AMERICAN, JAPANESE, CHINESE & INDIAN

MANAGEMENT

Presented BY
TARUN KASHNI
 INDEX
1. Definition of management style

2. Types of management style

3. Introduction to Indian Management style

4. Introduction to American management style

5. Significance of American management style

6. Introduction to Japanese management style

7. Features of Japanese management style

8. Introduction of Chinese management style

9. Features of Chinese management style

10. Indian vs American vs Japanese vs Chinese management style

 WHAT IS MANGEMENT STYLE

 Management consists of the planning, prioritizing, and organizing work

efforts to accomplish objectives within a business organization. A
management style is the particular way managers go about
accomplishing these objectives.

 Management styles vary by company, level of management, and even from

person to person. A good manager is one that can adjust their
management style to suit different environments and employees. An
individual’s management style is shaped by many different factors including
internal and external business environments, and how one views the role
of work in the lives of employees
 TYPES OF MANGMENT STYLES

 When considering career success, tangible qualities often come to mind, such as
the type of work and salary. But one critical factor to your success is leadership
style, both in how you manage people and how you like to be managed.
Effective managers can improve productivity and employee morale and reduce
turnover.
 There are six widely agreed-upon types of management styles commonly used
in today’s business world. Each of these styles has their own strengths and
weaknesses, and a person can use more than one style, depending on the
situation. Read on to find out which style resonates the most with you.
1. Autocratic
Autocratic managers make decisions unilaterally, without much (or any) input of
subordinates. This unilateral format can be perceived as a good management
technique if the right decisions are made, and it can lead to faster decision-making,
because only one person’s preferences need to be considered. However, this style of
management can drive away employees who are looking for more ownership of
decisions, and more autonomy. In times of crisis where time is limited, use of
autocratic management is permissible, but extended periods could lead to high
turnover.
 TYPES OF MANGMENT STYLES

2. Consultative
This form allows for more discussion than an autocratic method, but is essentially
dictatorial. As the name suggests, a leader in this form consults his or her employees,
but ultimately the leader makes the final decision. Decisions attempt to take the best
interests of the employees in account but also focus on the business. This type of
management style often leads to loyalty from employees included in decision-making
processes, but those who are left out are more likely to move on. It can also lead to a
dependency of the employees on the leader.

3. Persuasive
Also similar to autocratic management styles, a persuasive leader maintains the final
decision-making control. However, he or she makes choices based on the persuasion
of subordinates. Employees will convince their manager of the benefits of a decision
and the manager will make the final decision. This is a great option for managers who
need input from experts, but still can keep the final decision-making up to them. This
does not work when employees do not support management and choose not to
provide input or do not trust decisions that have been made.
 TYPES OF MANGMENT STYLES

4. Democratic
As its name suggests, democratic managers offer employees an opportunity to
engage in decision-making. This means all decisions are agreed upon by the majority.
The communications go from both the manager down to employees and from the
employees up to the managers. This style works when complex decisions must be
made that have a variety of outcomes. However, democracy does slow down decision-
making and could be inefficient at times.

5. Laissez-faire
This style is the complete opposite of autocracy; employees are allowed to make the
majority of decisions, with management providing guidance when needed. The
manager in this case is considered a mentor rather than a leader. This style of
management is popular in startups and technology companies, where risk taking is
encouraged. However, it can lead to difficulties in making decisions.
 TYPES OF MANGMENT STYLES

6. Management By Walking Around (MBWA)

This classic technique involves management by listening. Managers gather
information by listening to the thoughts of employees that can stop problems at their
source. When using this type of management style, managers must be counselors and
not directors. A good decision will be well received and respected by all. When
employees do not support management there can be problems in MBWA
management.
 INDIAN MANAGEMENT STYLE

India is an enormously hierarchical society (arguably the most hierarchical in the

world) 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. The
position of manager demands a certain amount of role-playing from the boss and a
certain amount of deferential behavior from his subordinates. The boss is definitely
not expected to perform any seemingly menial tasks such as making coffee for
everybody or moving chairs in a meeting room! Anglo-Saxon concepts of
egalitarianism where the boss is the first amongst equals are virtually
incomprehensible in a society still dominated by the historical conventions of the
caste system.
INDIAN MANAGEMENT STYLE
 AMERICAN MAGEMENT STYLES

 American Management
Style. American management
style can be described as
individualistic in approach in so
far
as managers are accountable for
the decisions made within their
areas of responsibility.
 Therefore, American managers are
more likely to disregard the opinions
of subordinates than managers in
other, more consensus or
compromise- oriented cultures.
 SIGNIFICANCE OF AMERICAN MAGEMENT STYLES

• Primarily short-term orientation

• Individual decision making

• Involvement of a few people in making and selling the decision to people with
divergent values

• Decisions are initiated at the top and flow down

• Fast decision making; slow implementation requiring compromise; often resulting

in suboptimal decisions
 JAPANESE MANAGEMENT STYLE

 Japanese management emphasizes the need for information to flow

from the bottom of the company to the top.
 This results in senior management having a largely supervisory rather than
hands-on approach. As a result, it has been noted that policy is often
originated at the middle-levels of a company before being passed upwards
for ratification. The strength of this approach is obviously that those tasked
with the implementation of decisions have been actively involved in the
shaping of policy. The higher a Japanese manager rises within an
organization, the more important it is that he appears unassuming and
lacking ambition. Individual personality and forcefulness are not seen as
the prerequisites for effective leadership.
 The key task for a Japanese manager is to provide the environment in
which the group can flourish. In order to achieve this he must be accessible
at all times and willing to share knowledge within the group. In return for
this open approach, he expects team members to keep him fully informed
of developments. This reciprocity of relationship forms the basis of good
management and teamwork.
 FEATURES OF JAPANESE MANAGEMENT
STYLE
• Management technology is a highly transportable technology.

• Just-in-time production exposes problems otherwise hidden by excess inventories

and staff.

• Quality begins with production, and requires a company-wide "habit of

improvement.“

• Culture is no obstacle; techniques can change behavior.

• Simplify, and goods will flow like water.

• Flexibility opens doors.

• Travel light and make numerous trips, like the water beetle.

• More self-improvement, fewer programs, less specialist intervention.

• Simplicity is the natural state.

 CHINESE MANAGEMENT STYLE
 In China, management style tends towards the directive, with the senior
manager giving instructions to their direct reports who in turn pass on the
instructions down the line. It is not expected that subordinates will question
the decisions of superiors – that would be to show disrespect and be the
direct cause of loss of face for all concerned. The manager should be seen
as a type of father figure who expects and receives loyalty and obedience
from colleagues. In return, the manager is expected to take an holistic
interest in the well-being of those colleagues. It is a mutually beneficial
two- way relationship.
 Senior managers will often have close relations to the Communist Party
and many business decisions are likely to be scrutinized by the party which
is often the unseen force behind many situations.
It is often said that China has a lack of good-quality, experienced managers
– this is typical of a rapidly growing and modernizing economy – and that
the good managers who are available are very expensive (even by
Western standards.) This places enormous emphasis on any company’s
recruitment and retention policies – you have to be able to recruit the best
and then keep them.
 FEATURES OF CHINESE MANAGEMENT
STYLE

• Chinese companies generally keep engineering and manufacturing close,

often collocating them.

• Chinese companies tend to acquire new technologies either through formal

licensing deals or by reverse-engineering them, but they keep the physical
work of experimentation and production in-house.

• Chinese companies hire more midlevel engineering and manufacturing

people, even though they’re getting expensive.

• Using nonmarket strategies adroitly(in a skillful way)

 COMPARISON OF INDIAN, AMERICAN,
JAPANESE & CHINESE MANGAEMENT STYLES

PLANNING
INDIAN AMERICAN JAPANESE CHINESE
Long term Short Term Long term Long term and short
term
Government/ Individual Decision Collective decision Decision making by
authorised person Making making the committees
make decisions
Authorised person Few Involvement Involvement of Involvement of
involvement many people committees
Slow decision Fast decision Slow decision decision making slow
making making making

Slow slow fast implementation implementation

implementation implementation of the decision process also slow
decision decision
 ORGNANIZING

INDIAN AMERICAN JAPANESE CHINESE

Collective Individual Collective Collective
responsible and responsibility and responsible and responsible and
accountability accountability accountability accountability
Formal hierarchal Clarity and specify Informal Formal bureaucratic
organization of decision organization organizational
structure responsibility structure structure,
Well known Lack of common Well known Well known common
common organization common organization culture
organization culture organization
culture culture

Low competitive identification with competitive spirit competitive spirit

spirit toward other profession rather toward other toward other
that with company
 STAFFIN
INDIAN G AMERICAN JAPANESE CHINESE
Mixed recruitment People hired out of Young people hired Skills based hiring
process schools and from out of school
the companies
Life time frequent company Life time frequent company
employment change employment change
common in large common in large
companies companies
Slow advancement Rapid Rapid Rapid advancement
and highly desired advancement advancement
highly desired and
demanded
Loyalty to the Loyalty to the Loyalty to the lack of loyalty to the
company profession company company and
profession
Lack of training Training and Training and Training and
and development development development development
undertaken undertaken with undertaken with undertaken with
hesitation confidence confidence
 LEADING

INDIAN AMERICAN JAPANESE CHINESE

Leader acting as Leader acts as Leader acting as Leader acting as a
social facilitator decision maker and social facilitator head of the group
and group head of group and group
member member
common values Directive common values Directive style of
facilitating style(strong facilitating leadership is
cooperation ,firm,determined) cooperation applicable
Emphasis on self emphasis on clarity emphasise on emphasis on
harmony education & training
Communication Communication Bottom-top Communication
primarily top to primarily top to communication primarily top to down
down down
 CONTROLLING

INDIAN AMERICAN JAPANESE CHINESE

Control by superior Control by superior Control by peers Control by group
leader
(Superior)
Control focus on Control focus on Control focus on Control individual
group performance individual group performance performance
performance
Fix blame Fix blame Saving face Fix blame

limited use of Limited use of Extensive use of limited use of quality

quality control quality quality control control circles
circles control circles
circles
THANK YOU