is in such a way that the lower managers do not waste time debating with the middle managers who do not have an easy access to the top. Btrict hierarchy and preer to work in a team.
Sta7ng /oung people are recruited once they are out o school. There is slow advancement in promotion o the position in ussia.
&oyalty is shown to the organi%ation. 1ery occasional ormal training or new workers. Appraisal or long haul eecutives.
Lea&ing The boss - especially the Kbig bossK - is epected to issue direct instructions or subordinates to ollow. &ittle consultation will be epected rom people lower down the company hierarchy. ussian companies tend to be driven by one strong central #gure that will make strategic decisions with little or no consultation with anyone other than a handul o close trusted advisors.
Contro%%ing *ontrol by peers. *ontrol ocus on group perormance. Baving ace. 'tensive use o (uality control circles.
MANAGEMENT PRACTICES IN BRA8IL P%anning elationships are o importance in this country and subordinates and boss work hard to oster a relationship based on trust and with respect or personal dignity. $lanning only involves today and tomorrow+ they do not do the long term planning. Fleibility is seen as positive. Deadline is never a deadline in Lra%il. !n comparison to other 'uropean and American companies where deadline is strictly ollowed. Ability to negotiate. hile 'uropeans and Americans value planning in advance+ Lra%ilians usually rely on luck and on a practice called jogo de cintura+ which corresponds to the last minute way o accomplishing a goal by breaking rules.
Organi-ing *ontrolled-based organi%ations. The capacity or individuals to be versatile and innovative in changing in accordance with unriendly circumstances and creative under di@cult circumstances. !ncrease the recurrence o contacts and eperience ,contemplating or working abroad proportionately.
Sta7ng •
•
!n Lra%il+ employees are seen nothing more than employees. !n other countries employees are treated as partners. *apacity or individuals to be versatile and innovative in changing in accordance with unriendly circumstances and creative under di@cult circumstances.
Lea&ing Decisions are made at the top. The process is highly authoritarian. 2id- level managers do not take decisions easily.
Contro%%ing •
•
The top management has the ull control in all the decisions and the decisions are imposed not discussed. $ersonal contacts play an important role.
