Accounting and economics, 42
Achievement motive, 112–113
American business culture
dominant management styles, 97–98
fundamental characteristics, 94
Hewlett Packard (“HP”), 99
individualism, 95
institutional factors, 96
organizational structure, 96
professional management, 96–97
rugged individualism, 94–95
Silicon Valley management style, 98–100
American managers, 53
Art of War, 13
Asian and Western management styles, 68
Asian business culture
Chinese companies, 105
Japanese and Korean corporations, 102–104
Asian leadership style, 68
Behavioral management theory, 12
informal organization, 33
Mayo’s studies, 33–34
McGregor’s Theory X and Theory Y, 34–36
proponents, 33
Benefit corporations, 47–48
Bigoness and Blakely’s Cross-National study
management styles and practice
American managers, 53
Australia, 52
British and French managers, 52
extrinsic rewards and behavioral management, 52
Kuwaiti managers, 53
Likert System 2 and 3, 52
profit-making, 53
social loafing, 52
societal values, 51
Sweden managers, 53
managerial values
dimensions, 55
Japanese managers, 56
level of importance, 55–56
non-Western countries, 57
US managers, 56
Bloom and Van Reenen’s International study
average management score, 62
better management practices firms, 61
consequence management, 59
high performers promoting, 60
human capital, 59, 60
incentives management, 60, 62
management patterns, 63
modern manufacturing techniques, 58
monitoring management, 60, 62
overall management firms, 61
performance clarity, 59
performance dialogue, 59
performance tracking and review, 59
poor performers removing, 59
process problem documentation, 59
rewarding high performance, 59
target balance and interconnection, 59
targets management, 60, 62
target time horizon, 59
Bureaucracy, 30
Business process redesign, 40
“Capitalism,” 15–16, 17–18
Capitalism in America
agricultural activities, 20
Constitution, 20
factory system, 21–22
Second Industrial Revolution, 21
technological innovation, 21
textiles industry, 20
trading activities, 19–20
transport and communications infrastructure, 21
“Wharton school,” 22
Classical administrative school
Barnard’s arguement, 32
bureaucracy, 30
Fayol’s principles, 30–31
Follett’s views, 31–32
Classical management theory, 12, 25
“Classical scientific” school, 25
“Closed” system, 37
Command-style hierarchical organizations, 31
Communication
Asian and Western, 68
patterns, 64
United States and Japan, 64
Competitive market, 18
Conceptual model of management style, 54
Contingency school of management
contingency view, 38
management decision, 37
mechanistic structure, 38
organic structures, 37–39
organization’s external environment, 38
Cross-cultural studies
Bigoness and Blakely’s study (see Bigoness and Blakely’s
Cross-National study)
Bloom and Van Reenen’s International study, 58–63
control practices, 78–80
Culpan and Kucukemiroglu’s Study, 64–68
decision making, 80–82
dimensions, 49–50
human resources management practices, 70
leadership practices, 74–78
managerial attitudes and behaviors, 51
motivation, 82–89
organizing practices, 72–73
planning processes, 70–71
staffing practices, 73–74
Weihrich’s Comparative Study, 63–64
Yu and Yeh’s comparison, 68
Cross-cultural transfer
Japanese management theories, 126–128
US management theories (see US management theories)
Culpan and Kucukemiroglu’s comparative study
communication patterns, 64
control mechanisms, 64
decision-making process, 64
interdepartmental relationships, 65
paternalistic orientations, 65
supervisory style, 64
United States and Japan, 65–68
Davenport, 40
Decision-making process
Adler’s arguement, 81
Asian and Western management style, 68
Nigam and Su’s notes, 82
participation, 80
United States and Japan, 64
Developing countries
challenges for managers, 142–143
“functions of management,” 143
global competitors, 139–140
management training, 147–152
managerial functions and activities, 146–147
new management theories, 140–142
process school of management, 143, 144
Punnett’s arguement, 144–145
societal culture, 145
European business culture
business–government relations,
102
German management culture, 101
job descriptions and organizational charts, 101–102
management culture, 100
membership, 101
Expectancy theory, 84
Extrinsic rewards and behavioral management, 52
Family-owned firms, 7
Firm performance
average management score difference, 6
family-owned firms, 7
foreign markets, 7
government-owned firms, 7
Indian and Chinese firms, 6
labor market practices, 7
medium-sized manufacturing operations, 5–6
multinationals, 7
productivity, 5
strong product market competition, 7
Swedish firms, 7
United States, 6
Formalization of management training, 42
Function-based initiatives, 41
“Gantt chart,” 29
Global Business School Network (GBSN), 149–150
Globalization, 44–45
Government-owned firms, 7
“Hawthorne effect,” 34
History of management
Adam Smith, 11, 17–19
behavioral management theory, 12, 33–36
Capitalism in America, 11
classical management theory, 12, 25
contingency school, 12, 37–39
industrial revolution, 11
pre-industrial times, 11, 13–14
quality school, 12
quantitative school, 12, 36–37
railroads and professional management, 11, 22–25
renaissance and reformation, 11, 14–16
“Human relations movement,” 33
Incentives management, 60, 62
Industrial revolution
Bank of England, 16
Great Britain, 16
joint stock company, 16–17
large industrial organizations, 16
steam engine, 17
Informal organization, 32, 33
Information technology, 43–44
“Infrastructure” projects, 18
Input–output model, 3
Intellectual capital, 46–47
Interdepartmental relationships, 65, 73
Internet, 43–44
“Japanese management style,” 29
Japanese management theories, 126–128
Kaizen, 40
Kuwaiti managers, 53
Leadership
constructive change, 9
Kotter’s view, 9–10
vs. management, 9
managers vs. leader, 8–9
Zalenznik’s view, 10
Likert System 2 and 3, 52
Management
accounting and economics, 42
challenges, 21st century, 42–43
definitions, 2–4
developing countries
challenges for managers, 142–143
“functions of management,” 143
global competitors, 139–140
management training, 147–152
managerial functions and activities, 146–147
new management theories, 140–142
process school of management, 143, 144
Punnett’s arguement, 144–145
societal culture, 145
diversity, 45
Drucker’s definition, 3–4
ethical behavior and social responsibility, 48–47
globalization, 44–45
intellectual capital, 46–47
internet and information technology, 43–44
and leadership, 8–10
modern management, 41
Parker Follett’s definition, 2
and performance, 5–8
principle, 5
scientific methods, 5
techniques, 5
Weihrich and Koontz’s definition, 2–3
western management theories (see Western management theories)
Management by objectives (MBO), 41, 121–122
Management education, 1
Management information systems (MIS), 37
Management training, 147–152
Managerial functions, 3
Mercantilism
“capitalism,” 15–16
characteristics, 15
domestic production system,
14–15
reformation, 15
renaissance, 14
supply and production chains, 14
Money-based compensation elements, 85
Monitoring management, 60, 62
Motivational practices
Adler’s arguement, 83–84
compensation packages, 84–85
human capital, 83
human resources tools and practices, 83
Mexican workers, 87–88
Muczyk and Holt’s notes, 86–87
Nigam and Su’s suggestion, 86
performance appraisal, 88
training and development, 89
Motivation theories
Freud’s theories, 109–111
humanization of work, 115–116
Maslow model, 113–114
McClelland’s achievement motive, 112–113
non-Freudian theories, 111
Vroom’s expectancy theory, 109
National business culture
American culture, 94–100
Asian culture, 102–105
European culture, 100–102
history, 93
“Open” system, 37
Organic structure, contingency school of management, 37–39
Organization theories
Asian countries, 118–119
bureaucracy, 118
Germans and British, 118
hierarchy, 116–117
“implicit models,” 118
power distance and reliance, 120
power distance and uncertainty avoidance, 117
United States, 119
Paternalistic orientations, 65
“Pay for performance” approach, 28
Performance appraisal, 88
“Piece-rate” compensation, 27
Power distance, 68
Pre-industrial times
Ancient Egypt, 13
China, 13
commerce and business noting, 14
Roman Empire, 13
Problem solvers, 81
Process innovation, 40
Process problem documentation, 59
Productivity-based reward system, 84
Profit-making, 53
Protestant Ethic and the Spirit of Capitalism, 15–16
Public goods, 18
Quality school of management
continuous improvement, 39
quality-based initiatives, 40
quality management, 39
reengineering, 40
statistical quality control, 39
Quantitative school of management
management information systems (MIS), 37
management science, 36
research origin, 36
systems management, 37
Railroads and professional management
Erie Railroad Company, 23
“functional” organizational structure, 23–24
industrial transformation, 22
multidivisional structure, 24–25
organizational structure and governance, 22
“transcontinental railroad,” 23
US financial markets, 23
Reengineering, 40
Renaissance and reformation, 11, 14–16
Ringi system, 103
Sarbanes Oxley Act of 2002, 47
Silicon Valley management style, 98–100
Situational/contingency theory, 132
Small and medium-sized enterprises (SMEs), 148
“Social contract,” 18
Social loafing, 52
Societal culture, 50–51
Steam engine, 17
Supervisory style, 64, 75–76
Systems management theory, 37
Targets management, 60, 62
Taylor and “scientific management”
classical scientific school, 25
elements, 28
Gantt chart, 29
inefficiency caused losses, 26
inefficient workers, 27
Japanese management style, 29
pay for performance approach, 28
piece-rate compensation, 27
Taylorism, 28
time and motion studies, 27–28
The Prince, 13
Total quality management (TQM), 40
“Transcontinental railroad,” 23
US and Japanese management styles
Culpan and Kucukemiroglu’s study, 65–68
Weihrich’s comparative study, 63–64
US management theories
Harris and Moran’s study
control, 126
motivation and reward systems, 126
planning, 125
societal culture, 122–123
US culture, 124–125
Hofstede’s study
cultural dimensions, 108
management by objectives (MBO), 121–122
motivation theories, 109–116
organization theories, 116–120
Western leadership style, 68
Western management theories
convergence perspective, 131–132
cross-border communication, 136
divergence perspective, 131
external environment, 132
globalization, 137
Hafsi and Frashahi’s suggestion, 134–135, 138
Kiggundu et al. study, 132
knowledge and technical language, 138
managing training, 137–138
multinational firms, 137
organizational managers, 130–131
political and economic institutions, 135–136
situational/contingency theory, 132
universal perspective, 131
Wood and Caldas’ research, 131–134
Workplace diversity, 45