10-3b Management Styles - Asia

Organizations in China:

• Very hierarchical.
• Emphasis is placed on harmonious relationships.
• All employees know their proper places in the social hierarchy.
• Establishing trust and social bonds are important.
• Managers are expected to make decisions on behalf of their groups and take a paternalistic approach with their employees.
• There are clear divisions between workers and managers – each belonging to their respective groups.
• Communication between managers and employees is restricted.
• Employees rarely raise issues or disagree with managers.
• Employees are on a need-to-know basis - flow of job-related information is limited.
• Employees are encouraged to be modest in all aspects of their work.
• Conflict between parties is resolved via mediation and compromise.
• “Face” is important – saving, maintaining, and giving.

Cultural Snapshot

Organizations in India:

• Very hierarchical.
• People have distinct roles within the organization - maintaining them helps to keep order.
• Senior members are the decision makers.
• Managers do not consult employees on decisions – they may perceive this as the manager lacking experience or expertise.
• Managers take a paternalistic approach with employees – concerns may carry over beyond the workplace.
• Relationships are valued, and important to nurture.
• Change and risk are not avoided, but rather, taken in stride.
• Timelines and deadlines are taken seriously, but may be deprioritized in favor of relationships.

Organizations in Indonesia:

• A strict hierarchy exists – managers are expected to be more directive.
• Employees have distinct roles (and adhere closely to those roles).
• Employees show a great deal of respect to managers.
• Managers are expected to check employees’ work, and to take responsibility for results.
• Employees expect clear and detailed instructions, and advice on how tasks need to be performed.
• Trust between employees and managers is important.
• Managers sometimes extend concern for employees beyond the workplace.
• Deadlines need to be reinforced.
• Harmony is preferred to conflict.
• Employee communication may be indirect and highly contextual.
• Working in a group and contributing as a team is desirable.

Organizations in Japan:

• A hierarchy exists, but both bottom-up and top-down approaches exist.
• Lifetime employment (shushin koyo) and seniority grading (nenko joretsu) maintain social aspects of the workplace.
• Punctuality is emphasized.
• There is a focus on long-term company success.
• Group harmony is valued, and conflict is avoided.
• Work and social life are interconnected.
• Managers are open to innovation and improvement.
• Employees are future and goal oriented.
• Employees foster ongoing relationships.
• Patience is important – fast decisions may not be trusted.
• Saving and maintaining ‘face’ are important.
• Communication at all levels is indirect, and highly context based.
• Decision making is participatory and group oriented but is often done more informally than in traditional meeting situations.

Cultural Snapshot