Journal of Business Research, vol.

4, 2002
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A Special Comparison of the Management Practices Between Japan, U.S.A., and China with Special Reference to Bangladesh.
Md. Raziur Rahman Chowdhury*

Abstract: Management practice around the globe has a lot diversities because of the presence of different social, economic, political, 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 author has attempted to analyse the different types of management practice especially in U.S.A., Japan and China in the context of Bangladeshi management practices on the basis of the basic functions of management. As per the findings, management practice in Bangladesh is not being dominated by any specific country's management practice. The author tries to select and makes suggestions of what types of management practice should be made applicable with respect to socio-cultural or environmental circumstances and other legal and govt. policies. 1. Introduction The concept of comparative management has become more important in recent years because of the growing influence of multinational companies and global corporation. MNCs are businesses that exercise strategic control over production and marketing facilities in two or more countries. Global Corporation goes beyond MNCs by designing, making and selling goods anywhere on the planet. The world is becoming smaller. More and more firms are getting involved in international business as never before and these firms are trying to know the social, cultural and political environment of foreign countries in order to succeed in business. Let us now define comparative management. "Comparative management is identifying, measuring, and interpreting similarities and differences among manager's behaviours, techniques and practices in different countries" (Terry, 1996). Managers of all countries have to carry out the ____________________________
* Assistant Professor, Institute of Business Studies, Darul Ihsan University

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basic managerial functions of planning, organizing; staffing, directing, motivating and controlling but applications differ from country to country. Comparative management therefore includes analyzing and comparing each environmental determinant of the foreign country. 2. Methodology and Definition of Variables Methodology This study is based on a theoretical issue. There is no scope of conducting any research or survey for the foreign countries' management practice. That's why we could not go for any primary source about the foreign management. But my study is totally based on secondary sources especially library sources and internet facilities. To understand the management practice of Bangladeshi managers, I talked to 70 managers and their subordinates and tried to compare our management practices with those of some countries. I do not get any absolute answer on how to succeed in business; there are no absolute answers on how to develop a successful new venture or business. Nevertheless speaking generally decision-making is deciding in advance what is to be done. It is a projected course of action. Definition of Variables COMPARATIVE MANAGEMENT "Comparative management is defined as the study and analysis of management in different environments and the reasons that enterprises show different results in various countries." PLANNING "Planning is the thinking process, the organised 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." Decision making also involves the following five categories.

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ORGANIZING The term organisation 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." CONTROLLING "Control is measurement of accomplishment against, the standard and the correction of deviations to assume attainment of objectives according to plans". 3. Literature Review There are some comparative management philosophers who believe that the world is becoming smaller and uniform because of education, technology and pragmatic thinking. Other scholars are convinced that the world will remain diverse because of deep rooted cultural inertia, strong religious code of conduct, different stages of economic development, unevenly distributed natural resources and regional over population. These two respective views are known as views of 'COMERGENCE' and philosophy of 'DIVERGENCE'. Management thought has always been and probably continue to be highly dynamic. New theories will emerge and old ones will be discarded. Some consolidation among the many present management theories is to be expected. The future may well bring a viable integration of presently separated schools of management. Dynamic management thought will continue because a discipline is vital as management - with its involvement in fundamental issues that affect human wants, values and technology - is certain to attract scholars and practitioners to contribute to a modern and meaningful theory.

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The trait to leadership goes on; more recently, the following key leadership traits were identified: drive (including achievement, motivation, energy, ambition, initiative and tenacity), leadership motivation (the aspiration to lead but not to seek power as such), honesty and integrity, self-confidence (including emotional stability), cognitive ability and an understanding of the business. Less clear is the impact of creativity, flexibility and charisma on leadership effectiveness. Prior to 1949, studies of leadership were based largely on identifying the trains those leaders possess. Staring with the 'Great Man' theory that leaders are born and not made, a belief dating back to the ancient Greeks and Romans, researchers have tried to identify the physical, mental and personality traits of various leaders. The 'great man' theory lost much of its acceptability with the rise of the behaviourist school of psychology. In general, the study of leader's traits has not been a very fruitful approach to explaining leadership. Not all leaders possess all the traits, and many non-leaders may possess most of all of them. Also the trait approach gives no guidance as to how much of any trait a person should have. Furthermore, the toxins of studies that have been made do not agree as to which traits are leadership traits or what their relationships are to actual instances of leadership. Most of these so-called traits are really patterns of behaviour. According to Stoner, Freeman, Gilbert ('MANAGEMENT', 6th ed., January 2000, p. 558)" Management control is the process of ensuring that control activities conform to planned activities. Control helps managers monitor the effectiveness of their panning, their organising and their leading activities and control also helps managers monitor environmental changes and their effects on the organisation's progress. According to James H. Donnelly, jr. James 1. Gibson, John m. Ivancevich ('Fundamentals of Management', 9th ed., 1995) control function involves the implementation of methods that provide answers to three basic questions: What are the planned and expected results? By what means can the actual results be compared to planned results? What corrective action is appropriate?

According to KATHRYN M. BARTOL, C. MARTIN ('MANAGEMENT' 2nd ed., 1994) "Controlling is the process of regulating organizational

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activities so that actual performance conforms the expected organizational standards and goals. As the definition suggests, controlling means that managers develop appropriate standards, compare ongoing performance against those standards, and take steps to ensure that corrective actions are taken when necessary. 4. Objectives of the Study The comparative study of management is very important for the Bangladeshi managers. Today, Europe has become a single economic entity, the Communist Bloc has been dissolved and a unified Germany has emerged. This landmark changes and the resultant political, social, cultural and economic upheavals are bound to have a major impact on the future of the world. Another dramatic change has been the competitive advance made by Japan, Hong Kong, Singapore, South Korea and Taiwan. The net effect of these significant events is that every manager on the face of this planet must act locally but think globally. These dynamics of change are being magnified by a myriad of pressing economic problems including the fear of economic collapse, excessive government spending, mushrooming cost of living, scarcity of jobs, inequitable distribution of wealth, and emerging threats of intensifies international competition. To meet the growing challenges of today's dynamic and complex business environment, there is a burgeoning need for a new breed of Bangladeshi managers with contemporary management tools. The old management philosophies and techniques cannot really withstand the pressures of the modern business arena. Today's manager must have the vision to identify the opportunities and threats that lie in the future, and then have the ability to effectively exploit the opportunities and to defend against the threats. Just there are more business opportunities today than ever before; there are also more business failures. The Bangladeshi managers of the future must have a management education, market creativity, entrepreneurship, analytical skills, and a flexible array of management tools to survive the rigours of competition. Failure to achieve managerial success means a cumulative failure for the individual, the organization, and society.

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5. Analysis
COMPARISONS OF JAPANESE, U.S.A., CHINESE & BANGLADESH PLANNING & DECISION MAKING
Japanese Management Long-term orientation. U.S.A. Management Primarily short-term orientation. Chinese Management Long-term and shortterm orientation (5years plan and annual plan) Decision making by committees, at the top, often individual. Top-down participation at lower levels. Bangladeshi Management Long-term orientation (5-years plan) Decision are always made individually. Involvement of few people from top level in making decision. Decision initiated at only the top level

Collective decision making (rung) with consensus Involvement of many people in preparing and making the decision. Flow of critical decision from top to bottom and back to top; flow of non critical decision often from bottom to top (In either case, emphasis is on consensus). Slow decision making, fast implementation of the decision. There is a great deal of communication before a decision is actually made. Japanese managers make a decision only after long discussion of the issue.

Individual decisionmaking. Involvement of a few people in making the decision and "selling" it to persons with divergent values. Decision initiated at the top, flowing down.

Top-down-initiated at the top.

Fast decision-making; slow implementation requiring compromise often resulting in sub optimal decisions. No communication with subordinates before decisionmaking. American managers are often accused of making decision before defining the problem.

Slow decision making; slow implementation (But now changes are taking place) Actual decision only made after communication with the subordinates. After group discussion decision is made in chain.

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.

Source: Local Survey and Weihrich, Heinz and Harold Koontz, Global Planning. Management- A Global Perspective, Singapore, Me Graw-Hill International. 1994, p.227.

Long-term orientation Now there are only two types of management in the world, one is Japanese and the other one is American. Bangladesh follows a mixed

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concept of these two types of management. For some work they follow the Japanese and for some work they follow the American type of management. 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. I talked to some business executives to know more about this mater. They say some facts about their planning terms. One of them says that they take decision for long time as well as for short time, but they would like decision for long time for their organization. Decision making differs from organisation to organisation. Organisation type is another big factor for decision making. Some prefer short term and some prefers long term planning, but all the executives like long term planning for their own benefit. So, Bangladeshi managers like to take long tram plan. Individual decision-making In case of making decision we see that Japanese Mgt takes decision collectively, U.S. Mgt takes decision individually and Chinese Mgt takes decision by their committees. In this case we see that Bangladeshi Mgt also takes decision individually like the U.S. management. It is a very common fact that every one wants to be big in the world. Every one wants to express him or her where s/he works. For these reasons some people don't like to talk to others before taking a decision. This is a common mentality of the executive people of our country. The executives have another point that if a group of people sits together to make a decision then no decision will be made. There happens only some waste of money and time. This is why the executives want to take decision individually. Bangladesh is using a mixed management system of Japanese and American. In private section the American system is very much popular for it's fast working capacity. Govt. sections like the Japanese system and

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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. Decision initiated only at the top 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. In American system the top-level management takes decision and the lower level follows that decision. Here every one has his own area of thinking. Top-level thinks how to take an effective decision and lower level thinks how to follow that decision. Bangladeshi follows the American way in this case. Here in Bangladesh the top-level always takes decision and the lower level follows that. This is why decision is initiated only at the top-level, not from the bottom-top.

Fast decision making and slow implementation Decision can be made by anyone, but everyone can't implement the decision. In Bangladesh the managerial parsons take decision, but they cant implement all the decision when they want. In Bangladesh this problem mainly occurs in Govt. sectors. Here one takes decision very fast but at the time of implementation no one comes forward to make it happen. So, here every decision is made very quick but the implementation of that decision is very slow. Involvement of few people from top level in making decision An individual always takes decision but if there arises any critical problem in the organisation that can't be solved by only one person, then he (Bangladeshi manager) may call some reasonable and some of the best subordinates for talking about the problem. Often this can give a good solution to the problem. Because two heads are better then one. But even after such discussion if an individual takes a decision it is not sure that decision would be always perfectly alright. Because there may be some chances of mistakes.

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COMPARISONS OF JAPANESE, U.SA., CHINESE & BANGLADESHI ORGANIZING

Japanese Management Collective responsibility & accountability. Ambiguous decision responsibility.

U.S.A. Management Individual responsibility & accountability. Clear & specific responsibility.

Informal organizational structure.

Formal bureaucratic organizational structure.

Chinese Management Collective & Individual responsibility. Attempts to introduce the "the factory responsibility system" Formal bureaucratic organizational structure

Bangladeshi Management Individual responsibility and accountability. Motivational & predicative decision.

Well-known common organization culture & philosophy, competitive spirit toward other enterprises. Lifetime employment.

Lack of common organization culture; identification with profession rather than with company.

Identification with the company but no competitive spirit.

Mostly govt. firms use formal bureaucratic organizational structure. But Pvt. organizations use informal organizational structure. Well-known common organization culture.

Short-term employment.

Lifetime employment.

Slow evaluation and promotion.

Rapid evaluation and promotion

Slow evaluation and promotion.

Holistic concern. It is not common to employ organization development consultants from outside the firm. Japanese firms have low employee turnover rate

Segmented concern It is quite common to employ organization development consultants from outside the firm Many American firms have high employee turnover rate

Holistic concern It is not common to employ organization development consultants from outside the firm. Chinese firms have low employee turnover rate

Fixed & long-term Employment (In Govt. organisation). But short term employment in Pvt. organizations. Evaluation and promotion depend on seniority as well as favouritisms. Holistic concern 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.

Source: Local Survey and Weilnrich, Heinz and Harold Koontz, Global Organizing. Management A Global Perspective, Singapore, Mc Graw-Hill International. 1994, p. 348.

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Organizing in Japanese 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. (Weihrich, Heinz and Harold Koontz. 1994) Organizing in the United States Organizations in the United States emphasize individual responsibility, with efforts to clarify and make explicit who is responsible for what. Often specific job descriptions clarify the nature and extent of individual responsibilities. Indeed, many organizations, especially those operating in a stable environment, have been rather successful in using the formal, bureaucratic organizational structure. As far as the climate is concerned, not many managers make special efforts to create a commonly shared organization structure. This may indeed be difficult because professional managers as well as technical people-often have closer identification with their profession than with the particular company. Many American firms have high employee turnover rate, which is partly due to the great mobility of the people in this country. With a relatively short duration of employment with any one company, the loyalty toward the company is at times rather low. United States it is quite common to employ organization development consultants from outside the firm, which is almost never done in Japan. (Weihrich, Heinz and Harold Koontz. 1994)

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Organizing_ in China Chinese managerial practices are very much influenced by the fact that the enterprises are owned by the State and guided by government officials. This results in a bureaucratic organization structure that does not respond well to changes in the environment. Such a structure may not have crucial in the past (although it is ineffective) because managers did not have to respond to competing organization. Within the formal bureaucratic structure the relationships among people are rather informal. The person heading the organization is not always the one in power. Personal connections, family relationships, and seniority are frequently more important than formal authority. Recently attempts have been made through 'Factory Responsibility System' to delegate more authority to lower level. In fact, factories are allowed to make profits. However, these profit derived from specially taxed. (Weihrich, Heinz and Harold Koontz. 1994) Organizing in Bangladesh 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.

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COMPARISONS OF JAPANESE, U.S.A., CHINESE & BANGLADESHI LEADING

Japanese management Leader acting as a social facilitator and group member. Paternalistic style.

U.S.A. Management Leader acting as the decision-maker and head of the group. Directive style (Strong, firm, determined).

Chinese Management Leader acting as the head of the group (Committee). Directive style (Parentchild relations, in transactional analysis terms). Common values; emphasis on harmony.

Common values facilitating cooperation.

Often-divergent values; individualism sometimes hindering co-operation. Face-to-face confrontation common; emphasis on clarity.

Avoidance of confrontation, sometimes leading to ambiguities; emphasis on harmony. Critical communication topdown and bottom-up; non-critical communication often bottom-up. Evaluation and promotion very slow; big promotions may not come for the first 10 years. Responsibility shared collectively Leaders give more importance to interpersonal relationship than organizations goal attainment. 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.

Avoidance of confrontation.

Bangladesh Management Leader acting as the decision-maker and head of the group. Mostly benevolent autocratic style (parent-child relations.) Divergent values; groupism sometimes hindering co operation. Face-to-face confrontation.

Communication primarily top-down.

Communication topdown.

Critical and non critical commuuucation top down.

Very fast; those not quickly promoted often seek employment elsewhere Responsibility assigned to individuals Leaders give less importance to interpersonal relationship than organizations goalattainment. 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.

Very slow

Promotion is slow and often depends on Group Lobbying.

Responsibility assigned to individuals Leaders give more importance to interpersonal relationship than organizations goal attainment. Leaders don't 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.

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.

Source: Local Survey and Weihrich, Heinz and Harold Koontz. Global Leading. Management- A Global Perspective, Singapore, McGraw-Hill International. 1994, p.566.

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Japanese leadership approaches 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. (Weihrich, Heinz and Harold Koontz. 1994) United State leadership approaches The managerial functions of leadership carried out are quite different in U.S. companies. Leaders are seen as decision makers heading the group; they are expected to be strong, firm and determined. Their task is to integrate diverse values, but the emphasis on individualism in the society in general and in organizations in particular may hinder cooperation. It is expected that managers will take decisive actions and clarify the direction of the group or the enterprise, even if this face-to-face confrontation with those who may disagree. Although managers work hard, they value their private life and separate it from their working life. Within the organization, the communication pattern is to great extent from the top to down through the hierarchy, with considerable emphasis given to written communication. (Weihrich, Heinz and Harold Koontz. 1994) Chinese leadership approaches The managerial function of leading in China has characteristics of Japanese and U.S. practices. The leader is the head of the group and the leadership style is generally quite directive. The relationship between the leaders and followers are as Parents-Child, in transactional analysis terms. In other words, it is expected that the leaders' commands will be obeyed. Leaders in turn, are responsible to higher authorities for performance and goals but not for meeting customer's need and demands. Similar, to leading in China is aided by common values and as emphasis on harmony rather than confrontation. (Weihrich, Heinz and Harold Koontz. 1994)

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Leadership approaches in Developing Countries and Bangladesh 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 faceto-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.
COMPARISONS OF JAPANESE, U.S.A., CHINESE & BANGLADESH CONTROLLING
Japanese Management Control by peers. Control focuses on group performance Saving face Extensive use of quality control circles. No chance of partiality. Importance is given to the skilled person. Duration of work is fixed. U.S.A. Management Control b superior. Control focuses on individual performance. Fixing blame Limited use of quality control circles Chance of partiality. Importance is given to the skilled person Duration of work is not fixed. Chinese Management Control superior. Primary control focuses on groups but also focuses on individuals. Trying to save face Limited use of quality control circles. No chance of partiality. Importance given to the skilled person. Duration of work is not fixed. Bangladeshi Management Control by superior Control focuses on individual performance.

Fixing blame Limited use of quality control circles. Chance of partiality. Importance is given to the skilled person as well as political persons. Duration of work is not fixed.

Source: Local Survey and Weihrich, Heinz and Harold Koontz. Global Controlling. Management- A Global Perspective. Perspective, Singapore, Mc Graw-Hill International. 1994, p.697.

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In the view of western managers, controlling involves setting standards, measuring performance, and correcting undesirable deviations. The controlling practice in Japan, United States, China and Bangladesh are described below. Controlling in Japan 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 emphasises 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. (Weihrich, Heinz and Harold Koontz. 1994) Controlling in the United States Control in the United State often means measuring performance against pre-established precise standards. Management by objectives, widely practiced in the U.S., requires setting of verifiable objective against which individual performance is measured. Thus the superior can trace deviations to specific individuals and this often results in fixing blame. In an attempt to maximize individual results, group performance may suffer. The quality control program is widely used in the U.S. Many of these programs were developed in this country and later used by the Japanese for improvement of product quality and productivity. (Weihrich, Heinz and Harold Koontz. 1994) Controlling in China In China, primarily group leader exercises control. The control focuses primarily on the group but also on the individual. Factory managers, for example, are expected to meet their yearly quota. Thus, Chinese control

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practices are a mixture of U.S. and Japanese managerial practice. In identifying deviations from standard, there is a tendency to let the person responsible for sub performance save face. There is some use of quality circles, but it is not common practice. (Weihrich, Heinz and Harold Koontz. 1994) Controlling in Bangladesh 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. Limited use 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 time the work force 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. Caption: Present Practices in Bangladesh as Regards Controlling

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6. Findings In the view of managers 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. When a manager is given the responsibility for a group activity, he works hard to motivate those assigned to the task. When a group member complaint to the managers, he tries to resolve the complaints. Managers do not make useful contacts outside the group. Most of the managers discourage meeting for the critical issues. Managers welcome new ideas but they do not find new way of thinking. Most of the managers do not believe in talking through issues in order to achieve satisfactory agreements. Managers will change procedure if he thinks that will improve group performance. Managers work hard to collect information important to the group. When there is conflict, manager behaves like a leissez-faire leader. Managers believe that most people do not like to work. Managers believe that most people usually avoid responsibility. Under proper conditions people also avoid responsibility. Given the change to think for themselves, most people first avoid to think but actually they are bright. People are internally motivated to achieve goals to which they are committed. Workers want security first as their motivational instruments. If treated properly, most of the people will accept responsibility. Work is not as natural as play. At work, people show high ambition. Some people do not work unless threatened. Every work pursues goals if rewarded. Most employees avoid work whenever possible. Most of the employees don't use the full potential of their employees.

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In view of workers 1. Jobs clearly and precisely are not defined. 2. Rules are not flexible enough to cope with exceptional cases. 3. For the critical decisions top managers do not inform worker event. 4. There is a broad span of control. 5. For many tasks, there are no formal, written produces. 6. In some situations there are simply no rules. 7. There are few levels of authority. 8. Job duties and goals are very rigid and unchanging. 9. Rules do not apply to everyone. 10. The supervisor does not work hard to develop a friendly working atmosphere among his or her people. 11. Most companies have no retirement benefits. 12. Almost every job cannot be made more stimulating and challenging. 13. Managers could not show more interest in the employees by sponsoring social events after hours. 14. Managers don't act as the spokesmen of the group. 15. Managers discourage overtime work. 16. Managers don't give members complete freedom in their work. 17. Managers critically analyse if members use the judgment in sowing problems. 18. Promotion is not based on the hard work mostly. Personal connections, family relationships, and seniority are frequently more important for promotion. 19. Managers refuse to explain employee's action 20. Managers do much more things without consulting the group. 21. Formal communication channels are not used for the top managers. 22. Managers' behaviour shows that he is not satisfied with the employee's role in the organization. 23. Performance with politics is rewarded. 24. Manager believes that each worker should solve his/ her own problems. 25. Workers are not allowed to communicate informally at all levels.

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7. Limitations Employer is not willing to supply necessary data on the profitability of the firm. Employees have got fear to express their opinion freely. They don't keep proper accounts about all the expenditures they make. Documents are not organized. 8. Suggestions and Conclusions Management thought has always been and probably will continue to be highly dynamic. New theories will emerge and old one will be discarded. Some consolidation among the many present management theories is to be expected. The future may bring a viable integration of presently separate schools of management. Dynamic management thought will continue because a discipline is vital as management - with its involvement in fundamental issues that affect human wants, values and technology- is certain to attract schools and practitioners to contribute to a modern and meaningful theory. In some managerial areas, we predict results from selected actions with an acceptable degree of certainty, but in the other areas, we are still in what can be termed the descriptive stage. That is, we can apply certain managerial knowledge, but we are not positive what specific results will ensure from such action. Once a manager has the symptoms identified, he or she can prescribe exactly what to do, with assurance that the desired results will be forthcoming. (Terry & Franklin, 1996.) Bangladeshi managers must have priorities in the following points Education Individualism Land and Capital Influence of Government Quality of life

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Future for Bangladeshi Managers Certain questions for the Bangladeshi managers must still be asked and seriously analyzed What sort of managers will be needed to guide our corporations and institutions of the future? To coordinate the multiplicity of discipline and functional effort, the manager of the future will be a generalist, secure in his or her own background and area or competency but intelligence committed to broader area and goals. In brief, the future Bangladeshi manager will not be confined to any managerial parochialism. s/he will maintain a balance among economic, social and technological goals. A common career pattern will be that of a Bangladeshi manager who functions equally at ease heading a private corporation, a major foundation, a University or a government agency. Operating effectively at the critical juncture between private and public interest, the future Bangladeshi manager will have empathy with specialists, a grasp- with some sophistication of technical methodologies, and a workable knowledge of functional tools. Bangladeshi managerial skill will be transferable and experience will be relevant across most organizational lines. The ability to cope with pressure will be outstanding characteristics. The future Bangladeshi manager will be capable of absorbing quickly enormous amounts of knowledge of data, classifying them and deriving and implementing good decisions from them. At the time knowledge will be more widely distributed throughout the organization. It will not be concentrated in a relatively few management members. Information will be available to the decision centre via a network of information flow that is inclusive and sophisticated.

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The future Bangladeshi managers will be exceptionally skilful in the following: 1. 2. 3. 4. 5. 6. 7. Motivating employees. Merging economic and social objectives. Achieving good relationship with peers and subordinates. Designing effective organization structure. Utilizing self-control and commitment of employees. Evaluating the feasibility of the technical advantages. Establishing rapport with government agency.

Bangladeshi Managers of organizations must always face an unfinished world. Rarely do they have all the information to make a perfect decision; rarely do they have the full authority to implement the best one of their solutions; and rarely can they predict specific human responses to events. An essential of management gives managers a perspective to view their present environment. They can see the past, present and future developments of the field. They identify the managerial processes and the techniques in the related disciplines to application in business operational functions and activities of public agencies. But most importantly, managers may sense the need for an appropriate posture. No matter how large or small the organization, the problems, decisions, and responses emerging from one environment have an impact on other environments. As one of the principal characters in life's unfinished but continuing drama, the manager has the potential of determining the destiny of our society. Although there are many managerial difficulties ahead, the future for management is not only bright but also essential for society. The makeup of management and its implementation will change considerable, but constant importance directed toward the best quality of living will prevail. Difficult management problems will be mastered, achievements beyond our expectations will own, and fundamental questions will be solved. At long last, managerial techniques and abilities will be available so that human beings have the opportunity to fulfill their highest destinies.

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A special comparison of the management practices

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