GNANA BASKARA GUPTHA JERAULD PAUL PRASANNA KUMAR VIGNESH BABU VENUGOPAL

Management practice around the globe has a lot diversities because of the presence of different social, economic, political, legal and tax systems.

"Comparative management is identifying , measuring, and interpreting similarities and differences among manager's behaviours , techniques and practices in different countries" (Terry, 1996) The concept of comparative management has become more important in recent years because of the growing influence of multinational companies and global corporation

The basic managerial functions include 1. Planning 2. Organizing 3. Staffing 4. Leading 5. Controlling Comparative management therefore includes analysing and comparing each environmental determinant of the foreign country.

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."

Staffing requires identifying human resource needs and filling the organization structure-and keeping it filled with competent people.

STAFFING

"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."

LEADING

CONTROLLING

"Control is measurement of accomplishment against, the standard and the correction of deviations to assume attainment of objectives according to plans".

PLANNING

Primarily short-term orientation Individual decision-making Involvement of a few people in making and selling: the decision to people with divergent values Decisions are initiated at the top and flow down Fast decision-making; slow implementation requiring compromise, often resulting in suboptimal decisions

Long-term orientation Collective decision-making (ring) with consensus Involvement of many people in preparing and making the decision Decision flow from bottom-totop and back Slow decision-making; fast implementation of the decision

ORGANISING

Individual responsibility and accountability Clarity and specificity of decision responsibility Formal bureaucratic organizational structure Lack of common organization culture ; identification with profession rather than with company

Collective responsibility and accountability Ambiguity of decision responsibility Informal organization structure Well-known common organization culture and philosophy; competitive spirit toward other enterprises

STAFFING

People hired out of schools and from other companies; frequent company changes Rapid advancement highly desired and demanded Loyalty to the profession Frequent performance evaluation for new employees Appraisal of short-term results Promotions based primarily on individual performance Training and development undertaken with hesitation (employee may go to another firm) Job insecurity prevails

Young people hired out of school; hardly any mobility of people among companies Slow promotion through the ranks Loyalty to the company Very infrequent formal performance evaluations for new (young) employees Appraisal of long-term performance Training and development considered a long term investment Lifetime employment common in large companies

LEADING

Leader acts as decision-maker and head of group Directive style (strong, firm, determined) Often divergent values; individualism sometimes hinders cooperation Face-to-face confrontation common; emphasis on clarity Communication primarily topdown

Leader acting as social facilitator and group member Paternalistic style Common values facilitating cooperation Avoidance of confrontation, sometimes leading to ambiguities; emphasis on harmony Bottom-up communication

CONTROLLING

Control by superior Control focus on individual performance Fix blame Limited use of quality control circles

Control by peers Control focus on group performance Saving face Extensive use of quality control circles

INDUSTRIAL MANAGEMENT HEINZ WEIHRICH