The document compares and contrasts Eastern and Western management styles. It discusses key cultural differences like individualism vs collectivism, vertical vs horizontal hierarchy, harmony vs competition, and long-term vs short-term orientation. Eastern management emphasizes group decision-making, seniority, maintaining harmony, and long-term planning, while Western styles focus on individualism, equality, competition, and short-term goals. Ultimately, both have complementary aspects and understanding cultural similarities and differences is important for effective cross-cultural management.
Basic concept of Indian Ethos
Indian Ethos Importance
Difference between Indian Ethos & Ethics
Teaching from major Indian Scriptures
Teaching from major Indian Scriptures
Application of Indian Ethos to Management
Quality of work life
Quality of work life and Indian Ethos
Indian, American, Japanese, Chinese Management styles (comparison)ErTARUNKASHNI
Definition of management style
Types of management style
Introduction to Indian Management style
Introduction to American management style
Significance of American management style
Introduction to Japanese management style
Features of Japanese management style
Introduction of Chinese management style
Features of Chinese management style
Indian vs American vs Japanese vs Chinese management style
Basic concept of Indian Ethos
Indian Ethos Importance
Difference between Indian Ethos & Ethics
Teaching from major Indian Scriptures
Teaching from major Indian Scriptures
Application of Indian Ethos to Management
Quality of work life
Quality of work life and Indian Ethos
Indian, American, Japanese, Chinese Management styles (comparison)ErTARUNKASHNI
Definition of management style
Types of management style
Introduction to Indian Management style
Introduction to American management style
Significance of American management style
Introduction to Japanese management style
Features of Japanese management style
Introduction of Chinese management style
Features of Chinese management style
Indian vs American vs Japanese vs Chinese management style
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
corporate governance and role in strategic managementzeba khan
describes the concept of corporate governance along with need and benefits of corporate governance. highlights the role and importance of corporate governance in strategic management.
SPIRITUAL& SECULAR VALUES
contain details regarding spiritual and secular values and the importance of these values in business context
business ethics & corporate governance
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
corporate governance and role in strategic managementzeba khan
describes the concept of corporate governance along with need and benefits of corporate governance. highlights the role and importance of corporate governance in strategic management.
SPIRITUAL& SECULAR VALUES
contain details regarding spiritual and secular values and the importance of these values in business context
business ethics & corporate governance
This presentation shows the point of view of one Chinese person, who was born and raised in German, about the differences between Western and Eastern Cultures!!! Let\'s watch and share me your opinion, pls. Thanks for watchinh!!!
The concept of Karma basically builds on the notion that if you do good, good things will happen to you. But, in what way does this conflict with a share holder perspective of business? Can you really do good at the same time you do well?
The answer is to move to “social business”. The model promotes both economic and social value with core business solutions; a core business with social responsibilities which are built in rather than added in as an afterthought.
Likewise the concept of Karma, "social business" generates profits, but the main objective is not to maximize financial returns to shareholders. Instead, benefit financially disadvantaged groups in society and grow the social risk through reinvestment, allowing the venture reach more disadvantaged people. Various entrepreneurs, such as Muhammad Yunus, with the Grameen Phone venture, and Grameen Danone Food can provide potential lessons for business and social development in addressing the lack of market participation of the world’s poorest.
Stress Management PowerPoint Presentation Content slides include topics such as: understanding the dynamics of stress, quickly and effectively managing stress, symptoms of stress, identifying sources of stress, negative and positive effects of stress, the five step system to tackle stress, 6 strategies to minimize burn-out, from distress to eustress, specific problems and associated treatments, 15 ways to make work less stressful, how to's and much more.
This PPT is about: Value for Managers
-What are Values
-What do they mean for Managers, Importance
-How values can transform workplace
This Presentation is made as a part of MBA class assessment
This is a special edition of the power point presentation prepared for the 9 day Programme on Personality Development, [ 6th to 15th July 2010], organized for the benefit of the final year students of the graduation programme of the Andhra Mahila Sabha College for Women, Hyderabad. The programme was conducted mainly in Telugu. The live audio recordings can be freely listened to at: www.archive.org – please search for Prof. V. Viswanadham and further search for the topic.
People are tired of talking heads, being told what and how to do things. We have access to information, what we need is the opportunity to make sense of our experiences, to converse, to connect and to create together. In the experience economy, every time we meet face to face is a wonderful opportunity to be delighted by discovering something new for ourselves. If you are a Manager, a Trainer, Consultant, Event Manager - knowing how to design so that people experience creating and discovering new knowledge is imperative for engagement and innovation.
Seven principles of good decision-making in complex and uncertain environmentsIan David Moss
A guide to making decisions in complex and uncertain environments. Adapted from "What We Should Talk About When We Talk About Risk," a white paper commissioned by Democracy Fund in 2019.
TRAINING, PERFORMANCE APPRAISAL and STAFF RETENTIONShivam Shukla
TRAINING- Planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behavior of employees. MANAGEMENT DEVELOPMENT, PERFORMANCE APPRAISAL- The process of evaluating an employee’s performance of a job in terms of its requirements is termed as performance appraisal. STAFF RETENTION- Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time.
Delivered first at SMPS Pacific Regional Conference
Culture isn't something you have, it's something you do. Join David Lecours, brand and culture expert, to learn why Marketing needs to design your firm's culture. Hint: attracting great clients and talent is just the beginning. Then, David will share how to proactively design a flourishing culture. This will include best practices of A/E/C firms using culture as a compelling differentiator. As Peter Drucker said, “culture eats strategy for breakfast.” YUM!
Learning Outcomes:
- You will learn how to design a magnetic culture to attract clients and talent
- Expect to connect the infinite loop of brand and culture
- You will become empowered to take the lead role in your firm's culture
Seeley Okie is a Principal at Belmont Public Library based in Belmont, New Hampshire. Previously, Seeley was an Assistant Principal at Waltham Public school
1. EASTERN VS. WESTERN MANAGEMENT
!
C U LT U R A L D I V E R S I T Y
AND
LEADERSHIP
CURRENT ISSUES IN MANAGEMENT (MBA 235A)
18 FEBRUARY 2014
!
!
CALIMLIM, VORTRAN
DELA CALZADA, ZOLA
2. C U LT U R E
Traditions
Ethical
Values
Religion
SOCIETY
Science &
Technology
Politics
Philosophy
Art &
Literature
Age
Education
Social Class
Organization
3. C U LT U R E : W E S T V S . E A S T
WESTERN
EASTERN
25. C U LT U R A L D I F F E R E N C E S *
West (US / Europe)
East (China / East Asia)
LOGIC Linear (direct associations) Spiral (roundabout)
COMMUNICATION Direct, verbal
IDENTITY Individual, independent
AGREEMENT / Argumentative, verbal
DISAGREEMENT
PUNCTUALITY Start and end on time
RESPECT Success, achievement
BUSINESS RELATIONSHIP Economics come first
DECISION MAKING Distributed, proactive
TIME HORIZON Short term (per quarter)
RISK / SPENDING Risk-takers, spend
Indirect, implied
Group orientated
Hard to say no, nonverbal
Appointments flexible
Seniority, wisdom
Relationship comes first
Manager has final say
Long term (years ahead)
Risk-avoiders, save
*THERE ARE STILL EXCEPTIONS OF COURSE
26. WESTERN VS. EASTERN
MANAGEMENT STYLE
• high standards,
decisiveness, and
innovation; seeks to inspire
people around a vision;
creates a passion among
them to perform; and does
so by firmly holding on to
core values.
• instills pride, loyalty,
and collaboration
among organizational
members; and highly
values team
cohesiveness and a
common purpose or
goals.
• encourages input from
others in decisionmaking and
implementation; and
emphasizes delegation
and equality.
Charismatique
Team
Participative
• stresses compassion
and generosity; and it is
patient, supportive, and
concerned with the
well-being of others.
• an independent,
individualistic, and selfcentric approach to
leadership.
• emphasizes procedural,
status-conscious, and
'face-saving' behaviors;
and focuses on the
safety and security of
the individual and the
group.
Human
Autonomous
Self-protective
T H E 6 S T Y L E S O F L E A D E R S H I P ( G L O B E S T U D Y, 2 0 0 4 )
27. MANAGEMENT PRINCIPLES
WESTERN
EASTERN
Relationship based on equality, merit
and individual ability
Relationship based on mutual benefit,
duty and group dynamics
Personal and professional contacts are
put in different categories
Contacts are regarded as being friends
once accepted in group
Be firm, stick to principles and deal with
problems immediately
Save 'face', seek harmony and avoid
conflicts at all costs
Opinions determined by debate,
individual thinking and input
Opinions predetermined by leaders
representing individuals in groups
Individual skills and knowledge define
status with personal rewards
Status and patronage where benefits are
shared with group
B R I D G I N G C U LT U R A L D I V I D E S , 2 0 1 3
28. WEST VS. EAST
MANAGEMENT
Fundamental differences in the East and West make it very
important to understand both management styles
!
Analysis of the different management styles in the East and
West are done on the basis of these concepts and values:
‣ Collectivism vs. Individualism
‣ Vertical Hierarchy vs. Horizontal Hierarchy
‣ Harmony vs. Competition
‣ Long-term vs. Short-term orientation
29. COLLECTIVISM VS.INDIVIDUALISM
In East-Asian countries group consciousness is very
important:
‣ conveys feeling of one-ness
‣ gives employees a strong sense of belonging
‣ believes that group decisions are more carefully
evaluated and are less risky
In the West, individualism is emphasized:
‣ private life and work are divided
‣ employees are given more responsibility
‣ decisions can be made faster and are not side-tracked
by emotions
WEST VS. EAST
MANAGEMENT
30. VERTICAL HIERARCHY VS.
H O R I Z O N TA L H I E R A R C H Y
Seniority is a very important concept in East-Asian countries.
‣ emphasizes vertical hierarchy
‣ promotion inside a company is based on how long one has
worked there
‣ results in more responsibility for older employees
!
In contrast to this, equality in the workplace is imperative in
the West.
‣ emphasizes horizontal hierarchy
‣ employees are promoted on merit-basis
‣ younger members of the company are given more responsibility
WEST VS. EAST
MANAGEMENT
31. !
HARMONY VS. COMPETITION
Harmony is an essential value in East-Asian countries.
‣ a harmonious work place leads to more efficiency and better
results
‣ negotiation skills are of great importance
‣ it is better not to stick out of the group; rather one should try
to maintain harmony at all costs
In the West competition is found everywhere
‣ and becomes a very strong motivational factor
‣ encourages the desire to succeed and thus results in
diligence
‣ possible to have ‘productive’ conflicts, which result in a
favorable outcome
WEST VS. EAST
MANAGEMENT
32. !
LONG-TERM VS. SHORT-TERM ORIENTATION
East-Asian companies tend to focus on long-term
projects
‣ gives competitive advantage
‣ possible to implement due to employees’ strong sense of
belonging to the company
‣ down-side of inflexibility
Western companies are said to be short-term oriented
‣ short-term projects are seen as time-efficient
‣ as employees constantly change work places, difficult to
implement long-term projects
‣ advantage of being more flexible
WEST VS. EAST
MANAGEMENT
33. I N T E R C U LT U R A L C O M P E T E N C E
Regional
Experience
Language
Proficiency
Openness
&
Tolerance
34. MANAGEMENT IN EAST AND WEST
CONCLUSION
Ultimately, the management styles of the East and the
West are complementary, rather than exclusive.
!
Therefore, it is very important to know the similarities and
differences in order to be able to understand and cope
with any situation that might arise in cross-cultural
management.
WEST VS. EAST
MANAGEMENT