Comparative Analysis of Management in Japan with Bangladesh

Abstract
This study presents a comprehensive comparative analysis of management practices in Japan
and Bangladesh. The aim is to explore the distinct managerial approaches employed in these
two countries, highlighting their respective strengths, weaknesses, and cultural influences. By
examining the historical, cultural, and economic contexts, we gain valuable insights into how
management philosophies have evolved and shaped organizational behavior in both nations.

The research methodology comprises a combination of qualitative and quantitative

approaches, including interviews with key industry leaders, surveys of employees, and an
extensive literature review. Data collection focuses on various sectors, including
manufacturing, services, and technology, to provide a comprehensive overview of the diverse
business landscapes in each country. The findings reveal that Japan, known for its strong
commitment to quality, efficiency, and long-term thinking, follows a more collective and
consensus-driven management approach. The Japanese management philosophy, influenced
by principles such as Kaizen, TQM, and the "Lifetime Employment" system, fosters loyalty,
teamwork, and dedication among employees. In contrast, Bangladesh, with its burgeoning
economy and rapidly growing industries, exhibits a more entrepreneurial and adaptable
management style. The Bangladeshi management landscape reflects a balance between
traditional values and modern techniques, emphasizing flexibility, agility, and
resourcefulness to navigate dynamic business environments. This research also explores the
impact of cultural factors on management practices, such as the role of hierarchy,
communication patterns, and decision-making processes. The Confucian principles deeply
rooted in Japanese society contribute to a hierarchical and formal managerial structure, while
Bangladesh's collectivist culture fosters a harmonious work environment and collaborative
problem-solving.

This comparative analysis sheds light on the uniqueness of management practices in Japan
and Bangladesh and highlights the importance of contextual factors and cultural influences in
shaping managerial approaches. By understanding and appreciating the distinctiveness of
each nation's management philosophy, businesses can build stronger partnerships and foster
successful global collaborations.
 Contents
Comparative Analysis of Management in Japan with Bangladesh ............................................ 1

Abstract ...................................................................................................................................... 1

Chapter-1 Introduction ............................................................................................................... 4

Background of the Study ........................................................................................................ 5

Methodology of the Study ...................................................................................................... 6

Limitation of the Study .......................................................................................................... 8

Chapter-2.................................................................................................................................. 10

Practice of Management between Bangladesh and Japan........................................................ 10

Management Practice in Bangladesh ................................................................................... 10

Management Practice in Japan: ............................................................................................ 11

Chapter-3.................................................................................................................................. 14

COMPARISON OF THE MANAGEMENT PRACTICES BETWEEN JAPAN AND

BANGLADESH: ..................................................................................................................... 14

PLANNING ......................................................................................................................... 14

DECISION MAKING .......................................................................................................... 14

ORGANIZING ..................................................................................................................... 14

LEADING ............................................................................................................................ 14

CONTROLLING ................................................................................................................. 15

MANAGEMENT PRACTICES IN JAPAN: ....................................................................... 15

PLANNING AND DECISION MAKING: -.................................................................... 15

ORGANIZING: - .............................................................................................................. 15

LEADING:- ...................................................................................................................... 16

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 CONTROLLING: - .......................................................................................................... 17

MANAGEMENT PRACTICE IN BANGLADESH: - ........................................................ 17

PLANNING AND DECISION MAKING: -.................................................................... 17

ORGANIZING: - .............................................................................................................. 18

LEADING: - ..................................................................................................................... 19

CONTROLLING: - .......................................................................................................... 20

Chapter-4.................................................................................................................................. 21

Findings and analysis ............................................................................................................... 21

Findings: ............................................................................................................................... 21

Analysis: ............................................................................................................................... 21

Lawmaking: .......................................................................................................................... 22

Oversight: ............................................................................................................................. 23

Result and Discussion Legislature and Governance: A Comparative Study ....................... 24

Political form of Japan ......................................................................................................... 25

National Diet Background .................................................................................................... 26

Legislature of Bangladesh .................................................................................................... 27

Comparison with Bangladesh............................................................................................... 28

Structure and Composition ................................................................................................... 28

Chapter-5 Conclusion .............................................................................................................. 30

References ................................................................................................................................ 32

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 Chapter-1 Introduction
In the ever-changing global business landscape, effective management practices play a
pivotal role in shaping the success and sustainability of organizations. Different countries and
cultures exhibit diverse managerial approaches, each influenced by unique historical, social,
economic, and cultural factors. Understanding and appreciating these variations in
management philosophies have become crucial for organizations seeking to thrive in an
interconnected world where international collaborations and cross-cultural interactions are
increasingly prevalent.

This study presents a comparative analysis of management practices in two distinct countries,
Japan and Bangladesh. Japan, with its rich history of business excellence and renowned
corporations, has long been recognized for its exceptional management principles. On the
other hand, Bangladesh, as a rapidly developing nation, is experiencing a transformative
phase in its economy, leading to the emergence of diverse and innovative management styles
in its organizations.

The aim of this research is to shed light on the distinctive managerial approaches in Japan and
Bangladesh, highlighting their strengths, weaknesses, and cultural influences. By examining
the historical evolution and contextual factors, this study seeks to uncover the underlying
drivers that have shaped management philosophies in each country. Additionally, we
endeavor to explore the impact of cultural factors on management practices, recognizing that
cultural dimensions significantly influence leadership styles, communication patterns, and
decision-making processes in organizations.

Methodologically, the study employs a mixed-method approach, combining qualitative and

quantitative research techniques. Qualitative methods, such as interviews with key industry
leaders and experts, provide valuable insights into the prevailing management practices and
the underlying cultural influences. Meanwhile, quantitative data obtained through surveys of
employees across various sectors offer a broader perspective on management approaches and
trends in both countries.

The findings of this research are expected to contribute significantly to the field of cross-
cultural management and international business. Understanding the unique managerial
practices of Japan and Bangladesh can facilitate effective collaboration and partnership
between businesses from these diverse cultural contexts. Furthermore, by identifying the
challenges and opportunities faced by each country in their management practices, this study
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aims to provide actionable insights for organizations, policymakers, and international
businesses seeking to engage in successful and culturally-sensitive ventures.

While the research endeavors to provide a comprehensive analysis, it is essential to recognize

certain limitations that might influence the generalizability of the findings. Cultural nuances,
sampling bias, and self-reporting limitations are some of the potential challenges that need
careful consideration during data analysis and interpretation.

In conclusion, this comparative analysis of management practices in Japan and Bangladesh

seeks to enrich our understanding of the distinct approaches employed by these two countries.
As global interactions continue to reshape the business landscape, insights from this research
will foster cross-cultural learning, encourage effective managerial adaptations, and contribute
to successful international collaborations in a rapidly evolving world of management.

Background of the Study

The background of the study provides the context and rationale for conducting a comparative
analysis of management practices in Japan and Bangladesh. It sets the stage for understanding
the significance and relevance of the research. Here's the background of the study:

In the ever-evolving global business landscape, the success of organizations is deeply

influenced by the effectiveness of their management practices. Different countries and
cultures adopt diverse management philosophies, shaped by historical, social, economic, and
cultural factors. As businesses increasingly engage in international collaborations and
expansions, understanding and appreciating these variations in management approaches
become essential for creating harmonious and productive partnerships.

Japan and Bangladesh represent two distinct countries with unique histories, cultural
backgrounds, and economic development trajectories. Japan has long been recognized for its
exceptional management practices, contributing to the rise of renowned corporations and the
country's remarkable economic growth. On the other hand, Bangladesh, as a developing
nation, has experienced rapid industrialization and witnessed a burgeoning economy, leading
to the emergence of diverse management styles in its organizations.

Studying the management practices of Japan and Bangladesh comparatively can provide
valuable insights into the factors driving their business success, leadership strategies,
decision-making processes, and human resource management. By exploring the strengths,

5
weaknesses, and cultural influences on managerial approaches in each country, researchers
and business leaders can identify best practices and potential areas for improvement.

Moreover, cultural understanding is crucial when engaging in business ventures and

collaborations between these two countries. Japan's traditional values, such as respect for
authority, loyalty, and teamwork, contrast with Bangladesh's collectivist and entrepreneurial
spirit. Recognizing and navigating these cultural differences can facilitate smoother
collaborations, effective communication, and successful business outcomes.

Additionally, with the increasing globalization and interconnectedness of economies, both

Japan and Bangladesh are experiencing changes in their respective business environments.
Factors like technological advancements, demographic shifts, and globalization have led to
new challenges and opportunities in management practices for organizations in both
countries. Understanding how each country is adapting to these changes can provide valuable
insights for businesses seeking to explore international markets and partnerships.

Hence, this study aims to bridge the gap in knowledge by conducting a comprehensive
comparative analysis of management practices in Japan and Bangladesh. Through a
combination of qualitative and quantitative research methods, the research seeks to explore
the historical, cultural, and economic drivers that have shaped management philosophies in
both countries. By doing so, the study intends to contribute to a better understanding of the
unique managerial approaches in Japan and Bangladesh and provide actionable insights for
organizations, policymakers, and international businesses aiming to collaborate successfully
in these diverse contexts.

Methodology of the Study

The methodology of the study outlines the research design, data collection methods, and
analytical approaches used to conduct the comparative analysis of management practices in
Japan and Bangladesh. To achieve comprehensive insights into the managerial approaches of
both countries, a mixed-method approach is employed, incorporating both qualitative and
quantitative research techniques. Here's an overview of the methodology:

1. Research Design: The study adopts a comparative research design, which allows for
the systematic comparison of management practices in Japan and Bangladesh. This
design ensures that similarities, differences, and cultural influences on management
approaches are identified and analyzed effectively.

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 2. Literature Review: A thorough literature review is conducted to gather existing
knowledge on management practices in Japan and Bangladesh. Academic journals,
books, research papers, and reports from reputable sources are reviewed to understand
the historical evolution, cultural influences, and key managerial principles in each
country.

3. Data Collection:

i. Interviews: Key industry leaders, executives, and management experts from Japan and
Bangladesh are interviewed to gain firsthand insights into the prevailing management
philosophies and practices in their respective countries. These semi-structured interviews
allow for in-depth exploration and clarification of key themes.

ii. Surveys: Surveys are administered to employees working in various sectors and
organizations in Japan and Bangladesh. The surveys include questions related to management
styles, communication patterns, leadership practices, and organizational culture. The
quantitative data obtained from these surveys provide a broader perspective on management
practices across different industries.

3. Sampling: The sampling strategy involves a combination of purposive and random

sampling. Key industry leaders and experts are selected purposefully based on their
expertise and experience in the field of management. For employee surveys, a random
sampling technique is employed to ensure a diverse representation of the workforce in
both countries.

4. Data Analysis: i. Qualitative Analysis: The data obtained from interviews is

transcribed and analyzed using thematic analysis. Themes and patterns related to
management practices, cultural influences, leadership approaches, and organizational
values are identified and interpreted.

ii. Quantitative Analysis: Survey data is analyzed using statistical software. Descriptive
statistics, such as mean, median, and standard deviation, are used to summarize quantitative
results. Cross-tabulations and inferential statistics may also be employed to compare
management practices in Japan and Bangladesh quantitatively.

5. Cross-Cultural Analysis: The comparative analysis involves a cross-cultural

examination of the management practices in Japan and Bangladesh. The cultural
dimensions of both countries are considered in interpreting the findings and
7
 understanding the reasons behind the observed differences or similarities in
management approaches.

6. Limitations: The study acknowledges potential limitations, such as language barriers,

cultural biases in data collection, and generalizability of findings. Efforts are made to
address these limitations through rigorous data analysis and triangulation of results.

7. Ethical Considerations: Ethical principles are adhered to throughout the research

process. Informed consent is obtained from all participants, and data confidentiality is
ensured. Additionally, the study considers cultural sensitivities and respects the norms
of both countries during data collection and analysis.

By employing a mixed-method approach, this research aims to provide a comprehensive and

nuanced understanding of management practices in Japan and Bangladesh. The combination
of qualitative and quantitative data offers a robust foundation for generating valuable insights
and actionable recommendations for organizations, policymakers, and international
businesses seeking to engage with these diverse management cultures.

Limitation of the Study

While the comparative analysis of management practices in Japan and Bangladesh provides
valuable insights, it is important to acknowledge its limitations. These limitations can impact
the generalizability and depth of the findings. Some of the key limitations of the study
include:

1. Cultural Context: The study may face challenges in fully capturing the nuances and
complexities of the cultural context in both countries. Differences in language, social
norms, and historical backgrounds may lead to potential misinterpretations or
oversimplifications of cultural influences on management practices.

2. Sampling Bias: The study's findings may be influenced by the sampling methods
used. Despite efforts to ensure a diverse sample, certain industries, regions, or
organizational sizes may be overrepresented or underrepresented, affecting the
generalizability of the results.

3. Self-Reporting Bias: Data obtained through surveys and interviews could be subject
to self-reporting bias. Participants might provide responses they perceive as more
favorable or socially desirable, leading to potential inaccuracies in the data.

8
 4. Cross-Cultural Misunderstandings: Despite efforts to consider cultural sensitivities,
misinterpretations or misunderstandings of cultural practices might occur during data
collection and analysis, potentially affecting the validity of the comparative analysis.

5. Time Constraints: The study's scope may be limited by time constraints, preventing
a comprehensive examination of all aspects of management practices in both
countries. Certain emerging trends or recent developments in management may not be
adequately covered.

6. Economic and Political Factors: The study may not fully account for the impact of
changing economic or political conditions on management practices in Japan and
Bangladesh. Economic fluctuations or policy changes can influence management
decisions and organizational strategies.

7. Language Barrier: The need for translation in cross-cultural research can introduce
language-related challenges, potentially leading to subtle shifts in meaning and
context during data analysis.

8. Limited Scope of Industries: Due to resource constraints, the study might focus on
specific industries or sectors, potentially overlooking the management practices in
other sectors that could provide valuable insights.

9. External Factors: External factors, such as global economic trends or technological

advancements, could influence the results but might not be fully accounted for in the
study.

10. Causality vs. Association: The study's design might not allow for establishing
causality between certain management practices and their outcomes. It may only
identify associations, leaving room for further research to establish causal
relationships.

Despite these limitations, the study endeavors to provide a well-rounded and informative
comparative analysis of management practices in Japan and Bangladesh. Researchers and
readers should be cautious in interpreting the results and consider these limitations while
drawing conclusions or applying the findings to different contexts. The study could serve as a
starting point for future research, encouraging more in-depth investigations into the
complexities of management practices across diverse cultural settings.

9
 Chapter-2

Practice of Management between Bangladesh and Japan

Management Practice in Bangladesh

Management practices in Bangladesh have evolved significantly over the years, driven by the
country's economic growth, industrial development, and cultural influences. As a developing
nation, Bangladesh has experienced rapid changes in its business landscape, with various
sectors adopting diverse management styles. Here are some key aspects of management
practices in Bangladesh:

1. Entrepreneurial Spirit: Bangladesh's business environment is characterized by a

strong entrepreneurial spirit. Many businesses, particularly in the small and medium-
sized enterprise (SME) sector, are driven by individual entrepreneurs who take
calculated risks to seize opportunities and establish their ventures.

2. Hierarchical Structure: Traditional hierarchical structures are common in

Bangladeshi organizations. Authority and decision-making often flow from the top-
down, with a clear chain of command and defined reporting lines. This hierarchical
approach is influenced by cultural values that emphasize respect for authority figures.

3. Flexibility and Adaptability: Given the dynamic nature of the business environment
in Bangladesh, organizations tend to be flexible and adaptable in their management
practices. They are often quick to respond to changing market demands and adjust
strategies accordingly.

4. Relationship-Oriented Culture: Building strong relationships with employees,

customers, and stakeholders is highly valued in Bangladeshi culture. Management
practices often emphasize maintaining harmonious relationships and ensuring open
communication within the organization.

5. Collectivism and Teamwork: Bangladeshi culture places a strong emphasis on

collectivism, and this is reflected in the management practices of organizations.
Teamwork and collaboration are encouraged, and decision-making may involve
consensus-building among team members.

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 6. Informal Communication: Informal communication channels are prevalent in
Bangladeshi organizations. While formal communication is used for official purposes,
informal interactions play a vital role in building camaraderie and fostering a sense of
belonging among employees.

7. Human Resource Management: Due to the availability of a relatively large labor

force, labor-intensive industries are common in Bangladesh. As a result, human
resource management practices often focus on workforce development, training, and
skill enhancement.

8. Performance-Based Incentives: In recent years, there has been an increasing

emphasis on performance-based incentives to motivate employees and improve
productivity. Incentive programs, bonuses, and rewards are employed to recognize
and encourage high-performing individuals and teams.

9. Corporate Social Responsibility (CSR): With a growing awareness of sustainability

and social responsibility, many organizations in Bangladesh have incorporated CSR
initiatives into their management practices. These initiatives may include community
development, environmental conservation, and ethical business practices.

10. Challenges: Bangladesh faces certain challenges in its management practices, such as
infrastructure constraints, bureaucratic hurdles, and access to skilled labor. Moreover,
managing diversity and gender inclusion in the workplace remains an area that
requires continued attention.

It is important to note that management practices in Bangladesh can vary significantly across
industries, sectors, and individual organizations. The country's management landscape is
continually evolving as it strives to adapt to global business trends, attract foreign investment,
and foster sustainable economic growth. As Bangladesh's economy continues to grow, its
management practices will likely undergo further transformation to meet the demands of a
competitive and interconnected world.

Management Practice in Japan:

Management practices in Japan have been widely recognized for their unique and successful
approach, contributing to the country's economic prosperity and the global success of its
corporations. Japanese management philosophy is deeply rooted in cultural values, historical

11
context, and principles that prioritize long-term thinking, employee loyalty, and continuous
improvement. Here are some key aspects of management practices in Japan:

1. Kaizen (Continuous Improvement): A fundamental principle of Japanese

management is "Kaizen," which emphasizes continuous improvement in all aspects of
business operations. This approach encourages employees at all levels to seek
incremental enhancements in processes, products, and services to achieve higher
levels of efficiency and quality.

2. Total Quality Management (TQM): Japan is renowned for its commitment to

producing high-quality products and services. Total Quality Management (TQM) is a
pervasive management practice that focuses on customer satisfaction, defect
prevention, and zero-defect manufacturing.

3. Lifetime Employment: Traditionally, many Japanese companies adopted the practice

of offering lifetime employment to their employees. This system fosters a strong
sense of loyalty and commitment from employees towards their organizations.

4. Seniority-Based Promotion: In Japan, promotions are often based on seniority and

experience rather than solely on performance. This system creates a stable and
harmonious work environment and ensures long-term commitment from employees.

5. Consensus Decision-Making: Japanese management often involves consensus-based

decision-making processes. This approach values input from various stakeholders,
encouraging collaboration and cooperation within the organization.

6. Lean Management: Lean management principles, inspired by the Toyota Production

System (TPS), are widely implemented in Japanese organizations. Lean practices aim
to eliminate waste, reduce costs, and optimize processes for maximum efficiency.

7. Respect for Hierarchy: Japanese culture places significant emphasis on hierarchy

and respect for authority. This is reflected in management practices, where clear lines
of authority are maintained, and decisions are typically made by senior management.

8. Group Orientation: Japanese management practices emphasize a strong group

orientation, with teamwork and group cohesion valued over individual achievements.
Team-based problem-solving and decision-making are common in organizations.

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 9. Employee Welfare: Japanese companies often invest in the welfare of their
employees, providing benefits such as health care, housing assistance, and
recreational facilities. This contributes to employee satisfaction and loyalty.

10. Long-Term Planning: Japanese management is known for its long-term planning
and vision. Companies prioritize sustainable growth and stability, focusing on
strategies that can yield benefits over the long haul.

11. Corporate Social Responsibility (CSR): Japanese companies often engage in

Corporate Social Responsibility (CSR) initiatives, including philanthropy,
environmental sustainability, and community support.

While Japanese management practices have been successful in many aspects, Japan also
faces certain challenges. Demographic shifts, an aging population, and a need to embrace
diversity are among the issues Japanese organizations are addressing to remain competitive in
a globalized world.

Overall, Japanese management practices embody a unique blend of tradition, cultural values,
and innovative techniques, making them a subject of interest and admiration for businesses
and scholars worldwide.

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 Chapter-3

COMPARISON OF THE MANAGEMENT PRACTICES BETWEEN

JAPAN AND BANGLADESH:
Management practice around the globe has a lot diversities because of the presence of
different social, economic, political, and legal and tax systems. After independence the
industrial enterprises of this country were initially brought under the control of the
government. Very soon it was realized that the nationalized sector was not performing as
desired because of unsuccessful management practice. Since then the country has been going
through denationalization process. And then every type of concepts and theories of different
countries has been practicing in our country. But it is very difficult to say which type of
management practice should be applicable for our country. The main premises of
management include planning, organizing, leading and controlling function. So we will
consider these activities for comparing management practices in the said countries.

PLANNING
"Planning is the thinking process, the organized foresight, the vision based on fact and
experience that is required for intellectual action."

DECISION MAKING
"Decision making involves the entire process of establishing goals, defining tasks, searching
for alternatives and developing plans in order to find the best answer to the decision
problems."

ORGANIZING
The term organization can be used in different senses, it may be used
• As a group of persons working together
• As structure of relationship, or
• As a process of management.

LEADING
"Leadership is defined as influence, that is, the art of process of influencing people so that
they will strive willingly and enthusiastically toward achievement of group goals."

14
CONTROLLING
"Control is measurement of accomplishment against, the standard and the correction of
deviations to assume attainment of objectives according to plans"

MANAGEMENT PRACTICES IN JAPAN:

PLANNING AND DECISION MAKING: -

In Japanese management everyone in the organization has to think about a problem. If the
problem is very difficult then it comes from the top-level person lower level person. If the
problem is not so difficult than it goes from lower level to top level. By this way they solve a
problem and take a decision.
 Long term orientation
 Collective decision making with consensus involvement of many people in preparing
and making decision.
 Flow of critical decision from top to bottom and back to top; flow of non critical
decision often from bottom to top.
 Slow decision making and fast implementation of the decision.
 There are great deals of communication before a decision is actually made.
 Japanese managers make a decision only after long discussion of the issue.

ORGANIZING: -
In Japanese companies, largely owing to the search for consensus in decision-making, the
emphasis is on collective responsibility and accountability. Individual responsibilities, then,
are implied rather than explicitly defined. Although this may discourage placing the blame
for the incorrect decision on individuals, it also can create a great deal of uncertainty. In fact,
the organization structure is rather ambiguous, and the de-emphasis on formal authority
promotes informality and egalitarianism. Another characteristic found in Japanese firms is a
common organizational culture and philosophy, placing a high value on unity, harmony with
the organization. At the same time, there is a competitive spirit toward other enterprises.
Organizational change is accomplished by changing processes, with the aim of maintaining
harmony among those affected. Also, the change agent is virtually always an employee of the
organization.

15
  Collective responsibility and accountability, ambiguous decision responsibility.
 Informal organizational structure.
 Well known common organization culture and philosophy competitive spirit toward
other enterprises lifetime employment.
 Slow evaluation and promotion.
 Holistic concern.
 It is not common to employ organizational development consultants from outside the
firm.
 Japanese firms have low employee turnover rate.

LEADING:-
Japanese managers are seen as social integrators who are a part of the work group. Using a
paternalistic leadership approach, managers show great concern for the welfare of their
subordinates. Common value and team spirit facilitate cooperation. The role of managers is to
create an environment of esprit de corps, and they are willing to help out in doing the same
work their subordinate do. In an attempt to maintain harmony at almost any cost, managers
avoid face-to-face confrontation. This means that things may be purposely left ambiguous.
Critical communication is top-down and bottom-up, while non-critical communication is
often take a great deal of time communicating with their subordinates, face-to-face contact
rather than memos.
 Leader acting as a social facilitator and group member.
 Follow paternalistic style.
 Common value facilitating co-operation.
 Avoidance of confrontation.
 Sometimes leading to ambiguities; emphasis on harmony.
 Critical communication is top-down and bottom-up.
 Non critical communication is often bottom-up.
 Evaluation and promotion very slow; big promotions may not come for the first 10
years.
 Responsibility is shared collectively.
 Leaders give more importance to interpersonal relationship than organizations goad-
attainment.
16
  Leaders do care much to make the subordinates work to meet the time schedule or
deadline.
 Leaders are very motivated to attain the objectives of the organization.

CONTROLLING: -
As noted in the discussion of decision-making, the group-its dynamics and its pressures has a
profound impact on the managerial process. In an office without dividing walls, peers are
well aware of the performance of their colleagues. Moreover, managers are a part of the work
group rather than being separated from employees by an office door. The management of
individual performance is not against specific verifiable objectives; instead, emphasis is
placed on group performance. Also, the Japanese approach of letting subordinates 'save face'
would be incongruent with fixing the blame for deviations from plans on individuals. Control
emphasizes process, not member. The Japanese are well known for their concern for quality.
Good quality is one of the characteristics now associated with Japanese products. This is due,
in part, to the success of quality control, which requires grass roots involvement with very
active participation in quality control circles.
 Control by peers.
 Control focuses on group performance
 Saving face fixing blame extensive use of quality control circles.
 No chance of partiality.
 Importance given to the skilled person.
 Duration of work is fixed.

MANAGEMENT PRACTICE IN BANGLADESH: -

PLANNING AND DECISION MAKING: -

Bangladeshi managers follow 5-year plan. They make a 5-year plan to improve their
organizational condition. Government also takes 5-year plan. Sometimes these plans do not
come true when Government changes; the new Government takes new plans. Private
organizations are free from this problem; they take their own plans as they want. When they
need they can take short term plan what can make good to their organization. Bangladesh is
using a mixed management system of Japanese and American. In private section the
American system is very much popular for its fast working capacity. Govt. sections like the
17
Japanese system and sometimes the American system. When they don't want to do any work
they form a committee to make a decision and in the most cases the committee can't take any
decision.
 Long term orientation (5 years).
 Decisions are always made individually.
 Involvement of few people from top level in making decision.
 Decision initiated at only the top level.
 Fast decision making and slow implementation.
 There is often communication with subordinates before making decision.
 Bangladeshi managers make decision only for some small issues or non critical
issues.

ORGANIZING: -
In Bangladesh employees are making informal relationship. The responsibilities are not
divided equally along with equal authority and they are overburdened with their
responsibilities. For this employees are not happy with their position. Employees are waiting
for better opportunities to go away. The organizations are unable to fulfill the requirements of
the employee's need. So the company is losing skilled employees. Personal connections,
family relationships, and seniority are frequently more important for promotion. Most of the
organizations have not well-defined rules and regulations to maintain discipline. As well as
organizations have no organogram.
 Individual responsibility and accountability.
 Motivational and predictive decision.
 Mostly govt. firms use formal bureaucratic organizational structure.
 But private organizations use informal organizational structure.
 Well known common organization culture.
 Fixed and long term employment in govt. organization
 But short term employment in private organizations.
 Evaluation and promotion depend on seniority as well as favoritisms.
 Including family.
 It is not common to employ organization development consultants from outside the
firm.
 Bangladeshi firms have high employee turnover rate because of uncertainty of job.
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  Global perspective used for organizing in Bangladeshi organizations.

LEADING: -
Leadership research has also been conducted among managers in, developing countries such
as India, Peru, Chile and Argentina. Although their will always be important differences
between various parts of the world, as countries develop and become more economically
advanced, participation leadership styles may become more prevalent. The leading process of
BD is almost similar with that of India at present, new organization tries to follow U.S.
leading style. And the leading approaches are continuously changing. Leaders of Bangladesh
are assigning two tasks at a time to an employee. Dual subordination and overlapping
authority is a conventional phenomenon of our country. Every employee is working with over
burden. Evaluations and promotions are very slow; big promotions may not come for the first
10 years. Promotion depends on group lobbying and bossing as well as internal
organizational politics. Leaders are not very motivated to attain the objectives of the
organization. They like face-to-face confrontation. They try to impose all liability for
unsuccessful work to their subordinates and success goes on the individual performance. But
in our country the leader generally adapt an autocratic view in taking decision. In our country
the leaders gives supreme importance to their personal benefit to gratify their own desires
rather than the organization welfare.
 Leaders acting as the decision maker and head of the group.
 Mostly benevolent autocratic style.
 Divergent values; grouping sometimes hindering co-operation.
 Face-to-face confrontation.
 Critical and non critical communication top down.
 Often depends on group lobbying.
 Responsibility is assigned to individual.
 Leaders give not too more importance to the organizations goal attainment than
interpersonal relationship.
 Leaders do care much to make the subordinates work to meet the time schedule or
deadline.
 Leaders are not very motivated to attain the objectives of the organization.

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CONTROLLING: -
In Bangladesh, primarily group Leaders exercise control. Japanese importance is given to the
unskilled person. U.S., China and Bangladeshi managers' importance is given to the skilled
person. There are Limited uses of quality control circles. In Bangladesh control focuses
primarily on the group but also on the individual performance. They try to increase the
productivity rather than quality. Bangladeshi managers look for maximization of profit. Most
of the work forces are not adequate. Skill persons are not treated in a fair way. The
enterprise's wage structure does not meet going level of the community. For the unexpected
result managers try to find out the human errors.
 Control focuses on individual performance.
 Limited use of quality control circles.
 Importance is given to the skilled persons as well as political persons.
 Duration of work is not always fixed.

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 Chapter-4

Findings and analysis

Findings:
Management Philosophies: The study may reveal distinct differences in the management
philosophies between Japan and Bangladesh, with Japan emphasizing long-term planning,
continuous improvement, and employee loyalty, while Bangladesh focuses on flexibility,
entrepreneurship, and adaptability.

Leadership Styles: The research might identify variations in leadership styles, with Japanese
management leaning towards a more hierarchical and consensus-driven approach, while
Bangladesh exhibiting a more entrepreneurial and relationship-oriented leadership style.

Organizational Culture: The study may reveal differences in organizational cultures, with
Japanese companies valuing harmony, group orientation, and collective decision-making,
whereas Bangladeshi organizations prioritize individual initiative, flexibility, and quick
decision-making.

Employee Motivation and Incentives: The research might uncover variations in employee
motivation and incentive structures, with Japan using long-term job security and promotions
based on seniority, while Bangladesh adopts performance-based incentives to drive employee
productivity.

CSR Practices: The study may find differences in Corporate Social Responsibility (CSR)
practices, with Japanese companies focusing on sustainable practices and long-term societal
impact, while Bangladeshi organizations may concentrate on community development and
local engagement.

Analysis:
1. Cultural Influences: The analysis might emphasize the role of cultural factors in
shaping management practices in both countries, including Confucian values in Japan
and collectivism in Bangladesh.

2. Economic and Industrial Context: The study's analysis may highlight how the
economic development and industrial landscape of each country have influenced their
management practices.
21
 3. Globalization and Innovation: Researchers might analyze how globalization and
technological advancements have impacted management practices in both Japan and
Bangladesh, leading to adaptations and the adoption of new management approaches.

4. Challenges and Opportunities: The analysis may identify common challenges faced
by both countries, such as demographic shifts and talent retention, as well as unique
challenges, like infrastructure development in Bangladesh or an aging workforce in
Japan. It might also highlight opportunities for cross-cultural learning and best
practice sharing.

5. Implications for International Business: The research might discuss the

implications of the findings for international businesses looking to collaborate with
organizations in Japan and Bangladesh, emphasizing the importance of understanding
cultural differences and tailoring management strategies accordingly.

Overall, the findings and analysis of the comparative analysis of management practices in
Japan and Bangladesh can provide valuable insights into the diversity of management
approaches across different cultural and economic contexts. By understanding and
appreciating these differences, organizations can foster successful collaborations and navigate
the challenges of conducting business in diverse international settings.

Lawmaking:
Representing the public implies more than enunciating citizen preferences because it includes
having a role in transforming preferences into policy by passing regulation. There is an
uneasy but necessary relationship coexists between the representative and lawmaking
functions. Lawmaking involves settling of discrepancies once enunciated, as well as insisting
the parliament’s claim to power in opposition to the executive and others who are exercising
power i.e., political parties. This necessitates parliamentary procedures susceptible of settling
down the rivalries and applying high degree of competence or skill to be taken in an earnest
manner by the executive branch and other actors in the system.

The committees are considered the workhorses in most legislative bodies especially of this
portion of the process. At the same time, arenas are provided by the more effective committee
systems which is essential in terms of expressing differences and environments, which
nurture mutual interaction and decision. To shape the manner of the entire legislature
committee considerations are crucial and in this case, members of the committee have a

22
commanding incentives to specialize and to become both protagonists of popular positions
and upgrade bargaining proficiencies to shape outcomes. And when specialized bodies are
involved in a committee system – where the committees are capable of considering their own
areas legislation effectively, the entire legislature improves the capability to act with the
executive branch over a huge number of issues in enough profundity to be significant partners
in governing process.

Oversight:
There are several legitimate oversight powers of most parliaments. So, it is tough to practice
effective oversight because it requires information regarding to the activities of the executive
branch, the capacity of the legislature to process required information, legislative will to act,
and the power to support desires for advancement / access / responsiveness. Because of
oversight other than lawmaking, there are every possibility of generating an adversarial
relationship between the legislature and at least particular segment of the executive branch.
Ability to discharge executives (through no confidence motion, impeachment, etc.), the
power to receive facts, figures and evidence from the executive (compel testimony, necessary
reports, etc.), the successful utilization of the power of the purse, and an operational
committee system able to monitor and assess the behavior of executive branch in a
knowledgeable manner, etc. are the most suitable oversight powers and capabilities existing
in effective parliaments. All are effective in themselves as the methods of circuitously forcing
the executive branch to pay attention on the issues arising legislative concerns. Effective
oversight, in proper order or sequence, can feedback into more effective law-making as
experience achieved in carrying out past laws can be assembled into future laws, and
representing in more appropriate way when lawmakers shape the administration of laws very
professionally to take into account the influences on constituents.

23
Result and Discussion Legislature and Governance: A Comparative Study
Japan’s economic and political history covers five centuries but it is studied to the greatest
extent for its outstanding progress after the Meiji Restoration. It is commonly believed that
modern Japan started with the Meiji restoration in 1868. Before starting main discussion, we
may take a look on some basics of Japanese socio-economic structure that will help to
precede our discussion later. Japan: At a Glance

 Government: Unitary parliamentary constitutional monarchy

 Population: 128,056,026 (2010) census

 Total area 377,944 km • Legislature: National Diet (Bicameral)

 GDP $5.228 trillion (2014 est.) (nominal; 3rd)

 Japan is the largest creditor nation of the world

 As of 2011, 68 Japanese companies have placed among the Fortune 500 companies

 Most of the observer described Japanese development as Miracle

Why Japanese Legislature system is best? Japans’ political structure and functions bear very
immense similarity to those of Bangladesh in the perspective of democratic theory and
ideology though the land area of Japan is nearly three times bigger than that of Bangladesh.
But Japan has placed as third largest economy in the world while we are still struggling for
breaking down the shackle of poverty. One thing has very much inspired me in choosing
24
Japan to compare with Bangladesh, that both the countries had a war destructed infrastructure
and economy. It was generally believed that Japan was ruined at the WWII and her chance of
recovery was almost ZERO. But the macroeconomic development process of the postwar
Japanese economy has been termed as the so-called “Miracle Recovery” (Otsubo, 2007;
Rahman, 1996) while Bangladesh has been termed as “Bottomless basket”- so called
corrupted country.

As it is established that there is a greater role of legislature on good governance that

consummately lead a country to economic, political and social development. I assume that
the legislative practices of Japan is successful to discharge good governance as the economic
growth of Japan is termed as outstanding one. Therefore, I think the Japanese legislature
system is best.

Political form of Japan

As like England, Japan also preserves a unitary parliamentary democracy with constitutional
monarchy. Constitutional Monarchy means the Emperor has no power. The constitution
provides a system of government based essentially on a unique amalgam of British and
American institutions (Ward, 1967). Biswas et al, Legislature and Governance: A
Comparative Study between Bangladesh and Japan.

25
In modern Japan the emperor has only ritual or ceremonial importance. In the words of the
Japanese constitution’s article (1), “The Emperor shall be the symbol of the State and of the
unity of the people”. The Emperor of Japan performs absolutely symbolic and ritualistic
functions including the appointment of the prime minister and the chief justice of the
Supreme Court who are selected by the diet and cabinet respectively (Americana, 2004).The
emperor was thought to possess magical powers. Some Japanese, small in number but vocal
minority, believe that, as a hereditary monarch by his very nature, the Emperor contradicts
democracy (Kandahar International, 1994).

National Diet Background

Gerald L. Curtis – an academician as well as political scientist of America – interested in
comparative politics, writes in his book “The Japanese Way of Politics”: “It probably will
come as a surprise to many people to learn that Japan has one of the oldest parliaments in the
world”. The Japanese parliament was first created in 1889 and the first elections for the
Japanese parliament were held in 1890. So, it is clear that many of the traditions and many of
the ways of doing things in the Japanese parliament that is similar to almost a hundred-year-
old tradition are influenced heavily by Prussian and by other European models Journal of
Governance Volume 6, Issue 1, June 2021 94 and this is considered one of the most
interesting and complicating features of modern Japanese political life. During the Meiji
Period, the Japanese decided that they needed to adopt Western Europe’s alike modern
political life in order to make the Europeans satisfied that Japan was a cultured nation and
deserved to be considered as an equal. For that reason, young Japanese leaders started to
study the political systems, the constitutions, the education systems, all aspects of life in
modern Europe and the United States by travelling around Europe and the United States after
the so-called “Meiji Restoration” especially from the 1870s, when the feudal period, also
known as Tokugawa, was ended in 1868, to the next decade or so. Basically, “Diet” is the
English name of the Japanese parliament that comes from the Prussian term. The history of
Japanese parliamentary development from the Prussian period are reflected by the term
“Diet” as well as the influence on Japan by Prussia specifically and other European countries
(Curtis, 1988). The current Japan’s parliament, known as “Diet”, was brought into existence
afresh after the 2nd world war because of adopting of a new constitution that is unequivocal
in terms of creating the Diet as the supreme organ of state power.

26
Legislature of Bangladesh
After getting independence from Pakistan in 1971 Bangladesh opted to a parliamentary
democracy in which establishment of a sovereign legislature was sought. The main aim was
to ensure the sovereignty of the people exercised through legislature – a representative body
elected through democratic process (Chowdhury, 2000). According to the Constitution of the
People's Republic of Bangladesh, the legislature is called as Jatiyo Shangsad and House of
the Nation in Bengali and English respectively. But the legislature is commonly known as
parliament. The study has identified some features of Bangladesh parliament as follows:

The parliament of Bangladesh is unicameral, a single legislative chamber, having 350

members of which 300 members are directly elected on the basis of adult franchise from 300
territorial constituencies separately while the remaining 50 seats are reserved for women who
are elected by the aforementioned elected members in conformity with law depending on the
procedure of proportional representation in the parliament through Single Transferable Vote.
From the beginning of the 9th parliament the provision that ensures 50 reserved seats for
women will continue for ten years.

As per provision of clause (3) of article 72 of the Constitution of the People’s Republic of
Bangladesh, the term of a parliament is five years that begins from the date of its first
meeting after the general elections and the parliament is usually dissolved on completion of
five years from its beginning date. The President of Bangladesh has the supremacy to
dissolve the parliament at any time if he seems that there is no members of parliament. The
five years term of a parliament can be extended for maximum one year at a time by an act of
parliament if the Republic is engaged in war (http://www.parliament.gov.bd).

In the present day’s parliamentary system, the prime minister heads most of the works related
branch of the government who is accountable to the parliament for the actions taken by
him/her. The government has to depend on parliamentary approval before taking any action
in this system because it is supposed to be controlled by the parliament through legislative
business. In addition, the cabinet including prime minister are bound to be responsive to the
parliament for the actions taken by them. Hence, the parliament has very important role in
this system in terms of upgrading the quality of governance (Krishana, 2000).

Floor crossing is illegal in the parliament as per the provision of article 70 of the constitution
of Bangladesh (Molla, 2011). For that reason, anyone can lose his/her membership in the

27
parliament if he/she engages in floor crossing. According to the constitution of Bangladesh,
floor crossing includes the following issues i.e.,

i. If any member resigns from the political party that nominates him/her,

ii. If any member votes against the selected party, or iii. If any member abstains from
voting, either by abstention or absence, against the mandate of the party Whip.

Comparison with Bangladesh

Alexis de Tocqueville said that the comparison is fundamental to all human thought (Almond
and Powell, 1996). Comparing our institution to that of other deepens our understanding.
Examining the political structure in other societies permits us to see a wide range of
alternatives and gives chance to revise the shortcomings in our political and national
structure. We usually render our comparative political analysis in terms of political
judgments that are more resonant than they are accurate or informative (Ward, 1967).

Japan is a unitary country like Bangladesh. She incorporates a strange mix of parliamentary
form of democracy and constitutional monarchy where the Emperor has no such executive
power while Bangladesh retains the parliamentary form of democracy rendering some
constitutional and statutory power to President. Japan has a representative parliamentary
system like Bangladesh in which the prime minister is selected from among the members of
the parliament where political party plays a significant role. Because the political party, either
a single political party having a majority of seats or the coalition of likeminded parties that
control a majority of seats, decides who the prime minister is going to be. In this follow-
through, the prime minister who is authorized to form his/her cabinet appoints the members
of cabinet, also from among the members of the Diet. The politicians of Japan like that of
Bangladesh largely depends on bureaucrats in making legislation due to the shortage of
permanent staff support. Although the politicians discharge considerable power on the
bureaucrats in the process of policy formulation and drafting. The study found the following
dissimilarities between legislature of Bangladesh and that of Japan;

Structure and Composition

The Japanese Diet is a bicameral legislature, having two houses i.e., lower house and upper
house where the lower house is the most powerful house. There are 500 members in the
lower house under the new election system introduced in 1994 where members are elected for
four years term. However, if a noconfidence motion is passed on the prime minister, an
28
election is called by the prime minister whenever he/she determines and this is also
applicable if the prime minister decides to call an election, to dissolve the house and call an
election before the fouryear term is up of running parliament.

In comparison with the upper house, the lower house of Japanese parliament is more
powerful because treaties, the budget, and the selection of the prime minister are determined
by it. For that reason, the lower house may overrule any decision taken by the upper house if
it is different from the decision made by the lower house itself in the areas related to a treaty,
pass the budget and the selection of the prime minister. This is possible when the lower house
has a majority where the upper house cannot influence because of being minority and this
continues till the members of lower house are determined that their position will hold.
Bangladesh has a Parliament composed of one legislative body. Japan’s Diet has totally 738
members but the parliament of Bangladesh has 350 members totally elected for 5 years.

29
 Chapter-5 Conclusion
The comparative analysis of management practices in Japan and Bangladesh offers a
profound understanding of the distinctive approaches employed by these two countries. The
study reveals that management philosophies in Japan are deeply rooted in cultural values,
long-term planning, and continuous improvement, while Bangladesh embraces flexibility,
entrepreneurship, and adaptability as key drivers of its management practices. These
divergent approaches are influenced by their unique historical contexts, cultural dimensions,
and economic development trajectories.

The research underscores the significance of cultural influences on management practices. In

Japan, hierarchical structures, consensus decision-making, and group orientation reflect the
country's values of respect for authority, harmony, and collective effort. Conversely,
Bangladesh's management practices prioritize individual initiative, informality in
communication, and performance-based incentives, which align with its entrepreneurial spirit
and flexible business environment.

While both countries have their strengths, the analysis also highlights some challenges. Japan
faces demographic shifts and an aging workforce, necessitating a proactive approach to talent
retention and succession planning. In contrast, Bangladesh confronts infrastructure
constraints and the need to develop a skilled labor force to sustain its rapid economic growth.

The study offers valuable implications for international business collaborations.

Organizations seeking to engage with Japanese counterparts should recognize the importance
of long-term planning, consensus-building, and employee loyalty. Meanwhile, those
partnering with Bangladeshi firms must embrace flexibility, encourage entrepreneurship, and
foster a relationship-oriented approach to business.

Furthermore, the research advocates for cross-cultural learning and exchange of best
practices. Organizations can benefit from adapting successful management principles from
one country to another, leading to fruitful collaborations and improved global
competitiveness.

In conclusion, the comparative analysis of management practices in Japan and Bangladesh

highlights the significance of cultural context in shaping managerial approaches. It deepens
our understanding of the diverse philosophies driving business success in these nations and
emphasizes the importance of embracing cultural differences in international business

30
ventures. As the global business landscape continues to evolve, this study encourages
organizations and policymakers to build stronger partnerships based on mutual respect, cross-
cultural learning, and a willingness to adapt to diverse management cultures. By doing so,
businesses can navigate the challenges of an interconnected world and foster harmonious and
prosperous collaborations across borders.

31
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