1) ww.yourarticlelibrary.

com

America is one of the most advanced nations of the world. America

is infact, leader in modern management techniques. The economy
of America is a free economy and people lead their lives freely
without much social checks and barriers.

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They want to lead independent life and are accustomed to the ‘hire
and fire’ style of management. Employment on contract basis
started in America, which is being followed by other countries of the
world.

Main Features of American Management System:

1. Process of decision making is quite fast and it is undertaken on
individual basis. Decisions are taken at different levels of
management by the people or superiors operating at these levels.

2. The system adheres to bureaucratic and formal organisational

structure with the specific line of individual responsibility and
accountability.

3. American companies meet their manpower requirements usually

by conducting campus interviews and inviting people working in
other companies. It is helpful in developing a culture of frequent
hopping.

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4. People are more careers conscious and are honest towards their
profession rather than the company in which they are working. In-
fact, they use the present company as a stepping stone for the
advancement of their career.

5. Promotions in American companies are based on individual

performances. Annual performance evaluation is undertaken select
the most efficient workers.

6. Training and development programmes are part and parcel of

every type of organisation in the United States of America.

7. Leadership style is autocratic or directive in nature and main

decisions are undertaken by the leaders.

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8. Usually, one way communication takes place in American style of

management. It travels from top to bottom.

2) http://www.exchangeinternational.org/career-guide/management-styles-in-us-companies.aspx

he American business environment is in a state of constant change, both in individual firms

and across industries. There are many styles of management within the country, usually

reflecting the type of work done within a company. Regulated or government-serving

companies tend to be the most conservative, while businesses serving the public tend to be

more creative and informal. Because the business environment in the United States is highly

competitive across all industries, American companies are constantly seeking more effective

methods of management and more efficient practices among their employees to boost

productivity, lower costs and reduce attrition. American managers are required to remain

aware of trends and new developments in management techniques and adjust their

management practices to take advantage of these advances in knowledge. Jobs are

continuously created and eliminated, and an employee’s responsibilities may change over
time.

Companies and managers in the United States rely heavily on teams to complete tasks and

projects and achieve objectives. Team members for a project may be drawn from various

departments, and each member of the team possesses important skills that contribute to

the group’s success. A team typically includes a combination of experienced senior staff

members and junior staff. When the task or project is completed, the members move on to

form different teams (and often under different managers).

It is the manager’s job to plan the team’s actions within the broader framework of the

company’s or client’s needs, schedule and budget. Once the manager has created a plan, he

or she must ensure the team members have everything they need to complete their tasks.

Company teams tend to be transitory, so a manager’s group of subordinates is constantly

changing, increasing the difficulty of forming strong relationships with those employees. On

the other hand, the more employees a manager works with, the better able he or she is to

choose the perfect team for later projects.

A manager’s most difficult job in a US company is reporting to three groups: the team, the

company executives and the client (if there is one). US managers must find a balance that

pleases all three. To overcome these obstacles, a successful manager must be a charismatic

leader with a 'can do' attitude and leadership skills as strong as or stronger than their

technical expertise in the field. While education is valued, demonstrated ability is much

more important.

3)

6 Leadership Styles Around the World to Build Effective

Multinational Teams
Posted on: February 23rd, 2016 by Michael Gates

Article and charts by Richard D. Lewis

Before trying to build a multi-national team you need to take note of different leadership styles
– attitudes to authority can have a profound effect on motivation.

Experience overseas readily reveals how leadership styles in business vary from country to
country – a factor which builders of cross-border teams often ignore to their cost. In some
cultures, for example, leaders will demonstrate technical competence, place facts before
sentiment, and focus their own attention and that of their staff on immediate achievements and
results.

Others are much more extrovert, relying on their eloquence and ability to persuade, and use
human force to inspire. Either way, no two cultures view leadership in the same light.

Germany
In Germany there is a clear chain of command in each department, and information and
instructions are passed down from the top. This does not mean, however, that German
management is exclusively autocratic: while the vertical structure in each department is clear,
considerable value is placed on consensus. Equally, the German striving for perfection in
systems and procedures carries with it the implication that the manager who vigorously applies
and monitors these is showing faith in a framework that has proved successful for all.

Accordingly, German managers motivate staff by showing solidarity with them in following
procedures. They work long hours, obey the rules and, though expecting immediate obedience,
insist on fair play. For their part, German employees welcome close instruction: they know
where they stand and what they are expected to do.

France

French management style is more autocratic, though this is not always evident at first glance.
In France, the boss seems to have a more roving role than his focused German counterpart, and
often appears to consult with middle managers, technical staff and workers – but decisions are
generally made by the chief executive and orders are top-down.

The role and status of the leader in France is revealed by a glance at French history. Napoleon
and Petain, for example, are remembered for their heroics rather than their failures. Ultimate
success is less important than the thrill of the chase and the ability to quicken the national pulse.
Hence, unlike elsewhere, there is a high tolerance in French companies of management
blunders. Besides, if leaders are of the right age and experience and possess impeccable
professional qualifications, replacing them would not only be futile, but would point a dagger
at the heart of the system. The highly organic nature of a French enterprise implies
interdependence, mutual tolerance and teamwork, as well as faith in the appointed leader.

Japan

Japanese top executives have great power in conformity with Confucian hierarchy, but actually
have little involvement in the everyday affairs of the company. On appropriate occasions they
initiative policies which are conveyed to middle managers and rank and file. Ideas often
originate on the factory floor or with other lower level sources. Signatures are collected among
the workers and middle managers as suggestions, ideas and inventions make their way up the
company hierarchy. Many people are involved. Top executives take the final step in ratifying
items which have won sufficient approval.

Spain
Spanish leaders, like French, are autocratic and charismatic. However, unlike the French, they
work less from logic than intuition and pride themselves on their personal influence on all their
staff members. Possessed often of great human force, they are able to persuade and inspire at
all levels. Declamatory in style, Spanish managers often see their decisions as irreversible.

Sweden
The Swedish concept of leadership differs considerably from other European models. Like
Swedish society itself, enterprises are essentially ‘democratic’. There will be fewer layers in a
Swedish firm than there would be in France or Germany, and the manager is generally
accessible to staff and available for discussion: indeed, there is a Swedish law which stipulates
that important decisions must be discussed with all employees before being implemented.

USA
In the US, leadership means getting things done, finding short cuts to prosperity, making money
for oneself, one’s firm and shareholders. Chief executives are given responsibility and authority
and then expected to act. They seldom fail to do so.

Similarly, the motivation of US managers and their staff does not have the labyrinthine
connotations that it does in European and Asian companies, for it is usually monetary. Bonuses,
performance payments, profit sharing schemes and stock options are common.

Managers are capable of teamwork and corporate spirit, but value individual freedom more
than company welfare. They are very mobile. They can get fired if they make mistakes.

Would you also like to know more about other cultures’ leadership styles? Contact us now.
Post Tags: Tags: France, Germany, leadership styles, Spain, Sweden, USA