Comparison of management practices By Management Gurus.

JAPAN INDIA

"Management is, above all, a practice where art, science, and craft meet."
Henry Mintzberg McGill University *Management is the core function of any organization. Management is responsible for wellbeing of the company and its stakeholders, such as the investors and employees. *Therefore, the management should be a skilled, experienced, and motivated set of individuals, who will do whatever necessary for the best interest of the company and stakeholders. *Best practices are usually outcomes of knowledge management. Best practices are the reusable practices of the organization that have been successful in respective functions. *There are two types of best practices in an organization: Internal best practices: Internal best practices are originated by the internal knowledge management efforts. External (industry) best practices: External best practices are acquired to the company by hiring the skilled, educated and experienced staff and through external trainings. Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat. -Sun Tzu Chinese military general, strategist, and philosopher

Rome was not built in a day, same is with India & japan too.

Today, Japan is considered as one of the supereconomic powers of the world. The process of development started 130 years backs with the restoration of Imperial (Meiji) rule I 1868. Having lost the war in 1945, Japan had to restart the development process from the scrap. Infrastructures were demolished, the economic environment was suppressed and dominated by other countries. Japan as it stands today, is due to the efforts of Japanese people who were smart enough to adopt the foreign technology and management philosophy and develop suitable technological and management systems that can be effectively and efficiently applied for the development of the country.

When I was growing up, my parents told me, finish your dinner. People in India & Japan are starving. I tell my daughters, finish your homework. People in India & Japan are starving for your job. -Thomas Friedman
In recent years India's GDP grew with the rate of 8 percent average. Demographically 70 percent of India less than 30 year of age. Instead of huge population of 1.47 billion effect of growth can be seen everywhere in India Indian product quality is reaching world standards. India emerged as leading supplier of IT and IT enabled services. India produces largest pool of Doctors, Engineers, and MBAs per year. India's competitive advantage lies, firstly, In large pool of English speaking knowledge intensive human resource and second, India offers very attractive coststructure.Recently India emerged as favorable destination for business in world.

Power Distance in work place

In short, PDI scores inform us about dependence relationship among employees in different countries.

In egalitarian atmosphere every employee is almost equal!

Groups

Hierarchical

>

Egalitarian

Egalitarian

~ = Hierarchical

Individualism & collectivism in work place!

Individualistic workplace people are recruited as economic Package.

In case of collectivistic workplace people are not hired as an individual but family members, people are generally judged by their easiness to mix with others.

Individualism Collectivism

Collectivism Individualism

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Masculinity & Femininity

Based on cultural characteristics of countries society excel in different kind of industries. Japan and China is leader in manufacturing quality products which needs more assertiveness, doing things fast which are characteristics of masculine countries. A society is called feminine when emotional gender roles overlap: both men and women are supposed to be modest, tender, and concerned with the quality of life. A society is called masculine when emotional when emotional gender roles are clearly distinct: men are supposed to be assertive, tough, and focused on material success, whereas women are supposed to be more modest, tender, and concerned with quality of life. Masculinity Femininity

85% & 56% male dominancy at workplace in Japan & India respectively.
Masculinity

Femininity

Uncertainty Avoidance At workplace

Uncertainty avoidance can therefore be defined as the extent to which the members of a culture feels threatened by ambiguous or unknown situations. OR "a society's tolerance for uncertainty and ambiguity". High UAI countries good at incremental innovation. But bad at accidental/destructive innovation. -Husted's IBM survey

Entrepreneurship is reversely proportional to UAI.

Long and short term orientation in workplace.

LTO management style (mostly Asians) China and India success formula is how fast they accepted western culture without losing their own traditional values; even Japan has good learning records from west. Long term Orientation (LTO) stands for the fostering of virtues oriented toward future rewards- in particular, perseverance and thrift.

Its opposite pole, short term orientation, stands for the fostering of virtues related to the past and present -in particular, respect for tradition, preservation of face, and fulfilling social obligations."

CORPORATE CULTURE VALUES INSPIRATIONAL LEADERSHIP

The Special features of Japanese management practices can be broadly classified into two areas: People-oriented, and Work-oriented. In India (based on survey) few of the successful managers has high morale orientation, highly individualistic and focuses on organization and compliances and competence. In India managers has to respond into two waysPeople orientation Task orientation

COMMUNICATION
Regular morning meeting of top, middle level managers and other employees. Open working office area where all level of employees work together with managers. The layout is very conducive for good communication among employees. Regular management-Labour discussions on productivity and gain sharing. "Nemabashi" or leaking information unofficially to those concerned with or taking part I the decision on some matters and influencing them to think in a certain way before the decision is made. "Nomanication" or exchanging information while eating and drinking in bars and Japanese style pubs after work. High volume of information flow as a prerequisite for communication. "Horenso" or reporting system, which contains comprehensive "Hokoku"(report), "Renraku"(contacts) and "Sodan" (consultations). Regular morning meeting of top, & middle level managers . Generally Open working office area where all level of employees work together with Managers is very less in India. Irregular management-Labor discussions on productivity and gain sharing. "Nemabashi" or leaking information unofficially to those concerned with or taking part I the decision on some matters and influencing them to think in a certain way before the decision is Made is Illegal in India. "Nomanication" or exchanging information while eating and drinking in bars and Japanese style pubs after work is only in IT & ITES. High volume of information flow as a prerequisite for communication. Reporting system, which contains comprehensive.

Promotionand wage system

Seniority based promotion and wage system in private & public companies. Seniority based promotion and wage system is generally seen in government sector only not in private companies.

OPERATIONS/PRODUCTION MANAEMENT PRACTICES Just-In-Time (The Production) System This contains many other areas of improvement like low cost of production, low inventory cost, low investment for warehouses, immediate checking of abnormalities, high value-added per person, better quality and improved productivity. India is following all these fashion but a way behind from Japanese production style & learning from organisation like The Japan International Cooperation Agency (JICA) in Delhi-Mumbai Industrial Corridor (DMIC) and the ChennaiBengaluru Industrial Corridor (CBIC) in South India, as well as assistance to strengthen Japan-India academicindustry networks, and human resources development for industries such as manufacturing

Quality Control
The Japanese production management now cannot work without considering the concept of quality or customers in a broader sense. Now a-days, the Japanese style of management is also referred to as Management by Quality. This does not mean controlling the quality but rather managing the company with the "Quality First" concept. The productivity (quality) is: Production or service capacity of the organization, Quality specification of the product or service, Cost of Production products or service, and Delivery time of products or service. India is learning & imbibing all The quality skills by way of doing tie-up With Japanese companies & improving its workforce by Imparting those skills to the Indian managers. India is learning Total Quality management (TOM): The Japanese management philosophy, system and practices, all focusing mainly on people and work is also termed as "Total Quality Management". The common goal of TQM is to produce and serve the quality the customers need in a most economic manner.

Japanese Style 1. Company's Increasing value-added Growing with company 2. Customers' satisfaction 3. Shop floor priority 4. Human oriented 5. Kaizen approach 6. Top down+ Bottom up 7. Practice by all people 8. Process oriented

CONCLUSION Summing up:-

Indian Style Traditional one

1.Growing capitalism Maximization Profit Growing company 2. Shareholders' satisfaction 3. Office priority 4. System oriented 5. Incremental Innovation approach 6. Top-down method 7. Theory by specialist 8. Result oriented 9. Simple but updated version of technology 10. Optimization

9. Simple technology
10. Continuous challenge

Communication Style

Express more to Indian team mates. Tone of voice, facial expressions, and gift-giving are not sufficient to express use some words and talk to them more. *Give explanations, definitions, clear instructions

Pay attention to Japanese expressions and actions, Japanese talk less. Ask brief and good questions and keep it simple. Interact more often with Japanese people. Use charts, tables, diagrams, outline form to explain your point.

Role Clarity Explain them clearly their roles and work description. Give them explicit permission if you want them to do job outside of their respective jobs. Allocate job according to profile and status of people. *Be ready to accept a job which may fall out of your current job description. *Be ready to help and be open to get help from others. *Give them a clear job description and detail.

Formality They are formal & follow etiquettes. Follow etiquette, Japanese people are used to it. Its better if you learn their formality. Work Life Balance *Avoid ordering team mates to do late stay. *Respect peoples' sense of family responsibility when they, Indian people are very close to families. *Give them time to fulfill their family obligations. *Sometime accept excuses when they have some family problems. *Give them vacations and dont expect work from them on holidays.

*Demonstrate your abilities and finish your work on time. *Be ready to stay late and work if its really important. *Keep commitment even though you have to stay late or overwork.

Thanks a ton!
By:-Madhurendra kumar