Comparative Management

Part of the debate that surrounds the study of comparative management addresses the issue of whether management is an art or a science. The application of scientific principles knows no boundaries. For instance, the rules of structural mechanics and architecture apply regardless of the location of the building to be constructed. Those who argue in favor of management as a science contend that there are certain fundamentals of the discipline that are applicable for practitioners under a variety of circumstances. In other words, the universality of management science allows it to be transferred from one locale to another. Management is universal because it is critical to the successful operation of an organization. The "universalist" school of management theory believes that certain management principles are fundamental and can be transferred to any organized form of human activity.

In contrast to the universalists are those who believe that management practice is culture bound. Cultural differences in various countries exert a si

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consensus rather than decisionmaking by decree of top management. Japan's focus on human resources extends to recruitment and selection of employees as well. Many employees are hired directly after graduating from college. The employees are selected based on their ability to fit in with the specific management culture of the company at which they are hired; they are expected to be team players. In return, Japanese employees are offered lifelong employment, once they pass a probationary period. Lifelong employment encourages company loyalty, but it comes at the expense of temporary workers, most of whom are women. Japan's management philosophy works so efficiently because of distinguishing cultural aspects of Japanese society. When a worker assumes permanent employment in a Japanese company he enters a "family," to which he pledges loyalty and competence. Japanese employers hire the "whole" man. In other words, the employee is expected to give the best of himself in terms of time and effort; family and home life are secondary. Consequently, the Japanese "salaryman" is expected to work long hours at the office and socialize with business colleagues. This leaves little time for family responsibilities, which are deemed
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Some common words found in the essay are:
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Approximate Word count = 3042
Approximate Pages = 12 (250 words per page)

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