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Compare management practices (POLSC) of key

economies in the world namely U.S.A., Japan,


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:


http://www.worldbusinessculture.com/Russian-Management-Style.html

(n.d.). Retrieved from myiq.in: http://myiq.in/question/compare-management-practices-poslc-for-


key-countries/

(n.d.). Retrieved from www.nbstrategy.com: http://www.nbstrategy.com/russianmanagementstyle

(n.d.). Retrieved from worldbusinessculture.com: http://worldbusinessculture.com/Japanese-


Management-Style.html

(n.d.). Retrieved from worldbusinessculture.com: http://worldbusinessculture.com/Chinese-


Management-Style.html

(n.d.). Retrieved from worldbusinessculture.com: http://worldbusinessculture.com/French-


Management-Style.html

(n.d.). Retrieved from worldbusinessculture.com: http://worldbusinessculture.com/Brazilian-


Management-Style.html

(2011, Jan 8). Retrieved from www.slideshare.net: http://www.slideshare.net/spvn/japanese-v-


united-states-management-practices

worldbusinessculture.com. (n.d.). Retrieved from http://worldbusinessculture.com/Indian-


Management-Style.html

worldbusinessculture.com. (n.d.). Retrieved from http://worldbusinessculture.com/American-


Management-Style.html

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