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    Comparative Management

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    Rafi Dawar
    Here is a 1-page essay comparing Nigerian managers to American managers: Nigerian managers and American managers share some similarities but also have important differences due to cultural and economic factors. Both Nigerian and American managers have the core functions of planning, organizing, leading and controlling work. However, there are differences in management styles and practices. Nigerian managers tend to have a more authoritarian leadership style compared to American managers who favor a more democratic and participative approach. Decision making in Nigerian companies is often top-down rather than inclusive of employees. Nepotism and favoritism towards friends and family are also more common aspects of Nigerian management. In contrast, American managers place more emphasis on meritocracy and objective performance

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    Comparative Management

    Uploaded by

    Rafi Dawar
    169 views21 pages
    Here is a 1-page essay comparing Nigerian managers to American managers: Nigerian managers and American managers share some similarities but also have important differences due to cultural and economic factors. Both Nigerian and American managers have the core functions of planning, organizing, leading and controlling work. However, there are differences in management styles and practices. Nigerian managers tend to have a more authoritarian leadership style compared to American managers who favor a more democratic and participative approach. Decision making in Nigerian companies is often top-down rather than inclusive of employees. Nepotism and favoritism towards friends and family are also more common aspects of Nigerian management. In contrast, American managers place more emphasis on meritocracy and objective performance

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    Here is a 1-page essay comparing Nigerian managers to American managers: Nigerian managers and American managers share some similarities but also have important differences due to cultural and economic factors. Both Nigerian and American managers have the core functions of planning, organizing, leading and controlling work. However, there are differences in management styles and practices. Nigerian managers tend to have a more authoritarian leadership style compared to American managers who favor a more democratic and participative approach. Decision making in Nigerian companies is often top-down rather than inclusive of employees. Nepotism and favoritism towards friends and family are also more common aspects of Nigerian management. In contrast, American managers place more emphasis on meritocracy and objective performance

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    169 views21 pages

    Comparative Management

    Uploaded by

    Rafi Dawar
    Here is a 1-page essay comparing Nigerian managers to American managers: Nigerian managers and American managers share some similarities but also have important differences due to cultural and economic factors. Both Nigerian and American managers have the core functions of planning, organizing, leading and controlling work. However, there are differences in management styles and practices. Nigerian managers tend to have a more authoritarian leadership style compared to American managers who favor a more democratic and participative approach. Decision making in Nigerian companies is often top-down rather than inclusive of employees. Nepotism and favoritism towards friends and family are also more common aspects of Nigerian management. In contrast, American managers place more emphasis on meritocracy and objective performance

    Copyright:

    © All Rights Reserved
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    of 21

    COMPARATIVE

    MANAGEMENT

    Dr M.M.Maishanu
    MEANING
    • Comparative Management is the
    identifying, measuring and interpreting of
    similarities and differences among
    managers’ behaviours, techniques
    followed, and practices applied as found in
    various countries.
    • It focuses on the similarities and
    differences among business and
    management systems from different
    contexts.
    MEANING
    • An important influence in the conduct of
    management is the total environment.
    • The fundamental functions of management
    denote what a manager does whether in U.S.,
    U.K. and Nigeria.
    • However, what is trying to be achieved and the
    means being followed for achievement can and
    do differ among countries.
    • This is largely because of managers’ beliefs,
    attitudes, experiences, customs and values.
    REASONS FOR STUDYING
    COMPARATIVE MANAGEMENT

    • It helps the realization that there are managerial


    differences across nations. A manager going
    overseas, a researcher and to the student of
    management will find it very valuable.
    • Ideas helpful for improving management can be
    obtained e.g. knowledge of how Sweden handles
    relations may prove helpful to the U.S. manager.
    Again, the transfer and utilization of the
    managerial idea is expedited.
    REASONS FOR STUDYING
    COMPARATIVE MANAGEMENT

    • Facilitation is given world understanding and trade.


    Simply getting to know how managers in foreign
    countries do their tasks makes not only for better
    understanding, but also expedites trade and co-
    operation.
    • The effectiveness of management is increased because
    willingness to accept change is encouraged and the
    opportunity to see how similar problems are solved in
    different manners is offered.
    • Development of skills necessary to understand their and
    our ways of management are encouraged.
    MAIN RESULTS OF COMPARATIVE
    MANAGEMENT RESEARCH

    • According to Negandhi[1975:334]
    • There is no one way of doing things.
    The principle of equifinality applies to
    the functioning of social
    organizations; managers may achieve
    given objectives through various
    methods.
    MAIN RESULTS OF COMPARATIVE
    MANAGEMENT RESEARCH

    • There is no universal applicability of either


    authoritarian or participating-democratic
    management styles. In general the United States
    can best be characterized as following
    democratic-participative style, while Germany,
    France, and most of the developing countries
    are authoritarian in their management style. The
    authoritarian style is not necessarily
    dysfunctional in developing countries. This
    perhaps may be the "right type" of leadership.
    MAIN RESULTS OF COMPARATIVE
    MANAGEMENT RESEARCH

    • More objective measures are brought to


    bear in making managerial decisions with
    respect to compensation, objectives,
    goal setting, etc., in the developed
    countries; subjective judgment
    (emotions, religious beliefs) often enters
    the decision making processes in the
    developing countries.
    MAIN RESULTS OF COMPARATIVE
    MANAGEMENT RESEARCH

    • There are similarities and differences


    among the managers around the world.
    Similarities are explained in terms of
    industrialization or the industrial
    subculture. Differences are explained in
    terms of cultural variables. The cultural
    factors are considered the most
    important influencing variables.
    DIFFERENCES
    • Customs: - Customs are important in comparative
    management. This is because there are diverse
    customs.
    • For example in many foreign countries, it has been
    a custom to take considerable time before a
    decision is made on a business proposal. Some
    countries place a high priority on exact promptness,
    while in others it is relative.
    • Again in others haggling over a price is expected.
    Yet in others friendship rank high and doing
    business with relatives and close family friends has
    priority.
    DIFFERENCES
    • Social Value: - These are also extremely
    important in comparative management. They
    influence to a great extent how the management
    task is carried out. Examples are:-
    • In Japan, personal qualifications are given much
    weight in recruiting. Minimal job mobility is the
    general rule, retirement at the age of 55 is
    desirable, women are employed in great
    numbers, but most are considered temporary
    DIFFERENCES
    • In India, social values are very important
    in the management styles. The varied
    racial origins and languages have their
    effect, but the family system has great
    influence and is the foundation on which
    many companies are based. Nepotism is
    widespread and formal authoritarianism is
    the usual practice.
    DIFFERENCES
    • Selection and Promotion of personnel:-
    • Japan
    • Candidates are sought who not only have the
    required skills or potential for the work, but
    also conform to the view points of members of
    the company. Through referrals, interviews and
    tests, potential employees with ideas and desire
    at variance with those of the company are
    excluded from selection.
    DIFFERENCES

    • A recruit is normally on probation


    for the first two years not a
    permanent employee.
    • Must have a degree from the ‘right’
    school, because many of the large
    and prestigious Japanese
    corporations recruit primarily from
    these schools.
    DIFFERENCES
    • Though entrance exams are rigorous and
    include comprehensive and difficult questions,
    any person can apply regardless of family
    background – opportunity for upward economic
    and social mobility is available.
    • Promoting is handled informally with attention
    and judgement given mainly to the person’s
    family and contributions made to the company.
    Few Japanese companies use a performance
    rating system.
    DIFFERENCES
    • In Europe
    • When a person retires everyone knows who
    the successor will be. Promoting reaches down
    the line for the one who is advanced. The
    general practice is to wait for your superior to
    retire, and then promotion comes.
    • But there are so many exceptions to this
    mundane approach. For example, the younger
    generations are reacting rapidly to it, by insisting
    that ability should be considered. Seniority alone
    is inadequate and inequitable.
    DIFFERENCES
    • Participative decision making:-
    • In almost all foreign countries we are seeing
    more participation by the employee in decision
    making. This is because the employee wants to
    feel associated with the decision making process
    of the enterprises for which she or he works.
    • Around the world there now exists variety of
    degrees and ways in which employees
    participate in managerial decisions that affect
    them.
    DIFFERENCES
    • In Japan for example decision making is by
    consensus or ringisei – Japanese spend much
    time on finding out what others are thinking and
    how they feel about issues.
    • The prevailing belief is that the Japanese
    manager must know how subordinates feel
    about a certain issue; otherwise one cannot
    maintain the peace and harmony of the group.
    Again a decision is always started by an
    employee at a low level in the organisation.
    Similarities and Differences between
    Arab and American Managers
    END OF COURSE
    WRITE AN ESSAY OF NOT
    MORE THAN TWO PAGES ON
    THE SIMILARIES AND
    DIFFERENCES BETWEEN
    NIGERIAN MANAGERS AND
    MANAGERS OF A COUNTRY
    OF YOUR CHOICE

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