Activities

Planning

USA
Primarily short
term
orientation

Japan
Long term
orientation

China
Long term &
short term
orientation (5
year & annual
plan)
Decision
making by
committees at
the top (often
individuals)
Top down
participation at
lower levels

Korea
Long term
orientation

India
Long term
prosperity of
the company &
employees

Individual
decision
making

Collective
decision
making with
consensus

Decision
making from
top

Decision
making from a
group of senior
management

Involvement of
few people in
making &
selling the
decision to
people with
divergent
values
Decisions are
initiated at the
top & flow
down
Fast decision
making, slow
implementatio
n

Involvement of
many people in
preparing &
making a
decision

Involvement of
people in
making
decisions

Decisions flow
from bottom
to top & back

Top down,
initiated at the
top

Decisions flow
from bottom
to top & back

Slow decision
making, fast
implementatio
n

Slow decision
making, slow
implementatio
n

Organizing Individual
responsibility
&
accountability

Collective
responsibility
&
accountability

Collective &
individual
responsibility

Fast decision
making;
implementatio
n as per the
plan
Collective &
individual
responsibility

Holistic
engagement of
employees;
Managing
people in India
requires a level
of micromanagement
Decisions are
initiated at the
top & flow
down
Fast decision
making with
stress on
improvization
& adaptability
Both
Indivudual &
team
responsibility;
corporate
social
responsibility is
an important
aspect

Clarity &
specificity of
decision
responsibility

Ambiguity of
decision
responsibility

Formal
bureaucratic
organizational
structure

Informal
organization
structure

Attempts to
introduce the
'factory
responsibility
system'
Formal
bureacratic
organizational
structure

Clarity &
specificity of
decision
responsibility
Formal
organizational
structure

Highly
bureaucratic
organizational
structure/
situtational
management/
family owned
businesses

Staffing

Lack of
common
organizational
culture;
identification
with profession
rather than
with company
People are
hired from out
of school &
from other
companies;
high attrition

Well known
common
organizational
culture;
competitive
spirit towards
other
enterprises
Young people
hired out of
school; hardly
any mobility of
people among
companies

Identification
with the
company but
less
competitive
spirit

Rapid
advancement;
highly desired
& in demand

Slow
promotion
through ranks

Slow
promotion but
regular salary
increase

Loyalty to the
profession

Loyalty to the
company

Frequent
performance
evaluation for
young
employees
Appraisal of
short term
results

Infrequent
performance
evaluation for
young
employees
Appraisal of
long term
performance

Lack of loyalty
to both
company &
profession
Performace
review once a
year

Promotions
based primarily
on individual
performance

Promotion is
based on
individual as
well as team
performance

Training &
development
undertaken
with hesitation

Training &
development
considered a
long term

Most hired
form school;
fewer from
other
companies

Well known
common
organizational
culture;
competitive
spirit towards
other
enterprises
Fresh young
graduates are
hired; with
very limited
mobility to
other
companies
Slow
promotion
through ranks;
salary
increases
tremendously
Loyalty to the
company

Strong
performance
evaluation
system

Lack of
common
organziational
culture

People are
hired from out
of school; also
from various
companies;
high attrition
as people have
choices
Yearly
promotion

Loyalty to
learning,
exposure &
money
Regular
performance
evaluation

5 year plans
else short term
targets

Appraisal on
both short &
long term
results

Promotions are
supposed to be
based on
performance,
potential
ability &
education. But,
family ties &
good relatoins
with managers
are important
Training
programs
available, state
exms

Promotion
based on both
individual &
team
performance

Appraisal on
short(private)~
long (public
sector) term
results
Promotion
based on
tenure (public)
& performance
(private)

Training &
development
considered a
long term

Employees as
assets to be
developed &
not costs

Leading

Controllin
g

(employee may
switch)

investment

administered
for managers

investment

Leader acts as
decision maker
& head of
group

Leader acts as
social
facilitator &
group memebr

Leader as the
head of group

Directive style
(strong, firm,
determined)

Paternalistic
style

Directive
(Parent- Child
relation)

Leaders are
highly
respected &
final decision is
made by the
leader
High level of
guidance from
seniors

Often
divergent
values:
individualism
sometime
hinders
cooperation
Face- to- face
confontration
common:
emphasis on
clarity
Communicatio
n primarily topdown

Common
values
facilitating
cooperation

Common
values:
emphasis on
harmony

Common
values: lot of
emphasis on
Inhwa (team
spirit)

Avoidance of
confrontation,
sometimes
leading to
ambiguity
Bottom- up
communicatio
n

Avoidance of
confrontation

No questioning
made to the
seniors; high
level of respect
given
Bottom- up
communicatio
n

Control by
supervisors

Control by
peers

Fix blame

Saving face

Control by
group leader
(superior)
Try to save
face

Communicatio
n top- down

Leaders are
decision
makers,
extremely
creative &
flexible
Hierarchical
style/
situational
style
Values of
power beyond
mind

Ego clashes;
face- to- face
confrontation

Top- down
communication
; informal
communication

Control by
supervisor

Culture of
Blame game
accepting
mistakes
Limited use of
Extensive use
Limited use of
Extensive use
Limited use of
quality control of quality
quality control of quality
quality control
circles
contro circles
circles
contro circles
circles
http://www.usfca.edu/fac-staff/weihrichh/docs/management_practices.pdf
http://bizshifts-trends.com/2011/01/10/management-styles-u-s-europe-japan-china-india-brazilrussia/