Comparative management
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1. Comparative management compares various management systems from one cultural context to another, typically using different countries to frame the cultural contexts (Chen, 1995, p. 1). Comparisons can be made for profit and nonprofit organizations, large and small organizations, or across various other characteristics which the analyst chooses. Several different approaches can be taken to comparative management, including the universalist approach, the economic cluster and the cultural cluster. The universalist approach argues that there are few differences in management styles and that management principles can be applied universally, with few adaptations, throughout the world. The economic cluster holds that economic differences from country to country will necessitate some adaptation of management principles, and the cultural cluster holds that cultural differences among nations greatly influences the management styles which are successful in any particular nation (Chen, 1995, p. 2).Farmer and Richman built on the cultural cluster in their work, and suggested that external environmental factors play an important role in determining management effectiveness in a particular organization. According to Farmer and Richman, external constraints, such as education and political influences, affect elements of the management process and thus managerial effectiveness. Managerial effectiveness determines the company's efficiency and contribute to the economic system's overa
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such as the United States. In Japan, however, where there is a stronger sense of community in the culture, these approaches worked, and worked well, with the result that Japanese factories are able to turn out products that exhibit high quality characteristics at lower cost than American factories, even when working on products developed originally in the United States.
Japan has also taken a long-range approach to its economic growth, with the result that it has put in place infrastructure and changes since World War II and emphasized the community aspect of its culture to enhance its competitive position. The Japanese view the success of their individual companies as important, but they view that success as contributing to the overall success of Japan as a whole in the international arena. Thus it is not important for Mitsubishi to triumph over Sony, but it is imperative that one of the two triumph over a foreign rival. Significant barriers to trade have been introduced to reinforce this, and the nation as a whole continues to see the economic performance of the country as a battlefront in the international arena and the growing perception of Japan as "Japan, Inc.," suggesting that it is many companies operating as a singl
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Some common words found in the essay are:
Chinese Enterprises, Farmer Richman, United States', Japan United, United States-Japan, Favored Nation, , East West, Tibet Chinese, War II, chen 1995, comparative management, commercial guide, japanese management, management principles, united japan, managerial effectiveness, international arena, cultural cluster, cultural differences, directly related guanxi, washington dc department, country commercial guide, commercial guide 1996, guanxi relationships individual,
Approximate Word count = 3033
Approximate Pages = 12 (250 words per page)
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