management style

1. INDIAN, JAPANESE AND
U.S STYLE OF
MANAGEMENT

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. 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. 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. 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. 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. 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. U.S.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. 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. 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. 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. 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. U.S.Style-Controlling
Control by superior
Control focus on individual
performance
Fix blame
Limited use of quality control circles

14. JAPANESE MANAGEMENT
STYLE

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. Japanese Organising
Collective responsible and
accountability
Informal organization structure
Well known common organization
culture and philosophy competitive
spirit toward other enterprises

17. Japanese-Staffing
Young people hired out of school; hardly
any mobility of people among companies
Loyalty to the company
Appraisal of long term performance
Life time employment common in large
companies

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. Japanese-controlling
Control by peers
Control focus on group performance
Saving face
Extensive use of quality control circles