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. American 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
 Ambiguity of decision responsibility
 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
 Very infrequent formal performance
evaluations for new (young) employees
 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

20. STRENGTHS OF STRATEGY &
STRUCTURE-IN JAPAN
 Qualified senior management
 Low costs of production
 Quality control
 Diversified & strong market positions in
established & growing markets
 Good reputation – early leader in small
motors
 Good fit between organization structure &
competitive environment

21. HRM Japan - USA
JAPAN USA
top priority given to
human assets in
management
primary importance
will be accorded to
numbers and laws
rather than to people
regular employees ∼
fixed assets
 well-being is crucial
employees =
semi-variable assets
 can be hired and
fired as needed