Comparative Management Issues - International Management - Lecture Slides, Slides of International Management

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Comparative Management Issues

Macro/Micro Issues

• MACRO ISSUES

• Industrialization Level
• Economic system
• Political History and System
• Regional Integration
• Union Structure
• Consolidation of firms.

• MICRO ISSUES

• Leadership Styles
• Decision Making
• Governance Mechanisms
• Formal/Informal Structure

Brazilian Management

• Management style is paternalistic.
• Changes are made, albeit slowly, and require a considerable

amount of thought, planning and evaluation.

• Brazil is a fluid time culture, and, as is the case with many

fluid time cultures, it is also very relationship-oriented.

• Very Hierarchical. Power is held in the hands of the few.

Great deference is paid to authority figures.

• The emerging idea of Ricardo Semla (SEMCO). This model

emphasizes democracy, the wisdom of employees and the

counter productiveness of control.

India Management

• Highly Religious and Moralistic
• Status Conscious
• High Power Distance
• Formality very high
• Low levels of Uncertainty Avoidance
• Low level of long range planning
• Collectivism

Managing in the Arab World

• Arabized Theory and Islamic

approach to modern

management thought.

Influence of Sheikocracy

• Formal Authority
• Rules
• Indecisiveness
• Centralized Decision

Making.

• Personal rather than

institutional arrangement

• Subordination of efficiency

to human relations

• Concession and

Compromise

• People Orientation
• Tribal and Family Loyalty.

Korean Management

• Characteristics of Successful CEOs Respect for employees Nurturing and spiritual care of employees Initiating attitude Tenacity and sense of calling
  • Competency and development of technology.
  • Can do spirit.
  • Achievement oriented

Management Styles in Selected African

Countries

• Some generalizations particularly in some of African

bigger economies, like South Africa, Kenya and

Nigeria.

• The concept of “Ubuntu” humaneness The idea

that a person’s worth is tied to other people’s

worth.

• The non-instrumental view of Human resources
• Loyalty to social group, importance of age,

hierarchy, social pressure

Management Styles in Selected African

Countries

• Importance of relationships
• Meritocracy, and increasingly collaborative management style in South Africa, but probably not as much in Kenya and Nigeria
• While time and deadlines are more structures in South Africa, they trend to be more fluid in Nigeria and Kenya
• Management style more paternalistic, and more centralization

European Management Style

• Is this a construct more in the mind of non-Europeans?
• Is it true that approaches to management are homogeneous in the region?
• Thames Valley/Rhine Valley Dichotomy
• Anglo-Saxon View emphasis on competitive advantage, resource based view of strategy, and capital asset pricing model.

European Management Style

• The Rhine Model emphasizes stability, social solidarity and long term survival. Investment in human capital, heavy R& D.
• Experience from practice does show that neither model has superiority over the other.
• The combination of the characteristics of the two models may be the ideal.