Compare management practices (POSLC) of key

economies namely U.S.A, Japan, China, India, U.K,

France and Germany.

Submitted by,
Neshaanth M
1927561
 USA Management
Introduction:
America’s economy has the status as world’s biggest economy. It is one of the most advanced
nations of the world. America’s management style can be described as individualistic in approach.

Planning:
➢ Primarily short-term orientation
➢ Individual decision making
➢ Decisions are initiated at the top and flow down
➢ Fast decision making; slow implementation requiring compromise, often resulting in
suboptimal decisions
➢ Involvement of a few people in making and selling with the decision to people with
divergent values

Organizing:
➢ Individual responsibility and accountability
➢ Clarity and specificity of decision responsibility
➢ Formal bureaucratic organizational structure
➢ Lack of common organization culture; identification with profession rather than with
company

Staffing:
➢ People hired out of schools and from other companies; frequent company changes
➢ Rapid advancement highly desired and demanded
➢ Loyalty to the profession
➢ Frequent performance evaluation for new employees
➢ Appraisal of short-term results
➢ Job insecurity prevails
➢ Promotions based primarily on individual performance
Leading:
➢ Leader acts as decision-maker and head of group
➢ Directive style
➢ Often divergent rules ; individualism sometimes hinders cooperation
➢ Face-to-face confrontation common; emphasis on clarity
➢ Communication primarily top-down.

Controlling:
➢ Control by superior
➢ Control focus on individual performance
➢ Fix blame
➢ Limited use of quality control circles

Japan’s Management

Introduction:
Japan’s economy has its status as world’s second biggest behind United States with making
Japanese organizations especially in the assembling division more aggressive than their global
partners. At the beginning of 21st century Japan administration are like never before in a state of
flux, as researchers and business pioneers much same rethink which practices work and which
don’t.

Planning:
➢ Leader acting as social facilitator and group member
➢ Collective decision making with consensus
➢ Involvement of many people in preparing and making decisions
➢ Decisions flow from bottom to top
➢ Slow decision making and fast implementation of the decision
Organizing:
➢ Collective responsibility and accountability
➢ Ambiguity of decision responsibility
➢ Informal Organizational Structure
➢ Well known common organization culture and philosophy and having competitive spirit
towards other enterprises

Staffing:
➢ Slow promotion through the ranks
➢ Loyalty to the company
➢ Very Infrequent performance evaluation of new employees
➢ Promotion base on multiple criteria

Leading:
➢ Leader acting as a social facilitator and group member
➢ Paternalistic style
➢ Common values facilitating cooperation
➢ Bottom-up communication

Controlling:
➢ Control by peers
➢ Control focus on group performance
➢ Saving face
➢ Extensive use of quality control circle

Conclusion:
Japan’s administration is picking up criticalness in light of the fact that it manages the
procedure of arranging, sorting out, staffing, heading and controlling is superior compared to other
nations.
 China Management

Introduction:
In China significant choices are made by individuals at the top ,yet numerous individuals are
included in operational choices. Lower levels administrators have no power to decide. Chinese
managerial practices are truly affected by the way that the organizations are claimed by state and
guided by government authorities.

Planning:
➢ Long term and short term orientation
➢ Decision making by committees with the top individual
➢ Slow implementation
➢ Top-down participation at lower levels

Organizing:
➢ Collective and individual responsibility
➢ Attempts to introduce the factory responsibility system
➢ Formal bureaucratic organization structure
➢ Identification with the company but no competitive spirit

Staffing:
➢ Most hired from school, fewer from other companies
➢ Slow promotion but regular salary increase
➢ Lack of loyalty to both company and profession
➢ Infrequent performance review
➢ Promotion are supposed to be based on performance, potential ability and education.

Leading:
➢ Leader as the head of group
➢ Directive and parent-child relationship
➢ Avoidance of confrontation
 ➢ Communication top-down

Controlling:
➢ Control by group leader
➢ Primary control by groups but also individuals
➢ Limited use of quality control

Conclusion :
China’s control practices are a mixture of U.S and Japanese managerial practices in
recognizing deviations from principles there is a propensity to let the persons in charge of poor
execution conceal any hint of failure face

Indian Management

Planning:
➢ Long term orientation and short orientation
➢ Decision-making by committees
➢ Slow decision-making and slow implementation

Organizing:
➢ Collective and individual responsibility
➢ Strong project management skills
➢ Technology, research and development professionals and business managers have more
avenue to success

Staffing:
➢ Infrequent performance evaluations for new employees
➢ Appraisal of long term performance
➢ Training and development considered a long-term investment
 ➢ Identification of potential employees, training, and development

Leading:
➢ Leader acts as a social facilitator and a group member
➢ Paternalistic style
➢ Avoidance of confrontation emphasis is on harmony
➢ Bottom-up communication

Controlling:
➢ Control by group leaders on group performance
➢ Try to save face
➢ Limited use of quality control circles

U.K Management

Planning:
➢ Long term and short term depending on the size of the company
➢ Decision taken by the committees
➢ Fast decision-making but implementation is slow

Organizing:
➢ Collective and individual responsibility
➢ Low levels of regulation
➢ High levels of productivity

Staffing:
➢ Frequent performance for new employees
➢ Appraisal of short-term results
➢ Training and development considered a long-term investment
Leading:
➢ Leader as the head of the group
➢ Directive. Shares better relationship
➢ Avoidance of confrontation
➢ Communication top-down

Controlling:
➢ Strict supervision by managers on performance on a whole
➢ Responsibility is shared
➢ Extensive use of quality control

France Management:

Planning:
➢ Short term yearly plans are followed
➢ Decisions are taken together by taking the ideas of lower staff
➢ Fast decision-making but implementation is slow

Organizing:
➢ Shared responsibilities
➢ Cross structural management
➢
Staffing:
➢ Frequent performance evaluation for new employees
➢ Appraisal of short-term results
➢ Training and development considered a long-term investment

Leading:
➢ Leader acts as the decision maker and head of the group
➢ Directive shares better relationship
 ➢ Avoidance of confrontation
➢ Communication is far better

Controlling:
➢ Control by superiors on individual performance
➢ Fix blame
➢ Limited use of quality control circles available

German Management

Planning:
➢ Rules and regulation is a time controlled culture adherence to schedule is very important
➢ Decision-making depends upon industry with the professional level of employees
➢ It follows a social market economy

Organizing:
➢ Team work is very effective and well coordinated
➢ Collective responsibility and accountability

Staffing:
➢ Loyal to the organization
➢ Training and development considered a long-term investment
➢ Promotions based on individual performance
➢ Technically capable

Leading:
➢ Shows strong leadership
➢ Technically capable
➢ Cooperation and coordination with the government
➢ Relationship between managers and workers are very close
➢ Concentrates most on product quality and product service
Controlling:
➢ Responsibility is shared
➢ Control focus on quality performance

Comparison
In U.S the managers are very much under pressure by stakeholders to show favorable ratios
each time they report. This unfortunately may not encourage investments that have a payout in the
more distant future. In U.S organizations decisions are made primarily by people and usually only a
few people are involved. Consequently after the decision has been made it has been sold to others,
often to people with different values and different perceptions of what the problem really is and
how it is to be solved. Organizations in U.S emphasize individual responsibility, with efforts to
clarify and make explicit who is responsible for what.
In China the situation is quite different. Most of the business are state owned, and it is only
more recently that some private companies has come into existence. In China, major decisions are
made by the people at the top, but many people are involved in operational decisions. Lower-level
managers have very little authority to make decisions. Decision-making through the central
planning bureau is under the control of the state. Staffing process in China is similar to that of Japan
where employees are hired from school. Lacking in China is the dedication and loyalty to company
as in Japan and to profession as in U.S. Performance reviews are done infrequently in China which
is more certainly often than in Japan.
In Japan the interesting aspect is the way the decisions are made. In a typical organization,
several levels are involved in making the decision. The most important part is understanding and
analyzing the problem and developing various alternate solutions. In Japan people are hired out of
school. Promotions are rather slow and for most young for the first 15 to 20 years with a company
are pretty much the same. In Japan the criteria for promotion is usually a combination of seniority
and merit. Japanese companies invests heavily in training and development of employees. Japanese
managers are seen as social integrators who are a part of work group. Japan remains the lowest with
just half percent hike in salary.
India is an emerging economy and comparison of Indian economy with other countries such
as US, Japan, China and Germany is needed to study international economy and business. India has
highest growth rate in stock market. GDP India is fourth highest in the world in PPP terms. India
has fifth highest foreign currency reserve in the world. India is growing at the rate of eight to nine
percent per annum where as most of the developed countries including US and Japan. Salary hike is
highest in the world. The lacking point is employment process which is higher compared to other
countries.
In U.K the fundamental principles are courtesy, politeness, discipline and punctuality .In
U.K there is a puzzle in the dimension while it has moderately high levels of completion and low
levels of regulation. UK relatively poor labour productivity performance both in terms of growth in
recent years compared to previous trends. Unlike US, the country’s firm also seems to benefit from
higher levels of management skills. One hypothesis is that it lacks in poor management performance
in manufacturing driven by low skills or a preponderance of family-run business.
In France it is controlled-time culture, and adherence to schedules is important and
expected. In France missing deadline is a sign of poor management and inefficiency and will shake
people’s confidence. Unlike UK and Germany there are strong and specific regulations , the
acceleration internationalization of large organizations and sociological upheaval. Compared to
other countries France’s intercultural adaptability and readiness to change is developing all time.
French like working in team collaborate quite well.
In Germany all evolve around the desire to design and manufacture high quality products
and provide customers with extraordinary responsiveness and dedication. In contrast to India and
US , German managers are interested not only in the financial success of their product lines but also
closely follows production methods and make it a priority to maintain good relations with workers
in order to create a culture of cooperation and communication that it thought to be necessary in
order to continuous create and produce good products. German managers tend to remain with one
firm throughout their career which means they are intense loyal to the firm and make decisions
which will be best for long term prospects of the firm.