CIA 1

A RESEARCH BASED ASSIGNMENT

By

KOYEL BANERJEE

REGISTRATION NUMBER
1927336
I MBA D

Institute of Management
CHRIST (DEEMED TO BE UNIVERSITY), Bengaluru

JULY 2019
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 USA INDIA CHINA
Planning  Long-term oriented with the  Long-term oriented. Comparatively  Long term and short term
involvement of few people to make more decision makers are involved orientation (5 year plan and
decisions which makes it smooth which is little lengthy and slow annual plan)
and faster. process.  Decision-making by
 Decisions are being made at the  Top down approach of decision committees.
higher level and are being passed making is followed where higher  Top-down-participation at
on to lower level which shows a level management is more involved lower levels.
top-down flow of command. in decision making.  Top-down-initiated at the top
 Operational style of planning is  Strategic planning approach is  Slow decision-making / slow
used which focuses more on “how being used whose basic agenda is implementation. Which is
things must happen” in an “Why things must happen” which now changing.
organisation which requires a clear always starts with a mission and a
picture of the whole functioning vision. These mission and visions
process. are being set by the higher level
 This type involves setting up a management
Step-by-Step process of how to  Scope of this type planning can last
achieve the objectives. anywhere between 2-10 years.

Organising  Main function involved in  Organising is done to create a  Collective and individual
Organising is to decide on the proper design and structure of the responsibility
structure to be followed which will components of the company.  Attempts to introduce the
result in an increased output.  Organising tasks with their factory responsibility system
Mostly companies follow priorities is done by the managers  Formal bureaucratic
functional division of structure. which is also an important activity organization structure
 Organizing process is solely based to reduce time and to make work  Identification with the
on the policies and procedures hour more productive. company but no competitive
where every employee coordinate  Authority and accountability is the spirit
mutually to accomplish a common primary objective of organising the
set goal. activities to make the flow of
 Responsibility and accountability commands in a proper chain.
are the two most important factors  India also follows functional
considered in mind while dividing division of structure where most
work amongst the team members. companies divide their departments

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  Employees are more identified with on the basis of the activities it
the work they do rather the performs as it results in less
company they work which is more number of clashes and more
task focussed. objective oriented approach
 No presence of a standard work
culture which changes from
profession-to-profession.

Staffing  Polycentric staffing approach is the  Ethnocentric approach is the most  Most hired from school,
most preferred way of recruiting in common approach of hiring fewer from other companies
the organisations where native professional and positioning roles.  Slow promotion, but regular
employees are given leadership In this approach home country salary increase
roles and regional employees are nationals are given roles in higher  Lack of loyalty to both
given roles at middle level of management. company and profession
management to diversify the  Main objective is to ensure that  Infrequent performance
culture. experienced person only reaches review - usually once a year
 Learning of the organisation the top management.  5-year plan, otherwise short-
regarding the local needs and  Culture of the organisation is rather term targets
requirements is the advantage with unified instead of diversified.  Promotions are supposed to
this approach.  Limitation with this type of staffing be based on performance,
 No minimum age restrictions approach is related to transfer of potential ability, and
imposed as hiring is done from local knowledge to company education.
schools and from colleges too.  Favours native employees for
 One of the most identifying promotion.
characteristic is the loyalty of the
employees to the company.
 Frequent appreciations for
employee with lesser work
experience which attracts a lot of
talent to work for the organisation.
Leading  Autocratic approach of leadership  Democratic approach is the most  Leader as the head of the
is being followed in most of the prominent form of leadership group. Such as committees
companies. This type of approach approach being followed.  Directive. Parent-child
is also referred to as “dictatorial” as  This type of approach is more relations - in TA terms.

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 a bossy nature prevails in it. centred on subordinates rather than  Common values. Emphasis
 Decisions are often being made being “dictatorial” and involves on harmony
without the consent of the equal participation of think tanks  Avoidance of confrontation
subordinates. and specialists.  Communication top-down
 Flexibility in this type of approach  Leader has the maximum
is very less where fear of working responsibilities but also authorises
prevails more than inspiration to others to manage projects with
work. equal responsibility.
 Helpful in making key decisions at  Communication happens both ways
time of crisis where Zero delay is instead of top down approach
expected. which is more transparent,
 Steve Jobs and Donald Trump are encouraging, and competent.
well known examples of following
this type of leadership approach.
 The style of directing may be
strong at times and at times it may
be firm but very determined.
Controlling  Controlling of work done by the  Try to save dignity and avoidance  Controlling is done by group
supervisor who directs the team, of humiliation. leader - superior
divides the work as per skill set.  Limited use of quality control  Primary controlling is done
 Controlling is fully oriented on the circles. by groups - but also by
performance and enthusiasm shown  Controlling done by team leaders in individuals
by the individual a team.  Try to save dignity and
 Behavioural controlling approach is avoidance of humiliation.
followed which allows not directly  Limited use of quality control
controlling the results instead circles.
instilling the behaviours and action
that leads to results.
 Dress codes being formal in every
organisation is an example of
behaviour controlling practice.
 Smoking free offices are preferred
as it causes frequent work breaks
and sometimes sickness to

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employees which also results in
sickness leave affecting the
organisation output.

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