China, India, U.K., France, Germany, Russia & Brazil
Report submitted to Dr. Navodita Mishra
As part of CIA I of Understanding Business
Submitted By: Sugandhi Gupta
Registration no: 1627760 1MBAJ Introduction: The primary challenge faced by companies and managers today is to creatively solve business problems. The principles of management are guidelines using which managers can tackle business challenges.
The principles of management have been categorized into the four major functions of planning, organizing, staffing, leading, and controlling popularly known as the P-O-S-L-C framework.
Following is the comparison of management between different countries:
Planning Organizing Staffing Leading Controlling
USA 1.Short term 1.Formal, 1.Frequent 1. Leader 1. Control by
orientation bureaucratic performance acting as superiors on organizing evaluation for decision maker individual 2. Decisions structure. new employees and head of performance initiated at the top the group. flowing down. 2. Lack of 2.Appraisal of 2. Limited use of common short-term 2.Communicat quality control organizing results ion is circles available culture; primarily top- identification with 3.Training and down. profession rather development than company. undertaken with 3.Face to face hesitation confrontation (employee may leave the firm- Job insecurity) U.K. 1. Long term and Collective and 1.Frequent 1. Leader as 1. Strict short term individual performance the head of the supervision by depending upon responsibility. evaluation for group. managers on the size of the new employees. performance on a company. 2.Directive.Sh whole. 2.Appraisal of ares better 2.Decision short-term relationship 2. Responsibility making by results. is shared. committees. 3.Avoidance 3.Training & of 3. Extensive use 3.Fast decision Development confrontation of quality control. making but considered a implementation is long-term 4.Communicat slow investment. ion top-down India 1.long term and Collective and 1.Infrequent 1.Leader 1. Control by short term individual performance acting as social group leaders on orientation responsibility. evaluation for facilitator and group new employees. group member. performance. 2.Decision making by the 2.Appraisal of 2. Avoidance 2. Limited use of committees long-term of quality control results confrontation circles (www.worldbusin performance. emphasis is on essculture.com) harmony. 3.Slow decision 3. Training & 3.Bottom-up making(now Development communicatio changing) considered a n long-term investment.
China 1.long term and 1. Collective and 1. Infrequent 1. Leader as 1. Control by
short term individual performance the head of the group leaders. orientation(5 year responsibility. review-once a group. plan or annual year. 2. Limited use of plan). 2.Communicat quality control. 2.Promotions ion on top- 2. Decision are based on down making by the performance. committees. At 3. Avoidance the top often 3. Training of individual. programs confrontation available. 3.Slow decision making(now changing) Japan 1. Long term 1. Informal 1.Performance 1.Leader 1. Control by peer orientation. organizing evaluation once acting as social on group structure. or twice a year. facilitator and performance. 2. Flow of critical group member. decisions from 2. Well-known 2.Appraisal of 2. Extensive use top to bottom and common long-term 2.Critical of quality control back to top; flow organisation performance. comm: top- circles. of no critical culture and down & decisions often philosophy; 3.Training & bottom-up; from bottom to competitive spirit Development Non-critical top. towards other considered a comm: enterprise. long-term bottom-up. investment. 3.Avoidance of confrontation Brazil 1. Short term 1. Individual 1. Infrequent 1. Leader is 1. Control by orientation. responsibility. performance the head of the superiors on evaluations. group and individual 2.Decision flow motivates the performance. from top to 2. Appraisal of employees. bottom. short-term 2. Limited use of results. 2. Top-down quality control 3. Fast decision communicatio circles of making but 3. Training & n. available. implementation is Development is slow. good. So the 3. Avoidance employees set of standards for confrontation themselves. Russia 1. Little 1. strict hierarchy 1. Every 1. Only the 1. The boss is consultation will and prefer to employee has leader of the expected to issue be expected from work in a team. given the equal team will direct instructions people lower opportunity speak and for subordinates down the make to follow. company 2. Training & decisions. hierarchy. Development is good. So the 2. Bottom-top 2. Slow decision employees set communicatio making standards for n themselves. Germany 1. Focus more on 1. Shared 1. Deciding job 1. Managers 1. Responsibility long term responsibilities specification. show strong is expected to be strategic plans leadership. delegated by the and work to 2.Subordinates 2. Frequent manager to the achieve them. work without any performance 2. Top-down member of the cooperation from evaluations. communicatio team who is 2. Decision taking higher authority. n. technically as per competent to government 3. Face to face carry out a norms confrontation particular task.
France 1. Short term- 1. Shared 1. Frequent 1. Leader acts 1. Control by
yearly plans are responsibilities performance as the decision superiors on followed. evaluation for maker and individual new employees. head of the performance. 2. Decisions are group. taken together by 2. Appraisal of 2. Limited use of taking the idea of short term 2. Avoidance quality control lower staff. results. of circles of confrontation. available. 3. Fast decision 3. Training and making but dev. considered implementation is a long term slow. investment. REFERENCES : (n.d.). Retrieved from www.worldbusinessculture.com: http://www.worldbusinessculture.com/German-Management-Style.html
(n.d.). Retrieved from www.worldbusinessculture.com: